our route to sustainability – coca-cola hbc switzerland...

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CoCa-Cola HBC Switzerland ltd SuStainaBility report 2011

Our rOutetO SuStainability

COntentSoverview

editorial 2our Business 4our product 8about this report 12

our approaCH

Systematic 14Cooperative 16ambitious 18

our Seven StrategiC prioritieS

Consumer Health 20employees 28water Stewardship 40energy and Climate protection 46packaging and recycling 54Supplier relations 60Social Commitment 62

annex

gri index 64Memberships 69Key links 70glossary 71

Overview Editorial2

You have in your hands the Coca-Cola HBC Switzerland Sustainability Report – the first of its kind! Anyone thinking at this point that sustainability is a new topic for us would be mistaken: we published our first environmental report in 2002, and another in 2005. Our endeavours in environmental management and industrial safety have more-over been officially certified since 2001 and 2003 respectively. Our intention in producing this report is to build on this tradition and to give you regular updates on our sustainability management activities in the future.

Already we can look back on 75 success-ful years in business thanks to our strong commitment to sustainability and our clear strategic focus. A period during which, while still being part of the international Coca-Cola System, we have become firmly anchored in the Swiss communities in which our sites are based.

We have also had many other reasons to celebrate in our anniversary year. Our Swiss organisation was one of the key high performers within the whole Coca-Cola Hellenic Group, and we achieved best-ever results in terms of volumes, market share, collaboration with our customers and profit. Socially and environmentally our perfor-mance also speaks for itself. Here I would like to mention just a few points:

— With Nestea Green Tea Citrus we suc-cessfully launched our first product containing the natural sweetener stevia, with 30 % less sugar.

— We expanded our employee recruitment process to include an innovative new tool: the ‘Job Dating Day’ which gives us a platform for meeting future employees face-to-face through a series of ‘dates’.

— In 2011 we achieved the highest level of occupational safety at our three bottling plants in Bolligen, Dietlikon and Vals since our records began.

— In the reporting year we reduced the weight of our PET and reusable glass bottles by between 2 and 3 grams, with-out impairing their stability or quality. Furthermore, now for the first time ever our bottles contain more than 20 % recycled PET.

— And lastly, through our newly developed Group-wide values of authenticity, excellence, learning, caring for our people performing as one and winning with customers we are laying the foundations for the next 75 years of successful business.

Of course we also faced a fair number of challenges in 2011. These are shared with

Dear laDieS anD Gentlemen,

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you in our report, in keeping with our com-mitment to transparent and straightforward reporting based on the principles of mate-riality and balance. We hope that this is also expressed in the layout of our report.

My thanks go to all of our customers, partners and employees and to the Coca-Cola Hellenic Group and The Coca-Cola Company who have enabled us to achieve our successes this year and who have thus ultimately made this report possible.

I am confident that you will find plenty of interesting, exciting and possibly even sur-prising information about our business on the following pages. I wish you pleasant reading, and together with my colleagues look forward to receiving your greatly valued feedback.

Best regards, Tomas Gawlowski

Country General Manager

Overview Our Business4

Our buSineSS

Coca-Cola HBC Switzerland is Switzer-land’s largest producer and supplier of alcohol-free branded beverages by volume. Besides carbonated soft drinks, we also bottle iced teas and mineral water. We import fruit juices and sports and energy drinks from neighbouring countries. In all, our range comprises 22 different brands including Coca-Cola, Fanta, Sprite, Valser, Nestea and Powerade.

The majority of our beverages are trademark brands of The Coca-Cola Com-pany, based in Atlanta, USA, which we produce exclusively in Switzerland. At our three bottling plants in Bolligen, Dietlikon, and Vals we produce beverages around the clock and distribute them to over 60,000

catering sector and retail customers through-out Switzerland via our distribution centres in Bolligen, Bussigny, Dietlikon, and Zizers. Overall across these sites and our head-quarters in Bruettisellen we employ around 1,000 staff members.

Our company is a wholly-owned subsid-iary of Coca-Cola Hellenic Bottling Company S.A., the largest bottler of products from The Coca-Cola Company in Europe and the sec ond largest in the world. Based in Athens, the company is present in 28 countries in Europe and Africa and supplies over 560 mil-lion people with beverages. The shares of the Coca-Cola Hellenic Bottling Company S.A. are listed on the stock exchanges of Athens, London and New York. Kar-Tess Holding S.A.

Headquarters bottling plant Distribution center

Vals

Zizers

Bussigny

Bolligen

Dietlikon Bruettisellen

Overview Our Business6

and The Coca-Cola Company have equal holdings of 46 % of the shares.

We have always worked hand in hand with Coca-Cola Switzerland GmbH, the Swiss subsidiary of The Coca-Cola Company. Within this close partnership – part of the Coca-Cola brand’s recipe for success – we are responsible for infrastructure, production and distribution as well as for sales and mar-keting to our customers. Coca-Cola Switzer-

land GmbH essentially represents the interests of The Coca-Cola Company as the trademark proprietor. In this function, it is responsible, among other activities, for consumer marketing and product innova-tions for the Swiss market.

In 2011, 89 % of the products sold by us across Switzerland were also produced in Switzerland; the remaining 11 % were imported. Imports are typically low volume ‘niche’ products for which we do not have the production capacity in Switzerland. As volumes of these products grow to levels at where commercial production would be viable, however, we consider producing them within the country. Occasionally, we supplement local production with imported products from neighbouring countries, for example when demand is high during the summer months.

Fritz BärloCHer

Success is a journey that never ends. For Coca-Cola, that means persevering. Keeping the balance between tradition and innovation. pre-serving the authentic, while constantly renewing. and never ceasing to improve.

Former CeO of Coca-Cola beverages ltd

Bottling Plant Bolligen Bottling Plant Dietlikon Bottling Plant Vals

Valser Service Ltd100 %

Valser Mineralquellen GmbH50 % 50 %

Valser Trading GmbHCommercial Finance Human Resources Supply Chain IT Legal Public Affairs & Communication

Coca-Cola HBC Switzerland LtdResponsibilities: Production and SalesFocus: Catering, Wholesale and Retail

Coca-Cola Switzerland GmbHResponsibilities: Branding and MarketingFocus: Consumers

Coca-Cola Hellenic Bottling Company S.A.Athens, Greece

Coca-Cola HBC Switzerland LtdBruettisellen, Switzerland

The Coca-Cola CompanyAthens, Greece

Coca-Cola Switzerland GmbHBruettisellen, Switzerland

Overview Our Product8

Our PrODuCt

As far back as the end of the 18th century the first novel formulations of carbonated beverages were already available for purchase, mainly from pharmacies. Over the years, pharmacists began adding medicinal herbs and natural colourings and flavourings to the beverages. The rising demand from cus-tomers to be able to enjoy these drinks at home led to their industrial production and bottling in the 19th century. Coca-Cola too owes its existence to a pharmacist, and the world’s most popular beverage is still pro-

duced to his original recipe today ( 1886 and 1936 – two milestones).

Today we sell 22 different brands of beverage with a combined sales volume of 486 million litres – enough to fill 192 Olympic swimming pools. Our range extends from the classic sweetened and carbonated soft drinks such as Coca-Cola and Sprite and the calorie-free variants such as Coke Zero to the low-calorie ice teas, fruit juices, min-eral water and sports and energy drinks.

1886 and 1936 – two MileStoneS

doctor and pharmacist John S. pemberton from atlanta was in the habit of visiting the nearby port of Savannah in the early mornings to explore the spice ships docked there. on May 8th 1886 he finally struck lucky in his search for the right ingredients to make an invigorat- ing tonic. He carried a small pitcher of his tonic down the street to Jacob’s pharmacy where it was mixed, somewhat by chance, with carbon-ated soda water. the mixture was very popular among the modern city-folk of atlanta and thus

the 125-year-old success story of Coca-Cola began. the beverage owes its illustrious name to dr. pemberton’s bookkeeper and business partner, Frank M. robinson. taking its ingredients coca leaves and cola nuts, he created the name which is today unknown to only two in a hundred people worldwide. incidentally the recipe, one of the best-kept secrets of all time, has never been changed to this day. Coca-Cola is still produced as invented by pemberton in the 19th century, with no artificial flavours or added preservatives. it is thanks to the pioneering spirit of one Max Stooss that Coca-Cola has fizzed in Switzerland since 1936. Stooss signed the first concession agreement with the Coca-Cola Company 75 years ago. He based his business on the principle that Coca-Cola can only be successful if it ‘wins the hearts of the local population’. thus he laid the foundation-stone for the beverage, affectionately known in Swit-zerland as ‘Coci’, which is now firmly anchored in Swiss society.

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Our portfolio has expanded continually over the last 75 years, with particularly rapid growth since 2002. We bottle our products in over a dozen different types of containers including PET, single-use and refillable glass bottles and refillable kegs for the cater-ing sector.

The value chain of our beverages lies entirely within Switzerland and its neigh-bouring countries, with a few minor excep-tions. From the procurement of the natural raw materials and production at our plants through to the recycling of our packaging waste, we are faced with a number of chal-lenges from the sustainability point of view.

Purchasing of raw materials: Coca-Cola HBC Switzerland purchases products and services from a multitude of suppliers. We pay particular attention to key sustainability aspects including local origin. We purchase our strategic raw materials such as PET preforms, carbon dioxide and sugar from a few selected sup-pliers with whom we maintain very close

partnerships. For more information on purchasing, see Supplier Relations.

Beverage production: We produce the various branded bev-erages at our three Swiss bottling plants according to the highest quality and safety standards. At every stage of the process we are constantly seeking to reduce our energy, water and material consumption. For more information, see Water Stewardship, Energy and Climate Protection and Pack-aging and Recycling.

Transport: Our Swiss-wide production and distribu-tion network allows us to be as close to our customers as possible. In the majority of cases, our products are delivered directly from our bottling plants to our custom-ers without additional handling. Our fleet and routes are continuously optimised to allow us to work efficiently and reduce CO₂ emissions. For further information, see Energy and Climate Protection.

Our top sellers in the report-ing year were Coca-Cola, Valser and Coke Zero.

Coca-Cola 177’480’403 litres

Coke Zero 70’970’054 litres

Valser 94’024’001 litres

Overview Our Product10

Sales: Our sales are based on the Coca-Cola principles of responsible marketing and we pay particular attention to child protection. We neither advertise our products to children under 12 years nor sell our beverages in primary schools. For more information on these topics see Consumer Health and Energy and Climate Protection.

Consumption: Part of our wide range consists of bever-ages containing sugar, which may con-tribute to weight problems among those of our consumers who are not following a balanced diet or are physically not very active. For this reason we offer a wide range of calorie-free and low-calorie bev-erages and natural mineral waters. We also inform our consumers by providing transparent nutritional information

about the calorific value of our beverages on all our packaging. We encourage an active lifestyle through our involvement with organisations such as the Schtifti Foundation. For more information see Consumer Health.

Disposal: By continually optimising our primary and secondary forms of packaging we direct our efforts towards avoiding waste. We recycle 94.5 % of unavoidable waste. A further 5.2 % is sent to waste-incinera-tion plants with integrated heat recovery, while the remaining 0.3 % is disposed of as special waste. Through our involvement in PET-Recycling Switzerland (PRS) and IGORA we have also played a signifi-cant part in making the Swiss glass, alu-minium and PET recycling rates among the highest in Europe. For more infor-mation see Packaging and Recycling.

Purchasing of raw materialsBeverage production

Transp

ort

Sales

Consumption

Dispos

al

Lifecycle

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illustrated guide to the reusable glass bottle pro-duction process using our Dietlikon bottling plant as an example:

1. Supply of empties from the warehouse: crates with empty bottles on a wooden pallet

2. Depalletisation by robot

3. Crate unloader with foreign material detector (straws, labels in bottle etc.)

4. Crate washer, link to step 13

5. bottle washing machine (cleaning of bottles with water and alkaline solution) with removal of foreign materials

6. bottle inspector: inspection of bottles by camera for damage, especially to mouths

7. tanks containing simple syrup (sugar and drink-ing water), final syrup (simple syrup and concen-trate) and carbonated ready-to-drink beverage

8. Filling machine: bottles filled with beverage

9. Capping machine: crowns screwed on to bottles

10. Fill-level check: detection of under- or overfilling

11. Dating machine

12. labelling machine

13. loading machine: bottles loaded into the washed crates (step 4) by robot

14. Palletisation and subsequent transport to ware-house

1235

467

8 9

101211 13 14

Overview About this Report12

abOut tHiS rePOrt

This is the first Sustainability Report pub-lished by Coca-Cola HBC Switzerland. It is aimed at our various stakeholders who are described in more detail in Our Approach. Our company has already published so-called environmental reports in 2002 and 2005 under the name, as we were known then, of Coca-Cola Beverages Ltd. Our intention is to build on this tradition and also to expand the scope of our reporting to include social aspects. It is our professed aim to give our stakeholders regular updates on our sustaina-bility management activities in the future. The information and data in this report basically relate to Coca-Cola HBC Switzerland Ltd.

Our environmental reports in the sections Water, Energy and Climate Protection and Packaging and Recycling focus on our three bottling plants in Bolligen, Dietlikon and Vals ( Production) and where applicable, on our fleet of vehicles ( Fleet). Generally we shall be considering the years 2007 to 2011. This timeframe will allow us to make a long-term comparison of the way our per-formance has developed. Any limitations in comparability are mentioned in the text. We report our Scope 1 CO₂ emissions accord-ing to the Greenhouse Gas Protocol; these are the direct CO₂ emissions caused by the combustion of heating oil, natural gas and fuels (petrol and diesel). We use the conver-sion factors of the International Energy Agency (IEA) to calculate the CO₂ emissions in the section Energy and Climate Protection.

The following limitations must be taken into account in our environmental reporting:

— Valser Service AG, the distribution organisation of Coca-Cola HBC Switzer-land Ltd which supplies private house-holds and businesses, was separated off into a wholly owned subsidiary during the reporting year for internal reasons. While it still appears in our employee and fleet statistics up until mid 2011, it is essentially no longer part of the environ-mental report. It is our aim in the medium term however to reincorporate the relevant data in our reporting activities.

— Apart from our bottling plants, our head-quarters in Bruettisellen, our ten regional field depots, our distribution centres in Bussigny and Zizers and the warehouses operated by us or third parties of course also have a direct and indirect impact on the environment. Our warehouses are located at the Burgdorf, Pratteln and Schafisheim sites. At present we do not collect environmental data for any of the above sites. The Winterhur site is an outdoor car park for storage of empties, while Pratteln is a warehouse that is usually unheated, and the warehouses in Burgdorf and Schafisheim are operated by third parties. The efforts to collect data for them would be unreasonably high. For our headquarters in Bruettisellen we have received some initial indications through the data gathered during our Energy Weeks initiative ( Energy and Climate Protection). According to this data the energy consumed by our headquar-ters accounts for less than 2 % of the energy consumed by our bottling plants.

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— Scope 2 and 3 emissions according to the Greenhouse Gas Protocol, in other words indirect emissions resulting from elec-tricity drawn and value-chain activities, are not included either. Thus for example the emissions generated by the third-party drivers to whom we award logistics contracts in high season, and the contract bottlers who produce the entire range of Valser Viva and Schorle apple juice drink on our behalf, are not included. Also omitted are the emissions of our former Cold Drink Operations business unit pre-viously responsible for managing, placing and maintaining our coolers and vending machines. These tasks were outsourced to IT Service House AG, a subsidiary of Swiss Post, at the start of the reporting year. In 2012, we shall acquire a set of tools that will allow us to calculate, moni-tor and control our direct and indirect environmental impact as well as to report our scope 3 activities.

All social and environmental data con-tained in this report is collected regularly by our local HSE (Health, Safety & Environ-ment) officials and reported to their national counterparts. At our bottling plants, con-sumption data (electricity, water, packaging materials etc.) is managed in a central SAP system. Accident and sickness figures rel-evant for insurance purposes are maintained using data-management software from the insurer Suva. Fleet data is taken from the company fuel cards used by our vehicle users and the vehicles’ onboard computers.

As part of the Coca-Cola Hellenic Group we do not publish economic indicators at national level. The relevant data for the whole Group (28 production countries) can be found in the business and sustainabil-ity reports of the Coca-Cola Hellenic Group.

In this report the concepts sustainability and Corporate Social Responsibility (CSR) are understood as synonyms. Internally, we use the term CSR. However, because the term sustainability has become established

in Swiss commerce – and above all among our key customers – we also use this term as consistently as possible in our reporting. This and other terms are explained in the glossary at the end of this report.

Our reporting is based on the latest guide-lines from the Global Reporting Initiative (GRI3.1). The information contained in this report corresponds to Application Level B ( Graphic).

In a culture of continual improvement which we foster, we always encourage feedback on our actions. The same applies here. So if you have any comments or queries, please e-mail them to us at [email protected].

This report can be downloaded from our website at www.coca-colahellenic.ch. You can also order printed copies from the website while stocks last.

Overview of GRI Application Levels

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dard

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C B AC B A+ + +

Report on:1.12.1 – 2.103.1 – 3.8, 3.10 – 3.124.1 – 4.4, 4.14 – 4.15

Report on all criteria listedfor Level C plus:1.23.9, 3.134.5 – 4.13, 4.16 – 4.17

Management ApproachDisclosures for eachIndicator Category

Report on a minimum of20 Performance Indicators,at least one from each ofEconomic, Environmental,Human rights, Labor,Society, Product Reponsi-bility.

Management ApproachDisclosures for eachIndicator Category

Same as requirement forLevel B

G3 ProfileDisclosures

G3 ManagementApproach

Disclosures

G3 PerformanceIndicators &

Sector SupplementPerformance Indicators

ReportApplication Level

Report on a minimum of10 Performance Indicators,including at least onefrom each of: Economic,Social and Environmental.

Report on each core G3 andSector Supplement* Indicatorwith due regard to theMateriality Principle byeither: a) reporting on theIndicator or b) explainingthe reason for its omission.

Not Required

* Sector supplement in final version

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mailto:[email protected]

http://www.coca-colahellenic.ch

Our Approach Systematic14

SyStematiCCorporate Social Responsibility (CSR) is

an integral part of our management strategy and encompasses the following seven strate-gic priorities:

— Consumer Health: We refresh our consumers and support them in leading a healthy lifestyle.

— Employees: We help our employees to achieve their full potential, to continue to develop and to act responsibly.

— Water Stewardship: We do everything we can to utilise our most important resource as efficiently as possible.

— Energy and Climate Protection: We make every effort to produce our bev-erages as energy-efficiently as possible.

— Packaging and Recycling: We are constantly striving to reduce the environmental impact of our packaging.

— Supplier Relations: We maintain close and sustainability-oriented long term relationships with our strategic suppliers.

— Social Commitment: We contribute to the prosperity of the towns in which our sites are located and involve ourselves in charitable projects.

We focus primarily on our customers and consumers, the natural environment and our employees. The latter in particular are crucial when it comes to implementing our sustainability commitments, which go beyond statutory provisions. This is why many years ago we declared CSR to be one of the seven fields of competency ( Employ-ees) upon which our company’s success relies. Through our Code of Conduct, per-formance objectives and professional development courses, and by continually raising awareness via the Intranet and other specific projects, we are empowering our employees to act responsibly.

At organisational level, our Public Affairs & Communications department is responsible for the interdepartmental topic of CSR. The head of the department is a member of the Coca-Cola HBC Switzerland senior manage-ment team. By the very nature of the topic, however, the seven strategic priorities relate to all areas of business and therefore concern the entire senior management team. In

JenS rupp

as one of the pioneers of the worldwide Coca-Cola system, Coca-Cola HBC Switzerland has already achieved a great deal in the areas of qual-ity management, environmental management and safety at work. i encourage the company also to use its market presence in Switzerland to promote sustainable lifestyle and consumer habits.

Sustainability manager Coca-Cola Hellenic Group

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this context our Operational Sustainability department certainly plays a key role, as it is responsible for quality, safety and environ-mental management throughout the whole company. We were the first company within the Group to acquire certification for the following standards: ISO 9001 for Quality (1995), ISO 14001 for Environmental Impact (2001) and OHSAS 18001 for Occupational Health and Safety (2003). The systems are maintained at national level as well as by local HSE officials, and implemented with the aid of the local workforce.

Our position within the Coca-Cola Hel-lenic Group is extremely beneficial to us, not least in the context of sustainability. Every year we agree ambitious sustainability tar-gets with our parent company, report on our progress, and allow ourselves to be assessed and compared with other Group members (benchmarks). In addition, we maintain an active subject-specific exchange based on examples of successful practices.

Our Approach Cooperative16

valS: FroM FaMily CoMpany to FaMily MeMBer

when we acquired valser Mineralquellen from its previous owner in 2002, it was very important for us to build on the positive values of the family company. with this background in mind we proceeded starting in 2005 to integrate valser into our Coca-Cola HBC family and to cultivate the cooperative partnerships with the local stakehold-ers. as part of a multi-stage process, the focus of the local managers was to strengthen the mutual trust and the family ties through clear manage-ment structures and personal commitment. in a second stage we aimed to get involved with our various stakeholders, particularly the valser

authorities, with increased transparency and open-ness. we pro-actively informed the general public and the local residents about the company’s activi-ties and the exciting world of mineral water by holding two open days. last but not least, we estab-lished close and mutually beneficial relationships with the mountain pastures. during the tapping of the St. pauls source spring, which is the source of valser Silence, we were able to provide conduits which could also be used to provide electricity to the neighbouring mountain pastures. Moreover, thanks to a connection to the reservoir the pastures have had official mineral water on tap ever since.

COOPeratiVeAs a company, we will only enjoy long-

term success if we consciously involve our key stakeholders in our business activi-ties across the entire value chain. By stake-holders we mean everyone who has an influ-ence on us in our daily work or conversely whom we influence, namely our customers and consumers, employees, suppliers, the Coca-Cola Hellenic Group and The Coca-Cola Company, the communities in which we are based, the associations, authorities and the non-governmental organisations, along with our competitors and the media. The following sections show the manner in which we discuss, interact and cooperate with our various stakeholders within the framework of our seven strategic sustainability priorities.

In a highly competitive market such as the alcohol-free beverages market, the key to success is the focus on the customer. For this reason, in conjunction with our parent com-pany we began placing our customers even more at the centre of all our activities well over two years ago. We intend to become our

customers’ preferred supplier by continually generating added value, by providing our ser-vices to their complete satisfaction the first time and by being an uncomplicated business and trading partner. It is also our great wish to establish this stated aim as a declaration of sustainability – after all, it is also through our seven strategic sustainability priorities that we create added value for our customers.

To enable us to continually improve our customer focus, we conduct two customer satisfaction studies each year in conjunction with the Coca-Cola Hellenic Group. One is aimed at customers in the catering sector and the other at Key Accounts. Both studies allow us to compare ourselves with the other 27 national Hellenic Group companies as well as with our competitors in Switzerland.

The independent market-research insti-tute GfK reviews our customers’ satisfaction on the basis of two aspects: the ‘health’ of the customer relationship and the assessment of the quality of service. Among other things,

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the first includes an assessment of statements such as “the company is easy to do business with”, “the company keeps its promises”, and “the company does the job right the first time”. The quality of service is evaluated based on categories such as business devel-opment and support, planning, imple-mentation and agreement. The studies allow us to identify the key drivers behind cus-tomer satisfaction or dissatisfaction as well as potential areas for improvement. These identified drivers have remained more or less constant in the last few years.

In the reporting year, we improved in both customer groups and aspects and achieved a strong ranking in national and international comparisons. Catering sector customers gave our quality of service in particular an extremely high rating. Among Key Customers, we scored highly on the health of the customer relationship. Nevertheless, we still have much work ahead of us. In 2012, where our catering sector customers are concerned, we shall be working

among other things on improving the flex-ibility of our sales personnel so that they can better accommodate the customers’ indi-vidual wishes. As for our Key Customers, the emphasis in 2012 will be on stronger customer collaboration focused on shared added values, and on creating greater transparency for our customers – for exam-ple in relation to our promotion strategy.

Our Approach Ambitious18

ambitiOuSOur customer focus, which is so important

to us, plays a central role in allowing us to continue growing in the future. However, we must not forget the objectives that we set ourselves every year – in close collabora-tion with the Coca-Cola Hellenic Group –

regarding the sustainability of our business. These objectives help us to become more efficient, to save costs and to reinvest saved capital in a targeted way, and thus to have a positive influence on our reputation.

2010 result 2011 target 2011 result 2012 target 2020 target 2020 target (Group)

employeesoccupational accidents (oa) > 1 day / 100 full-time positions

2.82 2.64 1.81 1.30 0 0

days lost (oa) / 100 full-time positions 64.35 60.00 25.87 20.00 0 0

Water Stewardshipwater ratio: l/lbp (production) 1.89 1.83 1.89 1.83 1.50 1.66

energy and Climate Protectionenergy ratio: MJ/lbp (production) 0.317 0.305 0.307 0.298 0.220 0.301

Packaging and recyclingwaste ratio: l/lbp (production) 8.64 23.74 15.08 10.19 7.20

Consumer Health — wide range of beverages offered— adaptation of product portfolio to meet customers’ and consumers’ needs— launch of new products using natural sweeteners

Supplier relations — Systematic consideration of environmental and social aspects when purchasing raw materials

— Close partnerships with strategic suppliers.

Social Commitment — Benefiting the prosperity of the communities in which we are based— Supporting social issues in relation to our core business— Supporting the voluntary activities of our staff

Our Seven Strategic Priorities Consumer Health20

COnSumer HealtH

our SuCCeSS iS Heavily dependent on How well and How quiCKly we adapt to CHanging ConSuMer needS. in Switzerland, exCeSS weigHt and oBeSity Have BeCoMe SeriouS SoCial and eConoMiC CHallengeS in tHe paSt 15 yearS. in reSponSe to tHiS proBleM we Have greatly expanded our produCt range SinCe 2002. we are alSo CoMMitted to tranSparent nutritional inForMation and reSponSiBle CoMMuniCation.

In 2009 the Swiss Federal Office of Public Health (FOPH) commissioned a study into the extent of excess weight and obesity, and the associated health costs. The study exam-ined those people with a body-mass index higher than 25. The findings: in 2007 nearly four in ten people in Switzerland were overweight or obese. Fifteen years ago, that figure was one whole person lower. At the same time the experts established that the proportion of adult males,who are over-weight, at almost 50 %, is significantly higher than that of adult females, of whom one in three is overweight or obese. The figures for children and youths aged between 6 and 13 are also alarming: one boy in six and slightly more than one girl in eight are affected. The direct economic costs of obesity and its most frequent complications, such as coronary heart disease, diabetes or asthma, is CHF 3.8 billion – equivalent to 7.3 % of the total healthcare cost in Switzerland in 2006. As a

bottler and producer of the classic soft drink Coca-Cola, we are countering these devel-opments through the following initiatives: a wide selection of beverages, transparent nutritional information, responsible sales and marketing and strong partnerships to raise awareness among consumers. The per-sonal responsibility of our consumers lies at the heart of all our activities: we are helping them to make the right choices to achieve a balanced diet, and encouraging them to lead a healthy, active lifestyle.

wide SeleCtion oF BeverageS

The market share of low-calorie soft drinks has seen growth in the high single figures year by year for a long time now, making it one of the most strongly growing

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segments in the Swiss market. This develop-ment is reflected in our product portfolio. Our range has been greatly extended over the past decade and the majority of our new products are either sugar-free or low-calorie beverages.

The innovation experts in our Business Development area are following these shifts in needs very closely. Working in interdisci-plinary teams they follow a five-stage inno-vation process leading from initial idea through feasibility studies to market launch, evaluating new brands and flavours or modifying existing formulations. We work very closely with The Coca-Cola Company in these three areas. It is conducting intensive research, particularly in the area of natural sweeteners, in order to continually reduce the calorie content of our beverages.

In the reporting year, we withdrew our Nestea Vitao product from the market and replaced it with Nestea Green Tea Citrus. Because this iced tea is sweetened with stevia ( Nature’s sweeteners), we were able to reduce the sugar content by a full 30 %. Another product containing stevia will be launched in 2012: Sprite Stevia. Furthermore, in 2011 we were actively involved in refor-mulating the Nestea Lemon and Powerade recipes across Europe. The latter case allowed us to reduce the calorie content of 100 ml of the beverage by around 50 %. In 2010, we

also successfully launched our lightly min-eralised water Valser Silence, thereby further expanding our Valser portfolio.

Sugar supplies our body with energy in the form of calories. However, if more calories are consumed than are burned through physi-cal and mental activity, this results in weight gain. We offer our consumers calorie-free and low-calorie beverages to quench their thirst and, at the same time, make it easier for them to control their weight. Since 2005 we have

nature’S SweetenerS

the sugar we use in our sweetened beverages is sucrose, which is extracted from Swiss-grown sugar beet. Sugar is a carbohydrate. it provides our bodies with a quick supply of energy, thereby helping to improve our concentration and to counter energy slumps. one gram of sugar has just under half as many kilocalories as one gram of fat or 4 kcal. one decilitre of Coca-Cola con-tains 10.6 g of sucrose (table sugar) per 100 ml, while as a comparison, the same volume of apple juice contains 11.7 g of sugar. Besides sugar, stevia has become increasingly well known in our

latitudes in recent years. Stevia rebaudiana is one plant in a genus of over 240 herbs and shrubs native to sub-tropical and tropical regions from western north america to South america. For centuries the leaves and stem of the stevia plant have been used by local populations as a natural sweetener. Steviol glycoside, extracted from the plant’s leaves, has also recently been sanc-tioned for use as a sweetener in the food industry. depending on the way it is processed, stevia is up to 200 times sweeter than normal sugar – and yet without any calories.


reduced the calorie content of our beverage portfolio by 3 % per 100 ml, weighted by sales volume. Consequently the average calorie content in this reporting year was 100 kcal. Of course the fact is that as a beverage producer and supplier of beverages it is in our interest to meet the consumers’ needs ( Vanilla Coke: Detour to Success). If one disregards the weighting by sales volume, we have achieved an 11 % reduction in calorie content per 100 ml across our entire range since 2005.

tranSparent nutri-tional inForMation

Besides a wide selection of beverages, we also offer our consumers clear and easily comprehensible nutritional information on our beverage packaging which extends beyond the legally required nutritional values per 100 ml. Our GDA (Guideline Daily Amounts) Nutritional Compass, introduced in 2008, shows the calorie content and quantities of the four key nutritional values per serving ( Nutritional Compass): sugar, fat, saturated fatty acids and sodium, or salt. These quantities are also shown as a proportion of an average daily calorie intake of 2,000 kilocalories, which gives our con-sumers the opportunity to control their own calorie intake and thus their body weight.

Coca-Cola developed the GDA Nutri-tional Compass in conjunction with other

companies in the European food and bever-ages industry and with independent experts and organisations active in the field of consumer information. All leading foodstuff producers now voluntarily label their prod-ucts with this Nutritional Compass. Here in Switzerland, Coca-Cola HBC Switzerland and Coca-Cola Switzerland GmbH began using the Nutritional Compass, along with other local manufacturers such as Unilever, PepsiCo, Nestlé, Master Foods, Kraft Foods and Rivella. Coop and Migros, two of the largest retailers in Switzerland, also adopted the labelling for their own-brand products. The whole campaign was carried out with the agreement of the Swiss Federal Office of Public Health – and the overwhelming major-ity of Swiss consumer organisations reacted very positively to its introduction.

In addition to our Nutritional Compass we now also include front-of-pack GDA sym-bols across our range. This allows custom-ers to see at a glance how many calories are contained in a serving of the beverage they have purchased, and what proportion of their daily intake this represents.

reSponSiBle SaleS and MarKeting

Our creed to providing transparent and responsible information and communica-tion also extends to our sales and marketing

vanilla CoKe: detour to SuCCeSS

in 2003 we added Coca-Cola vanilla to our range, and then withdrew it in 2005 due to low sales volumes. So we were all the more surprised when a rapidly expanding Facebook group began to form in 2010 – followed later by another on Migipedia, the consumer portal of the Swiss retailer Migros – both calling for the reintroduction of the cult drink. quite unbelievable at first, but when a number of consum-ers wrote to us and to Migros we realised that clearly

the time was right for a small-scale relaunch. But we were way off the mark: the production of around 125,000 litres that we commissioned from the netherlands in spring 2011 as a one-off production for the year lasted only two weeks. like Migros, we were overwhelmed by the huge demand. today we produce over 1 million litres of the cult Cola annu-ally, and we have also moved its production closer to home: it is now being filled into cans in austria.

23

activities. Within the worldwide Coca-Cola system, standardised marketing principles aimed to protect children are applied. At the heart of this policy is the belief that parents and caregivers are the best people to decide what their children eat and drink. For this reason:

— we do not show any advertisements in print media, on TV or in TV programmes, on websites or on smart phone apps that are aimed mainly at children under the age of 12. ‘Mainly’ means a medium or pro-gramme where over 50 % of the audience are children under the age of 12;

— we do not use personalities for marketing and sponsorship activities aimed mainly at children under the age of 12;

— we do not hold tasting campaigns and events or any such activities for children under the age of 12, unless the children are accompanied by their parents or other persons with parental authority.

Furthermore, we also have clear guide-lines on the sale of beverages to schools:

— We do not sell beverages in primary schools.

1 to 2 litreS a day

as our bodies are constantly exuding water and water vapor we need to take in two to two-and-a-half litres of fluids each day. we retrieve some of the fluids from the food we eat, and the rest – one to two litres – has to be obtained by drinking regularly in sufficient quantity. drinking is thus a fundamental part of a balanced diet. a person will only feel physically and mentally fit if he or she takes in sufficient fluid.

Nutritional Compass

1. Quantity information

2. the glass symbol gives information about the number of servings in a package. 250 ml is considered a standard serving for beverages.

3. the quantity (g) gives information about the four main nutrients and their energy content (kcal) per serving.

4. the percentages indicate the percentage of the recommended daily intake provided by one serving of the beverage.

5. ean stands for international article number (formerly european article number) and is a product code for commercial articles.

5

3

1

4

2

ean-Code


— The classroom is an advertising-free zone.

— Our diverse range sold at senior schools offers at least three categories of alcohol-free drinks including fruit juices, water and ‘light’ beverages.

— As a matter of principle, no promotions are carried out in schools.

— No financial incentives are offered to schools for installing drinks vending machines. Vending machines are provided only at the express wish of the school management.

Strong partnerSHipS

As well as a balanced diet, sufficient physical exercise and sport also play an important role in people’s health and in their physical and mental development. This is why sport has always been a main part of the strategic sponsorship activities of The Coca- Cola Company. For example Coca-Cola has been a worldwide partner of the Olympic Games ever since 1928. However, the most important sport for us is football: The Coca-

Cola Company has sponsored the FIFA World Championship for many years. For our part we have also been involved in the game for many years as the main sponsor of FC Vals, supporting the club by providing shirts, beverages and the soccer pitch itself, which was built on our land. In a similar way we also support FC Bruettisellen. To promote an active lifestyle among children and young people we entered into a partnership with the Schtifti Foundation last year. For many years this foundation has successfully dedi-cated itself to promoting a healthy future for children and adolescents by highlighting the connection between exercise and diet in a way that is focused on the young. Between 2003 and 2009 for example the Schtifti Freestyle Tour gave over 18,000 school pupils a better understanding of nutrition. Coca-Cola HBC Switzerland supplies Valser mineral water for the Foundation’s workshops free of charge and also gives financial support.

MaxiMuM produCt SaFety

Food production is one of the most strictly regulated areas of the Swiss economy. A dense network of statutory requirements ensures that foodstuffs pose no harm to health

SodiuM CyClaMate and otHer SuCH SweetenerS

we use the sweeteners aspartame, acesul-fame K and sodium cyclamate in our calorie-free beverages. these are additives which are subject to very stringent safety controls as part of repeated risk analyses performed by scientific bodies. after more than 200 scientific studies including genotoxicity tests and over 25 years’ use in the food industry, the compatibility and harmlessness of these substances is beyond doubt. the european Food Safety authority (eFSa), the Joint expert Committee on Food

additives of the un’s Food and agriculture organisation and the Swiss Federal office of public Health support these findings. thanks to their relatively high level of sweetness and the fact that we use sweeteners in a combination of three, we have also been able to keep well below the maximum permissible concentrations. these maximum permissible values moreover integrate a safety factor of at least 100 to ensure that children and people with weak immune systems are protected.

25

and make no misleading claims. Each food company must apply the principle of self regulation. As part of this principle, we too must prove firstly, that we follow good practices and quality assurance systems (for example hazard analysis and critical control points – HACCPs) and secondly, that traceability is ensured and that the obli-gation to recall unsafe foodstuffs is met. Our compliance with the laws is checked annually by means of official audits, generally without prior notice. In these audits, our systems are regularly praised by the officials as outstanding.

Besides official audits, our whole company is subjected to a monitoring or recertification audit every year by the world’s largest inspection and certification body. Its experts check that we are fully compliant with current ISO standards and the FSSC 22000 food safety standard. Last but not least, our bottling plants are also inspected by cross-border auditors from the Coca-Cola System to ensure their compliance with Coca-Cola’s own guidelines, which are significantly more rigorous even than the statutory food regulations in Switzerland.

Before launching a new product in Swit-zerland we conduct extensive food safety

Beat Seeger

Since 2011 Coop is the biggest retailer and wholesaler in Switzerland and offers the largest variety of trademarks in the country. thanks to the extensive choice of products from leading-brands, supplemented with well-priced private brands, Coop has enjoyed the clear leadership of the alcohol-free beverage market for years and is able to satisfy the consumers’ diverse needs. with top brands such as Coca-Cola, Fanta, Sprite, valser and nestea, Coca-Cola is our mostimpor-tant supplier in this category by far, and thus takes a share of the credit for our unique market position in Swiss retail. as the leader in this dynamic category we can also claim to lead the way in inno-vation, again with the help of Coca-Cola: with vanilla Coke, nestea green (containing Stevia), or valser Silence only a few examples shall be men-tioned. Furthermore, Coop distinguishes itself with a wide ecological and socially distinctive assort- ment as well as its sustainability achievements throughout the supply chain. For these achieve-ments the independent rating agency oekom research ltd has selected Coop in the year 2011 as the most sustainable retailer worldwide.

Head of Procurement beverages and tobacco at Coop


tests which likewise go beyond the statutory regulations. In these tests, we investigate, among other criteria, the properties of the ingredients, the proposed packaging mate-rials, the production process, the potential consumer group and any possible risks.

Another integral part of our system is that we conduct product traceability exercises twice a year. These allow us to ensure that we have complete transparency over the flows of goods extending at least one value-adding level higher and lower. In the case of a PET bottle closure, for example, we can say exactly which company supplied it to us and in which delivery it arrived, when it was used in production, when and to which customer the corresponding bottle was delivered.

To guarantee the consistently high quality of our products, our field staff and special ‘mystery shoppers’ conducting anonymous test purchases regularly check the quality of our products on the shelves. We also receive

feedback from our customers and consumers when they complain. We investigate each complaint and generally resolve each case within 72 hours, in discussion with the customer or consumer. Our crisis manage-ment system allows us to respond swiftly and competently in the event of a crisis caused by a faulty product, an accident, a threat or similar. At the heart of this system is our IMCR (Incident Management and Crisis Resolution) team – a group of specially trained managers from all sections of the business who meet once a month to conduct a situation analysis and discuss current customer and consumer concerns. In an emergency, the team members are able to initiate the necessary measures quickly in their business areas. Additionally, the IMCR team is inspected every two years by the Coca-Cola Hellenic Group and by Coca-Cola Switzerland. During these inspections the team is confronted with various (hypothetical) events over the course of two days and must resolve them appropriately to the situation in each case.

Our Seven Strategic Priorities Employees28

emPlOyeeSeMployeeS are tHe greateSt aSSet oF CoCa-

Cola HBC Switzerland. our 75-year SuCCeSS Story would not Have Been poSSiBle witHout CoMMitted, Motivated and CoMpetent eMploy-eeS wHo are alSo teaM playerS. to aCHieve our viSion to Be tHe leader in every MarKet in wHiCH we operate, we Continually inveSt in our aSSetS, in our eMployeeS’ CoMMitMent and power to innovate, in eMployee developMent, in oCCupational HealtH and SaFety and in tHe CoMpataBility oF FaMily and Career.

At the close of the reporting year we employed a total of 1,040 staff members, spread across 991 full-time positions, at our various sites. These include 24 appren-tices (2.3 %) in five different vocations ( Graphic) who will remain in our employ-ment if possible once they have completed their training. Our workforce comprises 36 nationalities: besides our Swiss employees (73 %) we also employ people who are mainly from neighbouring countries ( Graphic). The share of foreigners across all positions varies from 28 to 37 percent. A glance at our age statistics also reveals that we are a comparatively young company, with the vast majority of managers and senior managers aged between 30 and 50 ( Graphic).

Women account for 26 % of our work-force, whether at managerial level or as employees without a managerial function. The share at senior manager level is even greater, at 31 % ( Graphic). As of Decem-ber 31st 2011, the management team con-sisted of three women and four men, with one

vacant position. Although we treat women and men equally, by tradition far more men work in certain areas such as production and warehousing. A few years ago a salary discrepancy arose in production. Today, however, we can rightly say that there are no longer any gender-specific salary differences. We resolved the discrepancy in production following an extensive review conducted on the basis of comparisons within the industry, across two natural rounds of pay nego-tiations. Our salaries now are based mainly on performance and position within market salary bands. Naturally, additional factors such as length of service and experience are also taken into account. In addition, we are committed to making jobs traditionally held by men more attractive to women. We place, for instance, targeted advertisements in women’s magazines. At the start of 2012, a profile of one of our female field employees will appear in ‘Cosmopolitan’ magazine with the aim of inspiring women to take up this interesting career. Moreover in the reporting year we developed job advertisements with

29

new imagery, designed to have greater appeal for those women interested in working with us. Through these and subsequent initiatives, we present ourselves in the recruitment mar-ket as an attractive, innovative and responsi-ble Swiss employer.

eMployee CoMMitMent

In the reporting year, our parent com-pany formulated six new values which are the same for all countries and which build on the company’s existing values. In Swit-zerland, the values authenticity, excellence, learning, caring for our people, performing as one and winning with customers will be launched in spring 2012 and firmly anchored within our company by means of various measures such as internal value workshops. These values are also upheld in the Group-wide Code of Conduct which applies to all employees of Coca-Cola HBC Switzerland.

During the economic crisis in 2008 and 2009, the mobility of our employees was somewhat restricted. We attribute the fluctuation in the years 2010 and 2011 mainly to lower employee satisfaction ( employee commitment) and the sometimes high workloads as part of our larger reor-ganisation projects.

Total: 24 apprentices

Number of Apprentices

Design and Advertising

Logistics

Administration

IT

Chemical Laboratory Technician

Under 30

Age of Employees

Between 30 and 50

180 Non-executive employees, 1 managerTotal: 181 employees

533 Non-executive employees, 77 managers, 14 senior managersTotal: 624 employees

Over 50

166 Non-executive employees, 3 managers, 2 senior managersTotal: 171 employees

1 Figure = 10 Employees

Sta� turnover

2007Employees leaving / average number of employees (in percent)

2008 2009 2010 2011

14.1 % 14.0 %13.6 %12.8 % 12.6 %


10 Swiss6 Foreigner

58 Swiss23 Foreigner

649 Swiss230 Foreigner

Senior Manager

Manager


Non-Excecutive Employees

Nationalities and Positions

Total Workforce: 976

63 %

37 %

72 %

28 %

35 %

65 %

31

Senior Manager

Gender and Positions

Manager


Total Workforce: 976

60 Male21 Female

651 Male228 Female

Non-Excecutive Employees

69 %

31 %

74 %

26 %

26 %

74 %

11 Male5 Female


Staff members are given a copy of the Code with their contract of employment when they join the company and sign a declaration of agreement. The Code is also highlighted as a central theme during the induction days for new employees. In connection with the Code of Conduct we maintain a reporting system that allows employees to notify us of any suspicious occurrences. In the past few years this system has been used mainly to report violations regarding conflicts of interest and cases of theft. Our internal auditor follows up all reports of this nature and reports to the management team every quarter. Our man-agement staff (higher than Manager level) are trained in the Code of Conduct on a regu-lar basis. From 2012, we shall also offer an e-learning tool in three languages which will give the rest of the workforce a greater awareness of cases of conflict.

Using the Coca-Cola Hellenic Group’s Employee Engagement Index (EEI), we con-duct regular surveys to ascertain the com-mitment of our employees and their engage-ment to our company. The EEI was last carried out in 2010 and its results were crit-ical: the satisfaction levels of our employees had fallen since 2007 in the five areas of resources, career opportunities, customer orientation, incentives and management.

We subsequently investigated the reasons for this development with external support. The survey results were discussed inten-sively and openly in the first quarter of 2011 among sixteen focus groups integrating staff representing all areas, functions and levels. A representative group from these work-shops – our 32 EEI Champions – devoted themselves to investigating the results fur-ther. These discussions led to ten different cross-area initiatives aimed among other objectives at establishing a more transpar-ent management communication process, a stronger focus on the topic of prioritisation and work-life balance ( Compatability of family and career), and even more individual career planning ( Employee develop-ment) at a specialist level. At the same time, measures to bring about improvements were also developed and implemented in the individual departments. We are convinced that this integrative process and the efforts made by everyone will bear fruit in 2012 and beyond.

Another of our key commitment pro-grammes is ‘MyRecognition@Coke’ which was launched in May 2010 with the aim of recognising and encouraging the involve-ment of our employees. The programme includes an idea management system, long service anniversary gifts and spontaneous bonuses which managers can reward their employees’ efforts. In the idea management process, any of our employees, exluding managers and senior managers, can submit a form either via internal mail or e-mail with their ideas on how Coca-Cola HBC Switzerland might be improved in any given business situation. If the idea meets the agreed acceptance criteria such as novelty value, it is investigated internally. If the idea is implemented, the employee who sub-mitted the idea receives a bronze, silver or gold bonus in the form of points which he or she can exchange for a wide range of prod-ucts, vouchers or eventful activities. They also have to option of donating the points. In the reporting year, 559 ideas were submitted across our various sites. It was possible to

33

a member of our field staff at work.

impressions from the first Job Dating Day.


implement a good 50 % of these ideas in our bottling plants, and some 20 % at national level. They included for example the idea of a bottle transporter linking two production lines so that when one line is idle it can be used to pack bottles from the other line, thereby increasing efficiency.

eMployee developMent

The professional development of our employees begins right from their recruit-ment. This is why we modified the organi-sational structure of our Human Resources (HR) department in 2010. With the new functionally oriented structure the burden on our HR Business Partners is relieved, allowing them to focus more on providing strategic line management support and professional development. Likewise we place greater emphasis on strategic recruitment by means of new types of recruitment con-cepts which focus in particular on culture fit, that is the compatibility of the potential employee’s values and culture with our own ( Tête-à-tête with future employees). These concepts complement our presence for example at graduate recruitment fairs.

To drive the personal development of our employees forward in a systematic and effective way we rely on seven Key Result Areas (KRAs): Management, Leadership, Business/Finance, People Development, Relationships, Growth & Innovation and Corporate Social Responsibility. The overall development process, including individual performance assessments, is structured along these KRAs. At the start of the process, objec-tives are agreed with the relevant manager and expectations are discussed. During the year, these agreements are repeatedly highlighted as central themes. Based on the agreements, all employees are given an appraisal report at the end of the assessment period, The results are then taken up in People Development Forums (PDFs). In the PDFs, managers and

tête-à-tête witH Future eMployeeS

with our Job dating days (Jdd) we are breaking new ground and are innovative in the way we search for the suitable employee. Besides checking the candidate’s hard and soft skills, this platform also focuses on the culture fit. in other words, whether we are in harmony from a cultural point of view. in Jdd we have created a platform which allows us to meet future employees on an equal footing. the participants complete a course. Based on several ‘dates’ the candidates can find out about the company and the job and can talk to Hr and experienced staff in a relaxed atmosphere. with game date, a computer game developed specifically for the event, candidates can prove themselves on the job for the first time. ultimately the Speed date is a short, direct discussion between the potential employee and an experi-enced employee with the focus on getting to know each other. at the end of the day, both the company and the potential employee decide whether they can envisage working together. this is all done without applications, references or covering letters. For our first Jdd pilot in Septem-ber 2011, 293 people registered their interest on www.jobdatingday.ch in response to our invitation in the daily press and on Facebook. of these applicants 195 were invited to attend. the next Jdd will take place in May 2012, and will again allow us to conduct a large number of first-round interviews within a short space of time in the presence of team members. For the job-seekers it is a pleasant and simplifying change from the usual complex application process.

http://www.jobdatingday.ch

35

senior managers all meet to discuss the strengths and development options of each direct report and their potential for future positions. The results from the PDF form the basis for an Individual Development Plan which also records the employee’s training requirements. This plan is implemented systematically to support the employee in his future achievement. Thanks to this excellent system we were awarded third place in the Swiss HR Awards in the reporting year.

These endeavours are not least character-ized by our long term aim to ensure system-atic succession planning within the company. In practice we aim to fill 65 % of our man-agement positions internally. We currently achieve a value of around 50 %.

proFeSSional developMent and training

In order to be able to continue offering our employees suitable qualifications and training courses, we have invested much time and energy to further develop the range of professional development opportunities for our employees and teams in the reporting year. The aim is to ensure that knowledge and behavior are put into practice. Our offer, covering our seven KRAs, includes courses and training sessions that are open to managers, Young Talents – in other words graduates who have completed a trainee programme – and all employees. Because the willingness of the person involved to learn and to change is a prerequisite for any improvement in quality, our Learning & Development (L&D) team helps managers to define their personal objectives beforehand. Above and beyond, each target achievement is reviewed several weeks after following the completion of the training. The L&D team also offers training in leading discussions, team development, mediation and coaching which can be taken up by individual employees or by entire teams.

Our Commercial business area (Sales) also offers specific training courses focus-ing on customers and sales. In 2012 we shall be further structuring and expanding our already extensive series of Supply Chain training courses.

HealtH and SaFety

To protect the occupational safety and health of our employees, particularly in production and during transport, we operate a modern safety management system which complies with the OHSAS 18001 standard and which is also applied by the Coca-Cola Hel-lenic Group. We are also part of the Betriebs-gruppenlösung Getränke (Operating Group Solution for Beverages – BGLG) which was validated by the Swiss Federal Coordination Commission for Occupational Safety (FCOS) as a system solution. Together with 35 other businesses in Switzerland we are following clear objectives to work towards continually

SteFanie zeng

Human resources policy is an important con-sideration at Coca-Cola HBC Switzerland. For this reason the company joined the running for the Swiss Hr award in 2011, and straight away took third place. the auditors particularly praised the closeness to the hierarchy and thus the satisfaction of the company’s internal custom-ers. Because the Head of Hr Management is a member of the executive board, no strategic deci-sions are made by the board without the voice of the Hr department being heard.

Chief editor of Hr today


reducing the number of occupational accidents and thus the number of days lost. Besides the personal suffering which may be caused by an accident, for us as a company each accident also entails direct (insurance premiums and benefit payments) and indirect costs (time lost, absence, staff turnover and reputation damaging risks). For this reason we are very keen to prevent occupational accidents by focusing our attention on any situation which could lead to an accident such as unsafe actions, machinery or installa-tions and near-miss incidents.

In the reporting year the number of days lost due to accidents was 2,108. Of these, nearly 88 %, precisely 1,860 days, were attrib-utable to accidents sustained by our employ-ees during their leisure time. Solely 12 % were occupational accidents, most of which occurred in our production plants and in our Sales department – the most common reason for injury being tripping, slipping or stumbling. In 2011 we had to report 46 occu-pational accidents requiring medical atten-tion to our accident insurance company Suva; of these, however, only 18 resulted in an

the glitch in 2010 can be attributed to accidents sustained by three field employees resulting in longer absences (more than 60 days).

Number of days lost due to occupational accidents per 100 full-time employees

Number of occupational accidents

2007 2008 2009 2010 2011

154.6 96.8 45.1 64.3 25.9

2007 2008 2009 2010 2011

257

1667

1080

508

684

46

68

8184

66

Occupational accidents with number of absences longer than 1 day per 100 full-time employees

Number of days lost due to occupational accidents

2007 2008 2009 2010 2011

3.6 2.8 2.2 2.8 1.8

2007 2008 2009 2010 2011

37

absence of more than one day. In total, occu-pational accidents led to 257 days of absence. These included one serious injury when a field business developer suffered a broken knee after slipping while walking across an ice-covered car park. Compared to the year before, the overall result is very pleasing: we were able to reduce the number of occupational accidents by around 35 % and the number of days lost by 63 %. These results put occupational accidents at their lowest level since our record collection began. We report our performance in the matter of occupational safety to the Coca-Cola Hellenic Group using several indicators including the number of absences per 100 full-time employees and the number of occupational accidents resulting in an absence of more than one day, again per 100 full-time employees ( Graphic). In both

performance indicators we have exceeded the targets agreed with the Group by a clear margin. We also report the investments we have made in personal protective equipment, infrastructure, machinery safety and training and the number of serious accidents (broken bones, eye injuries or multiple injuries).

Our on-site occupational safety experts such as the safety representatives, company paramedics and hazardous substance contact persons certainly play a big part in these successes. We paid particular attention on our managers as part of our Group-wide ‘Walk the Talk’ initiative when we held various training courses to raise their awareness about their responsibility for occupational safety. We also urged the managers to observe their employees regularly as they worked and to identify positive work steps and/or

Slow down – taKe it eaSy

our employees cover some 16 million kilome-tres on four wheels each year for business purposes. driving has become so much a part of our lives that we often forget the dangers associated with it. to raise awareness of this important topic and encourage our employees to stay safe on the streets, we organised a ‘drive Safely week’ in december 2011 in collaboration with the Swiss Competence Centre for accident prevention (bfu) and the touring Club of Switzerland. during the campaign week our employees enjoyed a

varied programme: daily messages by email or SMS drew their attention to topics such as ‘seat-belts saves lives’ or ‘hands on the wheel’. activities such as the driving simulator and the ‘beer goggles driving course’ allowed employees at our sites in Bruettisellen/dietlikon and Bolligen to test their reflexes and response times while being distracted or when under the simulated influence of alcohol. as an additional reminder, leaflets and promo-tional materials specially designed for drive Safely week were placed in our break rooms.

Display at headquarters (left).Slow-Down Frankie with the Function Head team (right).


actions and those where improvements were needed for subsequent discussion. The engagement of our employees is also impor-tant since they make a key contribution by suggesting improvements and by notifying us of near-miss incidents. Last but not least, the displays installed at all our sites since 2010, showing the number of days since the last occupational accident and the longest accident-free period to date at that particular site, have certainly had a positive impact and helped us to achieve our best results to date. There is also a notice about safety on all our sites in the entrance area of our headquarters.

The number of days lost due to physical or psychological illness has fluctuated between 61 % and 70 % in recent years The figure for the reporting year was 64 %, or 3,714 days. Days of absence due to illness are tracked by means of the so-called SAR (Sickness Absence Rate) indicator, which expresses days of absence due to illness or accident as a percentage of the total work-ing time. This indicator is discussed regularly at management level. A comparison of the results over five years shows an 11 % reduction to 2.56. In 2010 we recorded an unusually

high SAR by our standards. This was due to, among other reasons, the extremely high workloads of some staff members ( Staff turnover). Consequently the result for the reporting year shows a reduction of 21 % compared to 2010.

We were able to prevent some of the days lost due to illness through preventative measures such as the specific internal services that we offer our employees. Two training courses – ‘Leading with Attention’ for manag-ers and ‘Personal Resource Management’ for employees – raise employees’ awareness of the health-related aspects of their daily work. In workshops, managers are shown simple measures that they can implement to raise awareness of health issues (especially burnout prevention) and their own employ-ees’ resources. Employees also develop personal measures for their own health and resource management in workshops. In addition, individual resource consultation sessions will also be offered in 2012 for those employees who are feeling excessively unbalanced and stressed.

If our HR department is unable to help an employee with work-related or personal

Sickness absence rate: total days of absence from work in percent of total days available for work.

Days of absence

2007

Illness, non-occupational accidents in leisure time and occupational accident

2008 2009 2010 2011

8’000

6’000

4’000

2’000

0

2.88 2.76 2.94 3.24 2.56

2007 2008 2009 2010 2011

SAR indicators (%)

39

problems, we offer external assistance. We have worked with the company Movis for several years. By arrangement with the HR Business Partners, employees can request professional assistance from Movis if they are suffering psychological stress, serious illness or financial difficulties. Coca-Cola HBC Swit-zerland bears the costs and Movis obliges to maintain absolute discretion.

Moreover we work closely with the Job Coaches from the Swiss DI Office. Employees who can no longer carry out their previous work due to sudden illness or an accident are employed internally in a different position where possible. The team of the person con-cerned is involved from the beginning by the Job Coach. In cases of more prolonged illness or difficult health situations our employees can depend on the Case Management service provided by our sickness benefit insurer.

We also provide support for addicts. In certain circumstances the company will even cover some of the costs of a first course treat-ment and grant the employee in question unpaid leave for the duration of the course. The company applies a strict ‘one-chance only’ policy: if the employee lapses back into addiction, their contract of employment is terminated.

CoMpataBility oF FaMily and Career

In the reporting year we entered into a partnership with the organisation famil-ienservice®. From April 2012, employees at all our sites will be able to make use of its consultancy and mediation services to achieve a better balance in their work, family and private lives. In particular our employees can benefit from the Homecare (services for the home), Eldercare (support and assistance for older family members) and Childcare (supplementary childcare) services free of charge. Up until 2011 we provided five places at a local childcare centre for employees in

Bruettisellen. Since only moderate use was made of these places, however, we decided to end this commitment and replace it with a wider service available to all employees.

From June 2012 we shall also be increas-ing maternity leave from the mandatory 14 weeks to 16 weeks; on full pay and with the option to extend the period by a further four weeks without pay. Fathers-to-be in our workforce are given five days of paid leave.

Our Seven Strategic Priorities Water Stewardship40

Water SteWarDSHiP

water iS our MoSt iMportant raw Material. For CoCa-Cola HBC Switzerland itS CareFul and SuStainaBle Handling iS oF utMoSt iMpor-tanCe. BeCauSe: our poSSiBiliteS to grow are direCtly ConneCted witH tHe availaBility and quality oF loCal water reServeS. For tHiS reaSon we not only Strive Continually to iMprove our water ratio and tHe quality oF tHe water, But alSo get involved in Funda-Mental reSearCH oF tHiS preCiouS reSourCe.

Switzerland is justifiably referred to as Europe’s ‘moated castle’. Our country holds around 243 billion cubic metres of water (2009), enough to fill Lake Zurich nearly 62 times. In our daily business we use water not only to fill bottles; but also to clean the bottling plants and as a coolant in the production processes. Our business activi-ties also have an indirect impact on water resources: the ingredients we use, and to a lesser extent our packaging, also contain ‘virtual water’. As the climate forecasts for Switzerland in 2050 issued by the Advisory Body on Climate Change (OcCC) show, groundwater formation is likely to increase in winter and to decrease in the summer and autumn as a result of climate change. Ground-water levels overall will decrease slightly. There will also be an increase in situations of competition between different water uses and water users. At the same time, our water

requirement will grow continually over the next few years due to rising production. In light of these considerations we are concentrating our water management activi-ties on the following areas: source water protection, water efficiency in production, waste water treatment and involvement of the stakeholders.

SourCe water proteCtion

The drinking water used in our beverages in Bolligen and Dietlikon is obtained from the local water suppliers, while in Vals we have a supply of outstanding source water which is bottled without chemical treatment. A few years ago The Coca-Cola Company launched the so-called Source

41

Water Protection Programme (SWPP) to safeguard the future availability and quality of water. The SWPP permits identification of the risks and dangers associated with the water consumption of a bottling plant. The programme includes the analysis, of not only ecological but also of social aspects such as our relationships with the local water suppli-ers and other stakeholders. Following an independent risk analysis, a specific action plan is drawn up for each site. In 2011, such risk analyses were produced for all our production plants. Action plans already exist for Dietlikon and Vals, the one for Bolli-gen will follow in 2012. Fortunately there are currently no serious risks in either Dietli-kon or Vals. Instead, we focus our efforts in the immediate future on continually improv-ing our water management and actively com-municating with our stakeholders.

Of particular significance is our site in Vals. Thanks to the superb water sources we are further expanding our activities on this remote site in the canton of Grisons. At a meeting of the local community at the end of December 2008, the people of Vals voted to renew the concession agreement to manage the existing St. Peters’ source for a further sixty years. In the same year, the resi-dents also unanimously approved our request for a new concession: the tapping of the St.

Pauls’ source for our mild, lightly mineralised Valser Silence water ( Fundamental research at the St. Pauls’ source). Coca-Cola HBC Switzerland pays for the water rights from both concession agreements a conces-sion fee for every litre of mineral water sold. Of this fee, 20 percent goes into a fund to finance public-interest projects. The money is administered by a committee where we also have a seat.

water eFFiCienCy

Although the local groundwater is of high quality, it is treated in our own water processing plants using chemicals and membrane processes before it is used in the production of our beverages. Thus the quality of the water used to produce Coca-Cola is exactly the same worldwide and meets the strict quality guidelines of The Coca-Cola Company.

In 2011, Coca-Cola HBC Switzerland con-sumed around 825 million litres of drinking water, enough to fill 330 Olympic swimming pools. Overall consumption has increased by a good 15 % since 2007, while production volumes have risen by 21 %. Our Group- wide environmental policy obliges us to keep our water consumption as low as possible in

water iS equal to water – or not?

H2o, the chemical compound consisting of the elements hydrogen and oxygen, is the only naturally occurring compound which exists in all three states of matter. So much for the chemistry. despite its simple chemical structure, not all water is the same. 71 % of the earth’s surface is covered by the new gold of our age. the water on our planet exists as salt water (around 97 %) and fresh water (around 3 %). However, more than two-thirds of this fresh water is locked up in the polar ice caps and glaciers. groundwater, which we also use at our production plants in Bolligen and dietlikon, accounts for a good 30 % of freshwater reserves.

natural mineral water, such as we draw from the depths in vals, has special properties: it contains different minerals depending on the local rock strata. the human body requires substances such as sodium, calcium and magnesium for its essential functions. Mineral water is by law an untreated natural product, extracted with particular care and bottled directly at its source. it is not the same as tap water, which originates mainly from ground-water or lake water in the Swiss central plateau. Springs are also tapped in the alpine and Jura regions. the tap water in Switzerland is carefully treated and monitored and is hygienically safe.


our production process. The key parameter for measuring water management is the water consumption ratio, which indicates the amount of water consumed during the entire production process per litre of beverage produced. In the reporting year, we fell just short of achieving our target waterconsump-tion ratio of 1.83 l/lbp (litres / litres of bever-age produced) across all production sites. At 1.89 l/lbp the ratio remained unchanged from the previous year. While we were able to improve on our results in Vals with 1.93 l/lbp (2010: 1.98 l/lbp) and in Dietlikon with 2.35 l/lbp (2010: 2.39 l/lbp), the ratio in Bolligen increased from 1.29 l/lbp (2010) to 1.32 l/lbp. Regardless, Bolligen is still one of the top leaders within the Coca-Cola Hellenic Group. During 2011 the Bolligen site had to, namely with too warm municipal water and a defect compressor, cope with two infra-structure challenges and on top was forced to produce in smaller volumes. All of these factors directly affected its water consump-tion. Moreover the ratio in Bolligen was still at 1.39 l/lbp in 2007, so we were able to continually reduce it over the past five years.

Also, our overall ratio stands up well in comparison with our 27 Hellenic countries.

The Group average in 2010 was 2.3 l/lbp, significantly above our results of the past five years. In fact we have managed to reduce our water ratio by more than 27 % since 2001 from 2.6 l/lbp to its present level.

The reason for the huge variation in our water ratio is easily explained: the decisive factors are the number of types of beverage produced at a site and the number of types of container types used. These two factors have a direct impact on the volume of water required for cleaning. In Bolligen only sugared and low-calorie soft drinks are bottled in single-use PET bottles. Dietlikon bottles our entire range, including Nestea which is bottled asep-tically, in single-use PET bottles, reusable glass bottles and reusable kegs for the cater-ing sector. When beverages are changed, the Cleaning in Place (CIP) matrix is applied. This determines the type of line cleaning that must be carried out between the individual beverages. Switching from Coca-Cola light to Coca-Cola for example takes six minutes. No additional water is required; only the resid- ual water must be drained and the line blown out with CO₂. On the other hand, switching from a beverage with a strong flavour, fruit pulp and colour, such as Fanta, a two-hour procedure involving drinking water, alkaline solution and hot water for sterilisation is mandatory. Another factor which must not be neglected in connection with the water ratio is the demand and production planning. The rule of thumb here is that the more frequently production has to respond to unscheduled changes in demand, ultimately the higher the water ratio. In other words the higher the volumes that we can produce without switch-ing beverages, the better the water ratio. This aspect is therefore a key consideration in our interdisciplinary planning meetings (Sales and Operations Planning) involving decision makers from all business areas and from Coca-Cola Switzerland. Furthermore, with the introduction of our new, fully featured SAP Wave2 system from 2012 we shall have a tool at our disposal which will allow greater planning certainty when ordering products thanks to clearly defined lead times.

Margrit walKer

the waters of vals murmur their ancient melodies: deep, harmonious and inviting. in Coca-Cola HBC Switzerland we have a reliable partner who helps us to make these melodies heard throughout the country and to look after and protect their source.

mayor of Vals

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To further increase the efficiency of our water consumption in 2011, we introduced further measures including the following:

— At the end of 2010, a water-recycling project was implemented in Vals: since then the rinse water from our PET bottling installation has been fed back into the process water tank and used

for washing the beverage crates. This has allowed us to reduce our water consump-tion by around 6 % in the reporting year. In Bolligen and Dietlikon, we are also saving 4 – 5 % by this method.

— In April 2011, the production run on the aseptic line (Nestea) was increased from 72 to 96 hours, without impairing the

Overview of our water consumption: the water ratio increase in 2009 can be attributed to the commis-sioning of the aseptic line in Dietlikon and the completion of the Valser tank farm. Our production volumes also increased by over 8 %.

FundaMental reSearCH at tHe St. paulS’ SourCe

with our support, environmental scientist Fabian wigger carried out research at the St. pauls’ source in vals in the reporting year. as part of his phd thesis at the university of Basel he investigated whether the drawing of our valser Silence mineral water had a negative impact on the ecosystem. thus the tapping of the source serves as an important subject of investigation for important pure research. Fabian explains: “i approached various mineral water producers and Coca-Cola was the only one to respond straight away and to offer me support.” the water param-eters and fauna at the St. pauls’ source were compared with another natural source in vals which

feeds from the same aquifer and sources in the Bernese oberland. the results from the first conclusive tests show that the building operations have evidently not had a negative impact on the St. pauls’ source. “the fauna is in good condi-tion and the source is intact,” wigger reports. generally speaking, the fauna is the same as that of the natural sources in the Bernese oberland, the area used as a comparison. Martina pfeiffer, plant Manager at vals, is pleased with the findings: “the positive result confirms the efforts we made during the tapping of the St. pauls’ source to mini-mise the impact on the wonderful nature of vals as far as possible.”

Litres of water consumed per litres of beverage produced

Water consumption

2007

Litres of water consumed and litres of beverage produced

2008 2009 2010 2011

900 Mio.

675 Mio.

450 Mio.

225 Mio.

0

1.99 1.98 2.08 1.89 1.89

2007 2008 2009 2010 2011


product quality, resulting in a volume increase of 30 % and an increased water consumption efficiency.

— We also achieve water savings every year by continually optimising the CIP matri-ces at each of our sites.

— Following the installation of a new PET blowing machine in Vals in spring 2011, the compressor is no longer cooled with municipal potable water but rather with environmentally neutral groundwater, resulting in annual water savings of 15,000 m³ or six Olympic swimming pools.

waSte water treatMent

The water used in production becomes alkaline or acidic during the cleaning pro-cesses; that means it has a pH value outside the legally permitted range of pH 6.5 to 9. All our production plants therefore neutral-ise their waste water by means of a pH neu-tralisation process before it is conducted to the local waste water treatment plants. Flue gases (CO₂) from the local heating systems are used for this neutralisation process dur-ing the colder winter months. In Vals, where hydrochloric acid was used for pH neutralisa-tion up until 2007, we were able to annually save around 30 tonnes of hydrochloric acid and 60 tonnes of CO₂ emissions by changing over to this process. Waste water is also treated according to cantonal requirements so that all statutory limit values are met and the temperature of the water does not exceed 40 °C. In 2011 our three production sites sent a total volume of 368,881 m³ of neutral-

ised waste water to local treatment plants – equivalent to 0.85 litres of waste water per litre of beverage produced.

involveMent oF tHe StaKeHolderS

In recent years, our commitment to saving water has also focused on initiatives for sustainable water use aimed at raising awareness, either among our employees or among the general public. In autumn 2011, some 30 employees from Coca-Cola HBC Switzerland and Coca-Cola Switzerland helped the community of Dietlikon to clean up the river Brand in Dietlikon. In the sum-mer of 2010 we proudly opened our Visitor Centre in Vals. The Centre accomodates our interactive exhibition ‘Valser Water World’, which informs visitors about the origin and the meaning of the water. The exhibition allows visitors to immerse themselves into and explore the element and shows why water is such a precious resource for humans. We have also already held several open days in Vals for local residents, and family mem-bers of employees’ ( Vals: From family company to family member). As part of our partnership with PUSCH, the Swiss Foun-dation for Practical Environmental Protection we were able to provide active support in creating the travelling exhibition ‘Water – All Clear!’ which has been available to communities and schools since 2010. The novel interactive exhibition uses experi-ments to raise people’s awareness of the need to conserve water, and gives practical tips on how to achieve this in everyday life. Over 24,000 people visited the exhibition in 2011, including around 1,450 pupils.

Our Seven Strategic Priorities Energy and Climate Protection46

enerGy anD Climate PrOteCtiOn

CliMate CHange iS a worldwide pHenoM-enon aFFeCting Switzerland and our CoMpany in Many wayS. to Maintain our SuCCeSS in tHe Future, we need to aCtively worK on reduCing our eCologiCal Footprint. in tHe ligHt oF riSing energy CoStS, we are tHuS not only Sav-ing Money But alSo SeCuring our aBility to operate in tHe long terM. in addition, witH our eFFortS we are FaCing up to our reSponSiBil-ity to tHe next generation and SuStaining our reputation in tHe MarKet.

Everybody is talking about climate change and the greenhouse gases responsible for it. According to the Advisory Body on Climate Change (OcCC), Switzerland is affected above average. Forecasts for 2050 predict a temperature increase of between 1 and 4 degrees Celsius in autumn, winter and spring and of 1.5 to 5 degrees Celsius in summer. Experts also predict an increase in precipitation of around 10 % in winter and a reduction of around 20 % in summer. Extreme weather conditions such as heat waves, storms, heavy rain and floods are also likely to become more probable. In light of these predictions, it is obvious that our

company too must pay attention to these sce-narios and their impact on the Swiss economy in general and our business activities in par-ticular. Our company has had an ISO 14001- certified Environmental Management System (EMS) for over ten years, and we published our first environmental reports in 2002 and 2005. Both of these examples demonstrate that we take our impact on the natural envi-ronment seriously – and its impact on us. Our Environmental Policy is part of our EMS. Our policy documents our commitment to strive continually to reduce our energy con-sumption in production, in transport and in the area of our cold drink equipment, as

47

well as to improve our resource efficiency ( Packaging and Recycling).

Generally speaking the environmental impact of Coca-Cola HBC Switzerland is concentrated on two main areas:

— Direct environmental burdens caused by our production and by transporting our products to our customers.

— Indirect environmental burdens caused by our customers operating our cold drink equipment and by the primary and secondary forms of packaging we use ( Packaging and Recycling, Sup-plier Relations).

To get a thorough understanding of the causes of the environmental impacts of our business activities along the entire value chain, we are currently evaluating a tool which – based on our extensive environmen-tal data – will allow us to explicitly calculate and monitor these environmental impacts and ultimately enable us to influence them well-directed. In this regard, we can again benefit from our close-knit network of excel-lence within the Coca-Cola System as it gives us access to relevant expert knowledge. With our intent we are also meeting our customers’ growing demand for information regarding the ‘footprint’ of our products and business activities.

energy ConSuMption and Co2 eMiSSionS

In August 2010 we launched our Environ-ment and Energy Taskforce to better coor-dinate our various energy consumption and efficiency initiatives. The taskforce consists of our plant managers, national and local HSE officials and representatives from Infrastruc-ture (Engineering) and Operational Sustain-ability. Next year they will be joined by representatives from Fleet Management. The taskforce meets four times a year to discuss

current strategic or operational (investment) projects, launch new projects or evaluate completed projects. In short, this taskforce, which is independent of our daily business, allows us to increase trans-parency, make optimum use of synergies, and move our specific investments in reduc-ing energy consumption and increasing energy efficiency forward.

In the reporting year, we reduced our total energy consumption (Production and Fleet) by 2 % compared to the previous year. Our energy consumption actually increased by around 8 % compared to 2007, from 181’153 GJ to 195’365 GJ, with a peak in 2009 due to the commissioning of the aseptic PET plant (for Nestea) in Dietlikon. In the same year our requirement for natural gas rose significantly, as we changed completely from heating oil to gas in Dietlikon. The theoretical saving on heating oil made in this way was not realised, however. This was due to the change of contract bottler for Valser Viva and Schorle apple juice drink in Vals, where the demand for CIP cleaning, and thus energy, was higher. At the same time there was also an increase in production of over 21 %. We were therefore able to make clear

daniel wenger

in 2011, we revised the enaw-related targets of Coca-Cola to include in future its plant in vals. during my plant visit i had a positive impression and met highly motivated staff. Hopefully, my advice was able to contribute to the further devel-opment of the company.

moderator of enaW


improvements in our energy efficiency. In 2007 we used 0.505 MJ of energy to produce one litre of beverage, whereas in the report-ing year, this indicator was 0.448 MJ/lbp; an improvement of over 11 %.

The CO₂ emissions from the combus-tion of heating oil, natural gas and fuels show a similar picture (Scope 1 according to the Greenhouse Gas Protocol). Compared

to the previous year, we managed to reduce our Production and Fleet CO₂ emissions by just under 3 %, from 8,134 t to 7,909 t. The five-year comparison shows almost the same result, owing to the fact that our emissions increased temporarily to 8,745 t in 2009. Apart from the reasons mentioned in the above paragraph, this result was also due to the increase in fuel consumption ( Fleet). We have continually reduced our consumption

Direct CO2 emissions: scope 1 according the Greenhouse Gas Protocol, production and fleet.

Direct CO2 emissions (g) per litres of beverage produced

Direct CO2 emissions

2007

Heating oil, natural gas and fuels (in tons)

2008 2009 2010 2011 2007 2008 2009 2010 2011

22.63 20.73 21.73 18.85 18.15

10’000

7’500

5’000

2’500

0

Relative energy consumption (MJ) per litres of beverage produced

Total energy consumption

2007

Heating oil, natural gas, electricity and fuels (in MJ)

2008 2009 2010 2011

300 Mio.

225 Mio.

150 Mio.

75 Mio.

0

0.51 0.50 0.52 0.46 0.45

2007 2008 2009 2010 2011

49

an overview of our energy consumption in Production: the increased energy ratio in 2009 can be attributed mainly to the commissioning of the aseptic line in Dietlikon.

of both natural gas and fuel since then, while our heating oil consumption has stabilised. Our CO₂ emissions per litre of beverage pro-duced have decreased by nearly 20 % since 2007, and we have achieved a reduction of over 16 % since 2009 alone.

produCtion

In the reporting year, our three pro-duction sites consumed a total of 133,910 GJ of energy, matching the energy consumption of 7,153 average Swiss households. Thus they are responsible for around 72 % of our energy requirement within the scope of our defined system boundaries ( About this Report). The key parameter for our energy management is the energy ratio, which indicates the amount of energy used during the entire production process per litre of beverage produced. In the reporting year, we came utterly close to achieving our target energy ratio of 0.305 MJ/lbp (megajoules per litre of beverage produced). Although at 0.307 MJ/lbp it is two thousandths above target, it is still one hundredth or 3 % lower than last year’s result. In other words, we increased our energy efficiency by 3 % despite a 1 % growth in production.

The long-term comparison (2007 – 2011) shows a slight improvement of the ratio, by three thousandths. Similar to the water ratio, our energy ratios also fluctuate among the three sites. The production line cleaning pro-cesses vary depending on the number of dif-ferent types of beverage and container: more intensive cleaning automatically results in an increase in energy demand, and thus a higher ratio. Consequently, reliable demand and production planning that is as accurate as possible is essential here as well.

To further increase the efficiency of our energy consumption in 2011, we took further measures including the following:

— In Bolligen, an extensive energy analysis identified potential savings in the area of

hot and warm water pipework, resulting in the installation of improved pipework insulation in the syrup room. In the reporting year, similar insulation was also installed in Vals.

— In Bolligen, the compressor coolant circuit was connected to a heat pump, thereby tapping a new energy source and resulting in an estimated annual saving of 15,000 litres of heating oil or around 45 tonnes of CO₂.

— Again in Bolligen, in the reporting year we began using the warm air from the compressor room (blowing machine) to heat the warehouse.

— The largest project for 2011 was success-fully implemented in Vals: the installa-tion of our new, ultra-efficient blowing machine. Our PET preforms are blown thermally and pneumatically by a blowing machine to the correct size and shape prior to filling. The new system’s power saving of around 30 % is achieved mainly by cooling the compressor with groundwater (previously it was cooled electrically and with municipal water), by a significantly lower blowing pressure and by the increased capacity (40,000 bottles per hour) which means that we can dispense with pre-producing bottles during the night.

Total energy consumption (MJ) per litres of beverage produced

0.31 0.32 0.35 0.32 0.31

2007 2008 2009 2010 2011


— In Vals, we switched all our external light-ing to LED.

— Lastly, increasing our employees’ aware-ness also plays a key role ( Energy Weeks @ Coca-Cola HBC Switzerland).

As part of our commitment in this area we are also a member of EnAW (Energy Agency of the Economy). Through this organisation, the Swiss business community makes a vol-untary contribution to achieving national cli-mate targets. In the context of our member-ship of the so-called Energy Model we signed a voluntary target agreement for two of our bottling plants (Bolligen and Dietlikon) and our Operations Centre (Bussigny, as a former bottling plant). For Vals a voluntary target agreement will be finalized in the spring of 2012. In a final step we will have one national voluntary agreement with EnAW. This agreement reviewed by the government focuses on total energy efficiency. In col-laboration with EnAW moderators and with their expert guidance we agreed energy effi-ciency and CO₂ intensity targets for the sites. These are reviewed on a regular basis and the results are reported annually. Further-more, we benefit from a wide network of experience and successful practical examples. In the reporting year, we met our CO₂- intensity reduction targets and only just fell short of achieving our energy efficiency targets. In the medium- term, our aim is to switch over from a voluntary to a binding target agreement, which if we achieved our targets would exempt us from the Swiss CO₂ incentive tax and, under the new Swiss CO₂ legislation, lead to additional reim-bursement. In this context we are keeping a close eye on the changes in legislation cur-rently under discussion by the Swiss councils.

Fleet

The vast majority of our products are transported by road. In the reporting year, our fleet of trucks consisted on average of 57 vehicles. We also have in our service 32

contract drivers who use their own or hired vehicles and who are assured of receiving a certain volume of goods from us for trans-port. As our beverage sales are subject to seasonal fluctuations, we source additional transport capacity from the free market at short notice, particularly in the summer, by commissioning external drivers. Apart from our trucks, our vehicle fleet also com-prises an average of 386 cars, including pool cars which can be used as required. In addition, we use 149 electric forklifts at our production sites and warehouses.

We are committed to maintaining a modern fleet with the lowest possible emis-sion levels. 95 % of the kilometres we drive are already covered using vehicles that meet the Euro-5 standard. In 2012 the remaining Euro-3 trucks will be refitted to meet the Euro-5 standard.

In the reporting year, we clearly exceeded our target of reducing the fuel consumption of our fleet (petrol and diesel combined) by 1.5 % per 100 km driven. At 10.66 l / 100 km, it is over 9 % lower than the previous year’s result of 11.76 l / 100 km. Although no figures are available for 2007, our consumption is actually over 10 % lower than in 2008. In the reporting year our cars consumed 6.56 l / 100 km, equating to a reduction of 11 % com-pared to the previous year. In this respect, our efforts in particular to continually reduce the size of our vehicles’ engines are having an impact (see details below). All of the above figures are calculated comparisons based on actual consumption. With regard to our fleet of company cars, it must be considered that employees’ vehicles often represent a fixed part of their remuneration and thus may also be used for private purposes. In other words, the overall fuel consumption of our fleet can-not all be attributed to business travel. We do not record the number of private kilometres as a proportion of total fuel consumption.

The total energy consumption of our fleet, petrol and diesel combined, has decreased continually over the past five years – with the

51

exception of 2009 – despite increasing pro-duction volumes. Compared to the previous year, energy consumption fell by 2 % mainly due to the outsourcing of our Cold Drink Operations (placement and maintenance of chiller cabinets, vending machines and drinks fountains) and the transfer of our Val-ser Service (beverage service) areas to a 100 % subsidiary. As a result of these steps, 24 trucks (5.5 t) and 49 cars were removed from our statistics by the middle of the reporting year.

We were able to reduce the average CO₂ emissions of our entire fleet, including trucks, by 9 % from 311 g/km to 282 g/km compared to the previous year. It is the target of our parent company to achieve a ratio of 138 g/km across the entire Sales fleet by 2016. In the reporting year, this figure across all our Sales and Man-agement vehicles (cars) was 173 g/km.

We are trying to curb the energy require-ment of our vehicle fleet by various measures as follows:

— Downsizing or reducing engine capacity: in the reporting year, the engines of 206 of our field employees’ cars were reduced from 1.9 l to 1.6 l, amounting to a reduc-tion in CO₂ emissions from 139 g/km to 127 g/km.

— Data evaluation: in the reporting year we revised our Fleet reporting method to allow us to evaluate fuel consumption, costs, CO₂ emissions and accidents per vehicle and per quarter – and from 2012 we shall be doing this on a monthly basis. The results from our Fleet reporting are also integrated into our driver training.

— Driver training: we offer regular driving and safety training courses to our drivers in areas such as skidding and first aid. Eco-driving courses are part of our stand-ard. Each driver generally completes one to two courses per year.

— Fleet renewal: our Fleet Managers regu-larly test new propulsion systems and

examine their incorporation in our fleet. Natural gas, electric and hybrid engines do not meet our needs at present, as these technologies are not yet sufficiently well developed to transport our high freight loads comparatively efficiently, or do not suit the purpose for which they will be used by our field employees.

— Route optimisation: we are very well positioned with our regional Production and Distribution sites. We produce our beverages as close to our customers as possible, and in the majority of cases deliver to them directly without further handling. Also around 95 % of our trans-port volumes are collected centrally from our site in Bolligen, thus ensuring inte-grated planning. Furthermore, we are constantly working towards reducing the number of trips made with empty load trips ( Supplier Relations). With our newly introduced Vendor Managed Inventory (VMI) system, which is benefi-cial for everyone, we can manage our key customers’ warehouses, whereby increasing transparency and efficiency in the supply chain, including transport. We were successful in overcoming one challenge we faced by optimising our

Fleet energy consumption

2007

Fuels for own trucks and cars (in MJ)

2008 2009 2010 2011

80 Mio.

60 Mio.

40 Mio.

20 Mio.

0


freight-forwarding operations in the fourth quarter of 2010. In our so-called Helvetic Good Morning Meetings (HGMMs), field staff in each market region gets together every morning for a team meeting. Of course this entails additional business travel, which has a negative impact on our footprint. How-ever, the HGMMs allow us to make major improvements in our cultivation of the markets and our customer service – two of our most important commodities.

In the last few years we have also increased our use of the railways to transport goods, especially for transporting beverages from Ilanz to our distribution centre in Zizers and for importing beverages from Italy. The deciding factors in favour of transporting beverages by rail are dependability, safety and lower costs.

Cold drinK equipMent

We currently have 34,000 pieces of cold drink equipment, in other words coolers and display refrigerators, in use among our

customers. These units are relevant from an environmental perspective for two reasons: firstly because, they need power, and secondly because they contain refrigerants which do not have a negative impact on climate and on the ozone layer when in regular operation but may be harmful if the cooler is damaged or if they are disposed of improperly.

Efficient power consumption is the key consideration in the design of the units. We are constantly striving to reduce the power consumption of the units used by our customers. In this regard, the Coca-Cola Hellenic Group, which purchases the units centrally ( Supplier Relations), works very closely with our suppliers. This partner-ship has borne fruit in recent years with the development of the Energy Management Systems (EMS) for coolers. They are ‘learn-ing’ systems: they register how the unit is used, peaks in demand and periods when no beverages are being removed from the unit. The cooling is adjusted accordingly: the unit switches off after closing time for example and only switches back on again two hours before opening time. These units also have LED lighting which uses less power, generates

energy weeKS @ CoCa-Cola HBC Switzerland

at our headquarters we participated in the eu-wide energy weeks initiative in conjunc-tion with eKz, the electricity company of the canton zurich. the initiative, run in april 2011, was aimed at raising people’s awareness of power consumption and giving them strong incentives for making future savings. the measures included daily intranet energy-saving tips, themed rooms showing the power consumption of lighting, household appliances and computer monitors, and advisory sessions with eKz energy consult-ants. in addition, the power consumed at our headquarters was measured during two weeks and then compared with the figures of the previous year. Further measurements took place from october to december. during the two weeks in april, we achieved savings of 19.4 % in

our variable power consumption – that is the power consumption that we can influence directly (by turning off lights and computer monitors etc.). in the second measurement period between october and december 2011, the results looked somewhat different: we did not do as well as in the previous year, consuming 4,630 kwh, or 4.9 % more power over the same period. this result is hardly surprising if you consider that the final phase of our Sap migration involved a generally higher workload. in addition, several dozen extra people were working on the third floor, which led to a significant increase in lift use. despite this distortion and thus the limited comparability of the results, we will continue working on this issue and raising awareness among our employees on a regular basis.

53

less heat and lasts longer. All in all, this type of unit is up to 63 % more energy efficient than a 2004 model. Our efforts to convert our pool of units are still at an early stage: cur-rently a good 4 % of the coolers in use among our customers are fitted with such a system. We also refitted just under 5 % of our coolers in 2011, and purchased over 1,000 new units containing EMS.

Besides focusing on power consumption, we are also looking at substituting the most harmful of refrigerants that we use, including R12, in the medium-term.

R12 is a chlorofluorocarbon (CFC). Together with methane and nitrous oxide, CFCs are among the most long-lived green-house gases and destroy the ozone layer in the stratosphere. The law permits the con-tinued operation of coolers using such gases but they may not be refilled. Around 600 such coolers are still in use among our customers; however, these will be removed from circula-tion or converted to other refrigerants by 2013 at the latest. The Coca-Cola Hellenic Group and The Coca-Cola Company have set a clear target for 2015: by then, all new cool-

ers brought into circulation should no longer contain fluorinated hydrocarbons (HFCs and HFHCs). The latter have up to one thou-sand times greater ozone-depleting potential than natural refrigerants. Thus the refrig-erant R134a, currently used in a good 91 % of our cold drink equipment in circulation, will also go out of use in the medium-term. When purchasing new units we therefore focus increasingly on natural refrigerants with lesser ozone-depleting potential such as carbon dioxide (R744), propane (R290) or butane (R600a). In the reporting year, 60 % of our new purchases already contained this generation of refrigerants. Any remain-ing HFC or HFHC-based units remaining in the market following the banning of R12 in 2013 will be either converted or replaced with the latest generation units according to operational considerations.

When scrapping the coolers removed from circulation we work with the Founda-tion SENS, who takes care of dismantling the units and disposing of the refrigerants correctly. SENS is financed by the advance recycling fees levied on the sale of electronic and electrical devices.

Our Seven Strategic Priorities Packaging and Recycling54

PaCkaGinG anD reCyClinG

our paCKaging iS a CruCial FaCtor in guaranteeing tHe SaFety and ConSiStently HigH quality oF our produCtS. it iS alSo CoMMon Knowledge tHat paCKaging playS a MaJor role FroM a MarKeting perSpeC-tive. and ultiMately tHere are very Strong environ Mental eleMentS to our BottleS and otHer paCKaging SinCe BotH tHeir Manu-FaCturing and tHeir diSpoSal involve tHe uSe oF energy and raw MaterialS. For tHiS rea-Son we are Continually worKing on tHe optiMiSation oF our paCKaging and tHe entire reSourCe eFFiCienCy.

Two types of packaging materials are used for our beverages:

— Primary packaging materials such as PET, glass bottles and closures, which come into direct contact with the product, and

— Secondary packaging materials such as labels, wooden pallets, carton and shrink-film, which are mainly used for transport.

In our Environmental Policy we com-mit ourselves to efficient management of resources by either avoiding or cutting down on waste, using recycled or renewable raw materials in our packaging and playing a lead-

ing role in the recovery and recycling of used raw materials.

paCKaging developMent

PET is by far the most popular form of packaging material in the Swiss beverages market, with around 80 % of all soft drinks bottled in PET. A number of studies have now shown that single-use PET bottles as we use them in Switzerland are just as envi-ronmentally friendly as reusable glass bottles. In Switzerland, over 1.5 billion PET bottles come into circulation every year.


In the reporting year, we purchased a total of 11,751 tonnes of PET for our three bottling plants. Whereas our production volume rose by 1 % compared to the previous year, we reduced our PET use by 1.5 %. Fur-thermore we reduced our share of virgin PET by over 9 % in the same period. The PET bottles we bring into circulation already con-tain more than 20 % recycled PET. And since 2011 our bottles for Coca-Cola, Coca-Cola Light and Coca-Cola Zero have actually con-tained 50 % recycled PET. According to the association PET-Recycling Switzerland, more than three kilograms of greenhouse gases are saved for every kilogram of recycled PET. The Coca-Cola Company has set the entire

Coca-Cola world the target of using 25 % recycled or renewable materials by 2015. Theoretically a PET bottle could be made from 100 % recycled PET, but in practical terms the proportion is usually around 50 %. It is not possible to increase this per-centage at the moment due mainly to our own quality requirements and to the limited availability of the recycled material as yet.

The weight optimisation or ‘lightweight-ing’ that we implemented in the reporting year, in close collaboration with our Austrian suppliers, the Swiss-based PET recycling plant RecyPET and the Coca-Cola Hellenic Group is now bearing fruit. With the intro-duction of ‘shortnecks’, our PET bottles with a shortened neck and shallower closure, in combination with other material use opti-misations, we were able to achieve maximum reductions without impairing the rigid-ity and quality of the bottles. With our 500 ml bottle for instance, we saved 3 grams of material. This means that we are not only using fewer oil-based raw materials but also generating lower emissions per bottle when it comes to transport. Besides these PET optimisations we also launched a new 330 ml glass bottle in the reporting year. In a design based on the classic contoured bottle, the new bottle is 2.2 grams, or 7.5 %, lighter than its predecessor. Our relatively high investment – we have had to convert and modify all our production lines to a sig-nificant degree – has therefore been worth- while.

pet – a SuCCeSS Story

during the Second world war, the uS military was looking for a replacement for Japanese silk and nylon. it succeeded in its quest with the devel-opment of polyester. polyethylene terephthalate, in short pet, is a member of the polyester family made 100 % from oil or natural gas, with roughly 1.9 kg of oil producing around 1 kg of pet – this also being its main disadvantage. this aside, it has only advantages: it is crystal clear, lightweight, neu-

tral in taste, shatterproof, and can be fully recycled without affecting its quality. understandably, pet has found unprecedented success since the 1970s. pet beverage bottles have been systematically collected in Switzerland since 1990 and the recycled material used predominantly in packaging and fibres. there are more fields of application for pet: in a modern household it is processed into clothing, furniture and consumer electronics.

PET use

2007

Virgin PET and recycled PET used (in tons)

2008 2009 2010 2011

12’000

9’000

6’000

3’000

0

57

waSte and reCyCling

In 2011, just over 15 g of waste such as plastic (incl. PET), glass, cardboard, paper, wood and metal was generated in production for every litre of beverage produced. While this figure is approximately 74 % higher than the previous year, it was not unexpected. Our target for 2011 was 23.7 g/lbp, which we were able to undercut by a clear margin. There is a reason for its increase: As we had already decided in 2010 to introduce the new glass bottles, and this would also involved changing the bottle crates, we were able to anticipate the increase in glass and plastic waste when setting the targets for this year.

Additionally, due to the PET bottle optimisa-tion, increased testing was required.

We recycled more than 94 % of the waste resulting from production, thereby achiev-ing our highest recycling rate ever. This was over 90 % for the third time in the past four years. The remaining waste was incin-

rené Herzog

the best thing a producer of beverages can do to reduce the consumption of non-renewable resources is to use recyclable pet. this is already the reality at Coca-Cola and valser. to help to complete the bottle cycle in future years, we Swiss must continue to set an example by collecting pet bottles.

General manager of Pet-recycling Switzerland

Waste (g) per litres of beverage produced

Waste by disposal type

2007

Special waste, waste incineration plant and recycled (in tons)

2008 2009 2010 2011

8’000

6’000

4’000

2’000

0

9.33 14.17 11.41 8.64 15.08

2007 2008 2009 2010 2011


Swiss recycling rates 2010

2009: 95 % Glass, 91 % Aluminium, 81 % PET2008: 95 % Glass, 91 % Aluminium, 78 % PET

2011 figures only available from August 2012

Sources: PET-Recycling Switzerland, IGORA and Vetrorecycling

94 % Glass91 % Aluminium80 % PET

59

erated at local waste incineration plants, where the heat is recovered. Less than half a percent of our waste was special waste, comprising mainly of used oil and slag from our neutralisation plants.

Our very high recycling rate is possible only because the Swiss population is world champion when it comes to recycling. The Swiss recycling rate for all types of beverage packaging – glass, PET and aluminium cans – is 80 % or higher ( Graphic). We import our aluminium cans from abroad.

In this regard we are also playing a specific role. As a board member of the PET-Recycling Switzerland (PRS) and the IGORA cooperative, we have been playing an active part in ensuring that voluntary PET and alu-minium can collection and disposal systems have worked successfully since 20 years. As part of our PRS commitment we take back up to 2,000 tonnes of PET each year, around 4 % of the amount recycled in Switzerland, from the catering sector and from our Valser Service. Both organisations are financed by the advanced recycling fees levied on the sale of products.

innovative pet Bottle

in the last few years the Coca-Cola Company has put a lot of effort and commitment into the development of the plantBottle™. this bottle is just as lightweight, stable and recyclable as a normal pet bottle, with one subtle difference: the peg (polyethylene glycol) contained in the plantBottle™ does not originate from oil or natural gas, as in the case of the pet used in standard pet bottles, but from waste products from the sugarcane pro-duction in South america and india. apart from its peg content up to 30 %, the plantBottle™ also contains virgin pet and recycled pet. in Switzer-land we have extensively examined the possibility for introducing the plantBottle.

georgia green and Her Hip Swing

“we need a bottle that everyone can recognise, even when they feel it in the dark” – this was Coca-Cola’s brief to the original glass manufacturer. the latter responded to this call for uniqueness by coming up with the unmistakeable contoured bottle reminiscent of a cola nut with its elegant hip swing. inextricably associated with the product, today it is an icon of modern industrial design. when the roots glass Company began industrial production of the bottle, it was called georgia green due to its shimmering green glass. the characteristic colour of the bottle came from the sand used to produce the glass.

Our Seven Strategic Priorities Supplier Relations60

SuPPlier relatiOnS

BeSideS our direCt environMental iMpaCt, we alSo taKe our indireCt iMpaCt on people and on tHe environMent very SeriouSly. in tHiS reSpeCt our purCHaSing, eSpeCially oF StrategiC goodS SuCH aS pet, glaSS, CarBon dioxide and Sugar, playS a MaJor role. in order to Continually reduCe our indireCt Footprint we worK CloSely witH our MoStly loCal SupplierS and witH our parent CoMpany.

Our company is a wholesale purchaser of concentrate, sugar and sweeteners, carbon dioxide, water, bottles and labels, but also of cold drink equipment, vehicles, marketing materials and a wide range of services. Purchases of our most important raw ingre-dients and products are transacted jointly with our parent company. In recent years,

our Group has invested heavily in driving forward this centralised and professional purchasing system. In Switzerland, we have as well taken an important step towards a centrally controlled and efficient purchasing system based on a fully-featured SAP soft-ware which is less prone to errors.

From a sustainability perspective, when making strategic supplier and purchasing decisions we comply with the following principles:

— We increase the resource efficiency of our goods as far as possible;

— We work with few suppliers;

— We make our suppliers accountable and build close partnerships with them.

61

With centralised purchasing across the Group we benefit on one hand from cost advantages, and on the other hand from standardised contracts which place the nec-essary emphasis on sustainability. All of our suppliers sign the Group’s ‘Guiding Principles for Suppliers’, thus committing themselves to adhere to our rules regard-ing product and occupational safety, human rights and environmental protection. Regu- lar quality and food safety audits of our key suppliers are carried out by The Coca-Cola Company to ensure their compliance with the guidelines.

Thanks to the above-mentioned guiding principles and the specific sustainability tar-gets set out in our purchasers’ service agree-ments, we were able to increase our efficiency in various areas in the reporting year. The bottle and closure optimisations mentioned in the section Packaging and Recycling are good examples. We also achieved further savings in materials in collaboration with our shrink-film suppliers. Thus our 0.5 and 1.5 litre PET bottles on the shop shelves are now wrapped in a thinner film.

guido Stäger

we are proud that Coca-Cola has preferred Swiss sugar for years. we meet all required standards for food safety, quality, sustainability and service level – when it’s urgent, we’re there.

CeO Sugar factories aarberg + Frauenfeld ltd

HoMe-grown Sugar: environMentally Friendly and SoCially CoMpatiBle

in its study entitled Sustainability analysis of industrial Sugar production, conducted in 2011, the institute for environmental decisions at the Swiss Federal institute of technology zurich draws the conclusion that Swiss sugar is preferable to sugar from Brazil. the study, commissioned by our sugar supplier zuckerfabriken aarberg + Frauenfeld ag, examines sugar beet and cane sugar production in Switzerland and Brazil and takes the whole pro-duction process into account, from production of the fertiliser to delivery. environmental, social and economic aspects were considered. Swiss sugar fares better with regard to environmental impact (water use, transport etc.) and social impact such as working conditions. only in the aspect of economy did Brazilian sugar cane score better. its vastly higher production is more profitable and makes a higher contribution to the national economy.

Our Seven Strategic Priorities Social Commitment62

SOCial COmmitment

aS a SwiSS CoMpany witH a 75-year HiStory, we are FirMly anCHored in tHe CoMMunitieS oF our Bottling aCtivitieS. we ContriBute to SoCiety aS an eMployer and tax payer, By variouS iSSue-SpeCiFiC initiativeS, aS a purCHaSer, By our volunteering aCtivitieS, and By our donationS to CHaritieS.

It has always been the conception of ourselves to have the intent to not merely refresh people,but to embrace the duty to assume responsibility towards society. The factual proof has been rendered in the previous sections. The Coca-Cola Hel-lenic Group has also had a Corporate Vol-unteering programme since 2009. It allows employees to carry out voluntary work for social causes during their working hours. Below are some examples of the various ways in which we have contributed to soci-ety in the reporting year, either by providing manpower or by donating.

— Every year, Coca-Cola HBC Switzerland supports various charitable organisations such as ‘Tischlein Deck Dich’, Caritas, ‘Die Berner Tafel’, ’Arbeitsheim Bruetti-sellen’, the Swiss society for people with brittle-bone disease, but also sports clubs by providing free beverages.

— With our ‘2 × Christmas’ campaign 65 employees energetically helped the Swiss

MarKuS Mader

Coca-Cola celebrated its 2011 anniversary with a gesture of solidarity. i am delighted that the ‘Happy Moments with Coke’ campaign is helping the Swiss red Cross to give ‘happy moments’ to disadvantaged people. we shall use the donation to relieve their distress.

Director of the Swiss red Cross

63

Red Cross in January. At the Swiss Red Cross distribution they opened donated parcels and sorted foodstuffs, soft toys, toiletries and school equipment for more than two days in order to give disad-vantaged people in Switzerland and other countries a second Christmas.

— We support the annual Swiss Red Cross Ball by providing a substantial donation and beverages. We are also a so called Gold Sponsor of the Kispiball, a benefit event in aid of the children’s hospital in Zurich.

— During ‘Live Positively Week’ every year, Coca-Cola companies across Europe commit to support an environmental cause. The task in the reporting year was to clean up the river Brand in Dietlikon.

— Our teams competed twice in football tournaments arranged by fussballcharity. ch. The proceeds from these events benefitted Caritas Zurich and the Espoir Foundation, which assist children and families in difficult situations by offering advice and support. The participation in the tournaments allowed us to measure our sporting prowess against other teams while at the same time making a charitable contribution.

— Instead of giving our customers Christ-mas presents, we donate a significant sum

to a charitable organisation chosen by our employees every year. As in previ-ous years, in 2011 we again supported the Swiss children’s fund Kovive – Holidays for Children in Need.

— We work together with ’Zur Palme’, a foundation that produces retro-style wooden beverage crates for us. The foundation runs a company with and for disabled people and provides 95 dwell-ings, 120 workplaces and 20 training posi-tions. The workshop in Pfaeffikon in the canton of Zurich has produced 500 of the retro crates, which we have been giving to visitors as souvenirs since mid 2010.

Our team at the fussballcharity.ch tournament (left).

employees of Coca-Cola during the clean-up of the river brand in Dietlikon (right).

Annex GRI Index64

Gri inDexThe following table provides information

on the individual GRI indicators (G3.1) in the areas of Strategy and Analysis, Profile of Organisation, Economy, Environment, Human Rights, Labor Practices and Decent

Work, and Society and Product Responsi-bility. Details of our management approach can be found in the section Our Approach and at the start of each strategic priority section.

indicator answer or reference to section/subsection in the report

1. Strategy and analysis

1.1 Statement from the highest decision-maker in the organisation (e.g. Ceo, Chair-man or equivalent management position) on the significance of sustainability for the organisation and its strategy in this respect

editorial

1.2 description of main effects, risks and opportunities our product; Systematic

2. profile of organisation

2.1 name of organisation Coca-Cola HBC Switzerland ltd

2.2 primary brands, products and/or services our Business; our product

2.3 Structure and processes of organisation including main business areas, active com-panies, subsidiaries and joint ventures

our Business; report

2.4 location of the organisation’s headquarters Bruettisellen zH

2.5 number of countries in which the organisation is active and names of countries with important companies or suchlike which are of particular relevance to the sustainabil-ity aspects dealt with in the report

our Business

2.6 nature of ownership and legal form our Business

2.7 Markets served (including geographical breakdown, sectors served and nature of customers/beneficiaries)

our Business

2.8 Size of organisation producing the report, including:— number of employees— net profits (for organisations in the private sector)or net revenue (for organisa-

tions in the public sector)— total capitalisation broken down by debt/equity capital ratio (for organisations

in the private sector)— volume of products or services delivered or provided

our Business; our product; employees

2.9 Significant changes during the reporting year in terms of size, structure or owner-ship, including:— location or changes of company, openings, closures and expansions of facto-

ries— Changes in share capital structure and other capital formation, maintenance

and rebuilding measures (for organisations in the private sector)

our Business; about this report

2.10 awards received during the reporting period Swiss Hr award 2011 (employees )

3. report parameters

3.1 reporting period (e.g. tax year/calender year) for the information provided 2011

65


3.2 date of most recent report (if available) 2005, environmental report

3.3 report cycle (annual, every two years etc.) editorial; about this report

3.4 Contact in the event of any questions about the report or its contents about this report; Credits

3.5 process for definition of content of report, including:— determination of importance— prioritisation of report— identification of stakeholders whom the organisation expects to make use of

the report

about this report; our approach

3.6 delimitation of report (e.g. countries, business areas, leased factories, joint ventures, suppliers)

about this report

3.7 details of specific limitations with regard to scope or delimitation of report about this report

3.8 Basis for reporting on joint ventures, subsidiaries, leased factories, outsourced com-panies and other entities which might significantly affect the comparability from one period to another and/or between organisations

about this report

3.9 data measurement methods and bases for calculations, including assumptions and methods based on estimations used in the compilation of the indicators and other information in the report.

about this report

3.10 explanation of effects of restatement of information mentioned in earlier reports and grounds for such restatements (e.g. mergers/takeovers, changes in basis year/interval, nature of business activities, measurement methods).

–

3.11 Significant changes from earlier reports with regard to scope or delimitation of report or measurement methods.

–

3.12 table stating place in which standard disclosures can be found in the report. details of page numbers or web links on which the following information can be found:— Strategy and analysis 1.1 – 1.2— profile of organisation 2.1 – 2.10— report parameters 3.1 – 3.13— governance, obligations and engagement 4.1 – 4.17— disclosure of Management approach for each category— Key performance indicators— other gri indicators included— other gri sector indicators included in the report

gri index

3.13 data measurement methods and bases for calculations, including assumptions and methods based on estimations used in the compilation of the indicators and other information in the report.

no external assurance

4. governance, obligations and engagement

4.1 governance structure of organisation, including committees under the highest gov-ernance board which is responsible for certain tasks such as definition of strategies or organisational management

Systematic

4.2 information as to whether the Chairman of the highest governance board also has another management position (and if so his or her position within the management of the organisation and the reasons for this arrangement)

www.coca-colahellenic.com

4.3 For organisations with a standard board structure, details of number of members of highest governance board who are independent and/or non-executive members


4.4 Mechanisms for shareholders and employees to bring recommendations or sugges-tions to the highest governance board


4.5 relationship between remuneration for members of highest governance board, senior management and other management (including severance arrangements) and organisation’s performance (including social and environmental performance)


4.6 procedures in place to avoid conflicts of interest among the highest governance board


http://www.coca-colahellenic.com





Annex GRI Index66


4.7 procedure for determining qualifications and experience of members of the high-est governance board with regard to following the directions of the organisation’s strategy regarding economic, environmental and social themes


4.8 internally developed statements on mission or on values, code of conduct and prin-ciples which are of relevance to economic, environmental and social performance and status of their implementation.

editorial; our approach; employees

4.9 procedures of the highest governance board for monitoring the identification and management of economic, environmental and social performance by the organisa-tion, including relevant risks and opportunities and following or observance of internationally agreed guidelines, codes of conduct and principles


4.10 procedures for assessment of the performance of the highest governance board, in particular with regard to economic, environmental and social performance


4.11 Statement as to whether and to what extent the principle of precaution is exercised by the organisation

our approach

4.12 externally developed economic, environmental and social charters, principles or other initiatives which the organisation endorses or supports

our approach

4.13 Membership of assocations (such as industrial associations) and/or national/interna-tional interest groups in which the organisation:— has positions on the governance board— participates in projects or committees— provides substantial funds beyond routine membership subscriptions— regards membership as a strategic tool

Memberships

4.14 list of stakeholder groups with which the organisation has opened up a dialogue Cooperative; Memberships; our seven priorities

4.15 Basis for identificaiton and selection of stakeholders with whom the organisation enters into contact

Cooperative; Memberships; our seven priorities

4.16 approach for involvement of stakeholders including regularity per stakeholder group


4.17 Key themes and issues that have emerged from the dialogue with stakeholders and ways in which the organisation has dealt with these key themes and issues, including reporting


5. Management

economy

eC2 Financial implications and other risks and opportunies for the organisation’s activi-ties represented by climate change

energy and Climate protection

eC4 Significant subsidies from the government no government assistance provided in the reporting period

eC6 principles, practices and share of jobs given to local suppliers in main factory loca-tions

Supplier relations

eC7 procedure for employing local employees and proportion of higher management in main factory locations recruited from the local community

62.5 %

eC8 development and impact of infrastructure investments and services provided mainly for the benefit of the public, in the form or financial or material services or activities for the common good

Social Commitment

environment

en3 direct energy consumption broken down by primary energy source energy and Climate protection

en4 indirect energy consumption broken down by primary energy source energy and Climate protection: energy Consumption and Co2 emissions

en5 energy savings made through rational energy use and improvements in efficiency energy and Climate protection: production; Fleet

en8 total water consumption broken down by source water: Source water protection; water efficiency




67


en11 location and area of any land in or adjacent to protected areas and areas of high scientific interest from the point of view of biodiversity outside protected areas which is owned by the organisation or leased or managed by it

vals gr

en12 description of major effects of activities, products or services on the biodiversity in protected areas and areas of high scientific interest from the point of view of biodiversity outside protected areas

water: Fundamental research at the St. paulsquelle spring

en16 totoal greenhouse gas emissions, direct and indirect, by weight energy and Climate protection: energy Consumption and Co2 emissions

en18 initiatives for reducing greenhouse gas emissions and reductions achieved water: waste-water treatment; energy and Climate protection: energy Consumption and Co2 emissions; production; Fleet

en19 emissions of ozone-depleting substances by weight energy and Climate protection: Chiller Cabinets

en21 total waste water output by quality and destination water: waste-water treatment

en22 total weight of waste by type and method of disposal packaging and recycling: waste and recycling

en23 total number and volume of significant unplanned discharges no incidents in the reporting period

en24 weight of waste classified as dangerous under the provisions of the Basel agree-ment annexes i, ii, iii and viii, which was transported, imported, exported or treated, and percentage share of transported waste that was sent away inernation-ally

packaging and recycling: waste and recycling

en26 initiatives for reducing the environmental impact of products and services and extent of measures for reducing such effects

water; energy and Climate protection; packaging and recycling

en27 percentage of sold products and packaging materials which are recovered by category

packaging and recycling: waste and recycling

en28 Sum of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations

no incidents of non-compliance or fines in the reporting period

en29 Significant environmental impacts from the transport of products and other goods and materials for use by the companies in the organisation and from employees’ travel

energy and Climate protection: Fleet

labor practices and decent work

la1 total workforce by nature of employment, employment contract and region employees

la2 total number and extent of employee fluctuation by age group, gender and region employees

la4 percentage share of employees covered by collective bargaining agreements. no employees covered by a collective bargaining agree-ment. exceptions are temporary employees for whom the temping agencies are responsible.

la6 percentage share of total workforce represented on official joint health and safety committees which monitor and advise on health and safety programmes.

discussion as part of ‘walk the talk’ and management meetings at the bottling plants in which the HSe officials also take part (employees: Health and Safety)

la7 number of injuries, occupational illnesses, working days lost and absences and total number of workplace-related deaths by region.

employees: Health and Safety

la11 programmes for qualification management and further training which contribute to employees’ continued ability to work and support them in the management of their career path.

employees: employee development; professional development and training

la13 Constitution of governance boards and breakdown of employees per category by gender, age group, minority group and other diversity indicators.

employees

la14 relationship of basic wage for men to that for women, by employee category employees

Human rights

Hr2 percentage share of significant suppliers and subcontractors which are inspected with regard to human rights, and measures taken

Supplier relations

Annex GRI Index68


Hr4 total number of incidents of discrimination and measures taken no incidents

Society

So2 percentage share and total number of business units which have been analysed with regard to risks of corruption

no specific assessments

So4 Measures taken in response to cases of corruption employees

So5 political stance and participation in developments in politics and lobbying Consumer Health: transparent nutritional information

So6 total value of financial donations and contributions in kind made to political parties, politicians and associated institutions, by country

no financial or contributions in kind in the reporting period

So7 total number of legal measures on grounds of anti-competitive conduct and breaches of cartel and monopoly laws, and the outcomes in each case

0

So8 Sum of significant fines and total sum of non-monetary sanctions for non-compli-ance with laws and regulations


product responsibility

pr1 life cycle stages at which the health and safety of products and services have been evaluated with regard to improvements, and percentage share of significant product and service categories subjected to such processes.

Consumer Health: Maximum product Safety;employees: Health and Safety

pr2 total number of incidents of non-compliance with regulations and voluntary codes of practice with regard to effects on health and safety of products and services, by type and outcome

no incidents of non-compliance in the reporting period

pr3 nature of legally required product and service information and percentage share of significant products and services subject to such requirements

Supplier relations; Consumer Health: transparent nutritional information and Maximum product Safety; packaging and recycling

pr4 total number of incidents of non-compliance with regulations and voluntary codes of practice with regard to the labelling and information given on products and services, by type and outcome

2010: adjustment of declaration on energy drink (Burn); improvement of date code legibility on disney by Cappy2011: no incidents of non-compliance in the reporting period

pr5 practices with regard to customer satisfaction, including resuls from surveys for determining customer satisfaction levels

Cooperative

pr6 programmes for compliance with laws, standards and voluntary codes of practice concerning marketing communications, including advertising, product promotion and sponsorship

Consumer Health: responsible Sales and Marketing

pr7 total number of incidents of non-compliance with regulations and voluntary codes of practice with regard to marketing communications, including advertising, product promotion and sponsorship by type and outcome

adjustment of an ad in a customer magazine

pr8 total number of justified complaints about breaches of data protection with regard to customers and loss of customer data

no incidents of non-compliance in the reporting period

pr9 Sum of significant fines for non-compliance with laws and regulations on the provi-sion and use of products and services


69

memberSHiPSOrganisation Funktion

Beverage trade Cooperation (geFaKo) Member

european Foundation for quality Management (eFqM) Member

Federation of the Swiss Foodstuffs industry (Fial) Member of the nutrition working group

gastrosuisse Member

gS1 Switzerland – competence centre for standards, logistics, supply and demand management

Member

ig Mineralwasser Member

igora (aluminium recycling) executive Board

international advertising association (iaa) Member

Öbu – network for sustainable business Member

operating group Solution for Beverages (Bglg) Founding Member and Chair of executive Board

pet recycling Switzerland (prS) Founding Member and executive Board member

Schweizer werbeauftraggeberverband (Swa) Member

Schweizerische arbeitsgemeinschaft für verbesserung-sprozesse (Sav-aSp)

Member

Schweizerischer Markenartikelverband promarca Member

Schweizerischer verband für Spital-, Heim- und gemeinschaftsgastronomie (Svg)

Member

Swiss advertising Member

Swiss association for environmentally Friendly drinks packaging (Svug)

Founding Member

Swiss association for quality (Saq) Member

Swiss Foundation for practical environmental protection (puSCH)

Member

Swiss Marketing association (gFM) Member

Swiss Media Member

total quality Management Forum Switzerland Member

verband Schweizer getränkegrossisten (vSg) Member

verband Schweizerischer Mineralquellen und Soft-drink-produzenten (SMS)

Member

wwF Member

in addition, we play an active role in various associations and organisations in the communities in which we are based and give a number of financial and product spon- sorships ( Social Com-mitment).

membershipsannex

Annex Key Links70

key linkSCoca-Cola HBC Switzerland ltd www.coca-colahellenic.ch

CocaCola Switzerland gmbH www.coca-cola.ch

Coca-Cola HBC Switzerland ltd customer portal www.cokeonline.ch

Coca-Cola Hellenic Bottling Company S.a. www.coca-colahellenic.com

the Coca-Cola Company www.thecoca-colacompany.com

Job dating day website of Coca-Cola HBC Switzerland www.jobdatingday.ch

Community of dietlikon in which we are based (production and distribution)

www.dietlikon.ch

Community of wangen-Bruettisellen in which we are based (Headquarters)

www.bruettisellen.ch

Community of Bolligen in which we are based (production and distribution)

www.bolligen.ch

Community of vals in which we are based (production) www.vals.ch

Community of Bussigny in which we are based (distribution)

www.bussigny.ch

Community of zizers in which we are based (distribution)

www.zizers.ch

global reporting initiative, gri www.globalreporting.org

greenhouse gas protocol, gHgp www.ghgprotocol.org

advisory Body on Climate Change, ocCC www.occc.ch


http://www.coca-cola.ch

http://www.cokeonline.ch


http://www.thecoca-colacompany.com

http://www.jobdatingday.ch

http://www.dietlikon.ch

http://www.bruettisellen.ch

http://www.bolligen.ch

http://www.vals.ch

http://www.bussigny.ch

http://www.zizers.ch

http://www.globalreporting.org

http://www.ghgprotocol.org

http://www.occc.ch

71

Body Mass index (BMi) the BMi is a measurement for assessing a person’s body weight in relation to their height. the normal weight range is between 18.5 and 25 kg/m2. values exceeding 25 are classified as overweight and those exceeding 30 are classified as obese.

Bottling installation production line where beverages are bottled.

Bottling plant plant in which Coca-Cola HBC Switzerland bottles its beverages.

Burnout Burnout syndrome is a state of extreme emotional exhaustion resulting in reduced performance.

Case Management Case Management is a specific procedure for the coor-dinated handling of complex social, health and insurance matters. Services to suit the individual need are provided in a systematically managed cooperative process so that goals and results can be achieved jointly.

CFC Chlorofluorocarbons, used as a refrigerant in some of our chiller cabinets. together with methane and nitrous oxide they are one of the most long-lived greenhouse gases and if they leak out or are disposed of improp-erly they destroy the ozone layer of the stratosphere. r12

Cip matrix automated cleaning of a closed system. when a bottling line switches to a different beverage the Cleaning in place Matrix is applied. the Cip Matrix determines what type of cleaning of the line must be carried out between the individual beverage filling processes.

Coca-Cola System all of the Coca-Cola organisations worldwide.

Cold drink operations Former Coca-Cola HBC Switzerland business unit responsible for managing chiller cabinets, vending machines and draught beverage systems including placement and maintenance. these tasks were out-sourced to an external service provider in the reporting year.

Consumers the people who consume our beverages Customers

Container all packaging used, e.g. 0.5 litre pet bottle and 0.33 litre glass bottle

Contract drivers logistics service providers who carry out transport jobs on behalf of Coca-Cola HBC Switzerland and who are assured of a fixed transport volume. Contract drivers use their own or hired vehicles and do not appear in Coca-Cola HBC Switzerland statistics. external drivers

Corporate Social responsibility (CSr) the term for an integrated company concept encom-passing all dimensions of sustainability which contains the company’s social, ecological and economic contri-butions towards voluntary fulfilment of its corporate responsibility which go beyond compliance with the statutory provisions.

GlOSSaryannex Glossary

Annex Glossary72

Culture fit term used in employee recruitment meaning the compatability of the candidate’s values and culture with those of the employer.

Customers Catering sector and retail businesses which sell our products to the Consumers.

draught beverage System used in catering for the direct dispensing of bev-erages (without bottles) whereby the beverage is filled directly into a drinking glass from a reusable keg.

drinking water water used in the production of the actual beverage process water

eMS energy Management System. eMS are used in our latest generation of chiller cabinets. they allow energy-efficient operation of the chiller cabinets.

energie-agentur der wirtschaft enaw (energy agency of the economy)

Swiss business organisation through which Swiss com-panies make a voluntary contribution towards meeting national climate targets. we have signed a voluntary target agreement with enaw as part of the so-called energy Model.

energy ratio Coca-Cola Hellenic group indicator for measuring the amount of energy in megajoules used to produce one litre of beverage (unit: MJ/lbp) waste ratio, water ratio

energy week europe-wide initiative to raise public awareness of energy efficiency and renewable energy topics, sup-ported by hundreds of companies in over 30 countries.

external drivers logistics service providers who carry out transport jobs at short notice on behalf of Coca-Cola HBC Switzer-land. these additional transport capacities, required particularly in summer, are sourced from the free market. external drivers use their own or hired vehicles and are not included in Coca-Cola HBC Switzerland statistics. Contract drivers

FopH Swiss Federal office of public Health

FSSC 22000 Food Safety System Certification 22000 is a standard for ensuring food safety in the production of foodstuffs.

g/lbp grams per litre of beverage produced waste ratio

gda nutritional Compass the gda nutritional Compass introduced in 2008 gives information on the calorie count and quantities of the four main nutrients per portion of a beverage: sugar, fat, saturated fatty acids and sodium.

greenhouse gas protocol the gHgp is the international accounting tool most widely used by governments and companies to describe, quantify and control Co2 emissions.

Hazard analysis and Critical Control points (HaCCp) the HaCCp concept is a preventative system to ensure the safety of foods and consumers.

HFC Fluorohydrocarbons, used as a refrigerant in our chiller cabinets. they are among the greenhouse gases.

HFHC HFC

HSe Health Safety & environment

incident Management & Crisis resolution (iMCr) the incident Management & Crisis resolution team is a group of specially trained managers from all areas of the company. if a serious incident occurs the team members are able to quickly initiate the necessary emergency measures in their business areas.

73

iSo 14001 the international environmental management standard iSo 14001 sets out the requirements for a company’s environmental management and is recognised world-wide.

iSo 9001 the iSo 9001 standard is the management system most commonly used worldwide and sets out the require-ments for a company’s quality management system.

Job dating day innovative recruitment tool used by Coca-Cola HBC Switzerland whereby people interested in working for the company can find out about the company and the positions available and meet Hr and departmental staff in a relaxed atmosphere through a series of ‘dates’.

Keg reusable keg

Kpi Key performance indicator: indicator to measure a specific unit of performance e.g. water ratio.

l/ lbp litre per beverage produced water ratio

led light emitting diode. describes an electronic semicon-ductor component which produces light. leds are more energy efficient and longer lasting than standard light bulbs.

lightweighting all measures taken to reduce the weight of beverage packaging.

MJ/lbp Megajoules per litre of beverage produced energy ratio

Mystery shopper people who are commissioned by the Coca-Cola Com-pany to make anonymous test purchases of the products in the market for the purposes of quality control.

non-governmental organisations all civil society players involved with a company as stakeholders.

obesity overweight Body Mass index

oHSaS 18001 oHSaS (occupational Health and Safety assessment Series) 18001serves as the basis for the certification of management systems in the area of safety in the workplace.

peg polyethylene glycol. a constituent of a traditional pet bottle.

pet polyethylene terephthalate is a member of the polyester family and consists of 100 % oil or natural gas. pet is crystal clear, lightweight, taste neutral and unbreakable and can be 100 % recycled with no loss of quality.

preform pet bottle preform which is thermically and pneumati-cally blown to the requisite shape and size by a blowing machine

process water water used in the bottling installations for cleaning or cooling but not used in the production of the beverages drinking water

r12 a chlorofluorocarbon ( CFC) still in use as a refrig-erant in several hundred Coca-Cola HBC Switzerland chiller cabinets.

reusable keg a vessel developed specially for industrial filling and for the bacteria-free storage of beverages.

Sar Sickness absence rate: indicator used by Coca-Cola HBC Switzerland to indicate days of absence due to illness or accident as a percentage of total working time.

Annex Glossary74

Shortneck pet bottle with a shortened neck and shallower cap launched in Switzerland in 2011.

Source water protection program (Swpp) the Swpp allows us to identify the risks and dangers associated with the water consumption of a bottling plant. Besides the environmental aspects, social aspects such as relationships with local water suppliers and other stakeholders are also analysed.

Stakeholders a person or group with a (legitimate) interest in the company’s business activities. Stakeholders are influ-enced by the company and/or have an influence on the company.

Sustainability in the Brundtland report of 1987, sustainable develop-ment was defined as follows: “Making development viable for the future means that the present generation satisfies its needs without jeopardising the ability of future generations to satisfy their own needs”. this guid-ing principle has been applied increasingly in the last few decades for responsible handling of resources and the long-term success of companies.

Syrup to make Coca-Cola, a simple syrup is prepared by mixing sugar and drinking water in a tank. a final syrup is then made from the simple syrup by mixing the concentrate with the Cola-specific ingredients in a second tank. the ready-to-drink beverage is produced in a third tank by adding carbon dioxide (carbonisation). Syrup room

Syrup room room in which the syrup is made.

valser Service valser Service ag is a Sales and distribution organisa-tion which supplies private households and business with Coca-Cola products. the former business unit was separated from Coca-Cola HBC Switzerland ltd in the reporting year for internal reasons. it is a wholly owned subsidiary of Coca-Cola HBC Switzerland.

valser Silence the latest mineral water in the range of Coca-Cola HBC Switzerland, which stands out for its relatively low mineralisation. it is drawn from the St. paulsquelle spring, 1,815 m above sea level.

vendor Managed inventory (vMi) vendor Managed inventory (vMi) is a logistical tool for improving supply-chain performance which allows the supplier to access the customer’s inventory and sales data.

waste ratio Coca-Cola Hellenic group indicator used to describe the volume of waste in grams generated by the production of one litre of beverage (unit: l/ lbp) energy ratio, water ratio

water ratio Coca-Cola Hellenic group indicator used to measure the volume of water in litres consumed to produce one litre of beverage (unit: l/ lbp) waste ratio, energy ratio

CreditS

our route to Sustainability – Coca-Cola HBC Switzerland ltd Sustainability report

text: Coca-Cola HBC Switzerland ltd, Bruettisellengraphic design: david Büsser – visual Conception, zurich (Cover in collaboration with Flavio Berther)printing: Südostschweiz presse und print ag, Chur

if you have any questions or comments please contact us by e-mail at [email protected]

Further information on the company and on the theme of sustainability can be found at www.coca-colahellenic.ch

this report is published in german, French and english in a small print run. in cases of doubt, only the german version is valid. the report is printed on recycled FSC-certified paper. the publication is climate-neutral. a carbon offset contribution has been paid to Swiss Climate in Berne and is being used to support a wwF ‘gold Standard’ certified biogas project in thailand.


http://www.davidbuesser.com

http://www.so-print.ch

mailto:[email protected]


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