Coca-Cola Enterprises operates in Western Europe, serving 170 million people across 7 countries. In 2011, they sold approximately 12 billion bottles and cans, or 620 million physical cases. Their new sustainability plan aims to deliver for today's commitments while inspiring sustainable change for tomorrow. Key focus areas include reducing carbon emissions, water usage, and improving sustainable packaging and recycling.

1. How can a drink build
a more sustainable tomorrow?
Corporate Responsibility
& Sustainability Report
2011/2012

2. About this report Contents
This is Coca-Cola Enterprises’ (CCE’s) seventh annual About this report Inside Front Cover
Corporate Responsibility and Sustainability (CRS) QA with John Brock and Hubert Patricot 02
Our business 04
Report. It replaces CCE’s 2010 CRS Report as the Our stakeholders 06
company’s most recent CRS disclosure and Innovation and collaboration 08
contains a full year of data from January 1, 2011 A low-carbon, zero-waste London 2012 Olympic
to December 31, 2011 for our business operations and Paralympic Games 09
covering seven European territories: Great Britain, Governance10
France and Monaco, Belgium, Luxembourg, the Energy and Climate Change 12
Netherlands, Norway and Sweden, and our offices Sustainable Packaging and Recycling 16
in the United States. It also includes some illustrative Water Stewardship 20
case studies and business activities from 2012. Product Portfolio 24
Community28
Active Healthy Living 30
For news on CCE’s sustainability initiatives and further Workplace32
resources, see our website:
www.ccesustainabilityplan.com Our targets 36
GRI Index and CEO Water Mandate Index 38
UN Global Compact Index and 2011 Awards 39
Assurance statement 40
Reporting boundaries Further detail of our emissions distributor of Coca-Cola products, CCE has www.ccesustainabilityplan.com
and standards by scope can be found online at developed a sustainability plan aligned
Our sustainability plan website provides
www.ccesustainabilityplan.com. with these seven focus areas. By delivering
further detail on our CRS commitments and
Unless otherwise indicated, the progress against the 37 targets in our plan,
The water use data in this report refers targets, a full GRI Index, progress updates
environmental and workplace data in this we support The Coca-Cola Company in
to production facilities, where we have and details of awards and events which
report covers all operations owned or attaining its own global goals and targets.
the greatest water use. All financial data have occurred since the plan’s launch.
controlled (production, sales/distribution, Each of our seven commitments is stated at
in this report is in US dollars, unless
combination sales/production facilities, the beginning of each chapter of this report Country reports: Each of CCE’s territories
administrative offices and fleet) by
Coca-Cola Enterprises (CCE). Our
otherwise stated.
This report has been verified by SGS (see
and a review of progress against each of
the 37 plan targets is on pages 36 and 37.
produces a Coca-Cola system report in
conjunction with The Coca-Cola
How can a drink build
workplace, community and carbon data
includes our offices in the United States.
page 40) and is aligned with the Global
Reporting Initiative (GRI), self-assessed
at level B+. The report also serves as our
Our sustainability plan was built during
2011 following significant consultation
Company, giving local examples of
how CCE’s CRS commitments are being
brought to life in our communities. These
a more sustainable tomorrow?
Our carbon footprint is calculated in with a wide range of stakeholders. This
Communication on Progress (COP) for the reports can be found online at each of
accordance with the WRI/WBCSD
Greenhouse Gas Protocol and we use an
United Nations Global Compact (UNGC)
and the Water Stewardship chapter
report has also been shaped by the input
we received – each chapter answers a
question posed by a third party at our
the following websites: By creating a sustainability plan
that will enable us to…
operational consolidation approach to Great Britain:
serves as our COP-Water, as part of
determine organizational boundaries. roundtable events – showing how we www.cokecorporateresponsibility.co.uk
our endorsement of the UNGC CEO
For example, our carbon and energy data are listening and responding. www.cokecce.co.uk
Water Mandate.
includes only the distribution impacts of
deliver, lead
France:
beverages that we distribute but do not
www.coca-cola-entreprise.fr
produce, such as Ocean Spray products. Material information –
Data is consolidated from a number of
Materiality
where to find it Belgium and Luxembourg:
sources, including our manufacturing www.cocacolabelgium.be
facilities, fuel use information, estimated Coca-Cola products are made by over
CCE’s CRS programs are communicated Netherlands:
cold drinks equipment energy use, and is 300 bottling companies worldwide on
in a variety of publications:
and innovate.
analyzed centrally. Our baseline year is behalf of The Coca-Cola Company, www.coca-colanederland.nl
2007 and our emissions are independent which creates and markets brands and This report Norway:
of any greenhouse gas trades. trademarks, and manufactures syrups Provides an overview of CCE’s progress www.coca-cola.no
and concentrates. Coca-Cola Enterprises against our commitments in 2011 and our
Under the Protocol, we measure our is one of the licensed, independent bottling ambitions for the future. It includes Sweden:
emissions in three ‘scopes’: companies which purchases these items information on our business, our www.coca-cola.se
and produces and packages beverages governance and management of CRS, our
• Scope 1 The Coca-Cola Company
to sell and distribute to retail and wholesale stakeholders and the work we are doing
The fuel we use for manufacturing, our Provides many sources of Coca-Cola
customers. Our relationship with The in each focus area. It contains a summary
own fleet of trucks, vans and cars, and system sustainability information.
Coca-Cola Company influences the way GRI Index and indices showing our
our process and fugitive emissions In particular, its website, www.
we work, our spheres of responsibility and compliance with the UN Global Compact
• Scope 2 how we determine our material issues. thecoca-colacompany.com, contains
and its CEO Water Mandate.
The electricity we use at all our sites corporate codes and policies which
The Coca-Cola system has determined Online inform CCE’s own approach to CRS.
• Scope 3 seven material sustainability focus www.cokecce.com Its 2010/2011 Sustainability Report,
The electricity used by our coolers and areas, which make up its Live Positively www.thecoca-colacompany.com/
vending machines at our customers’ framework. These are a result of work and Our corporate website provides further sustainabilityreport/index.html, contains
premises, our business travel by rail and consultation over many years. Each has a detail on some of our initiatives, our a summary of the global Coca-Cola
air, and the fuel used by our third-party set of global measurable targets. As the governance structure and corporate system sustainability work.
distributors. Western European manufacturer and CRS policies.
www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 01

3. QA with John Brock and Hubert Patricot
What does our new sustainability plan
mean for CCE?
The plan sets out our new sustainability vision, QA with John Brock
and Hubert Patricot
Q/ What is new in the
sustainability plan?
we want to lead our industry in
the two focus areas where we
Q/ How have you ‘delivered
for today’ in 2011?
Q/ So how will a drink build
a sustainable tomorrow?
commitments and targets. It demonstrates how John Brock (Chairman A/ John Brock: We’ve defined,
believe we can make the biggest
difference – Energy and Climate A/ Hubert Patricot: We reduced A/ John Brock: We’re learning
we’ll grow our business while we build a more and CEO) and Hubert Patricot,
(Executive Vice President
for the first time, our vision for
CRS at CCE. We want to build
Change and Sustainable
Packaging and Recycling.
the carbon footprint of our
business operations by around
that the answer is a journey not
a destination. We’ll continue to
sustainable tomorrow. and President, European a sustainable tomorrow – and 70,000 tonnes CO2e (8.4 percent) embed CRS into our organization,
Group) discuss our 2011 to do so we have set seven Q/ How will you innovate from 2010, while growing our in everything we do. We’ll follow
CRS achievements, future commitments and 37 challenging for the future? volume by 3.5 percent. This is part our plan to meet the goals we’ve
plans and challenges. and measurable targets which of an overall 10 percent decrease set and we’ll work with others to
we aim to achieve by 2020. A/ Hubert Patricot: Our plan in emissions from our 2007 innovate when we don’t know all
Q/ What was your greatest We have developed three opens new opportunities for us baseline. We are also working the answers. In this, our first CRS
Corporate Responsibility and strategic priorities around three to work with a wide range of hard to drive down the amount Report since its launch, we hope
Our strategic priorities Sustainability (CRS) achievement themes which are core to making stakeholders, building on strong, of water we use to make our to show you how we are already
in 2011? our vision reality – Deliver, Lead existing partnerships with the products. We used an average delivering for today and inspiring
and Innovate. UN Global Compact and its CEO of 1.43 liters of water to produce for tomorrow.
Deliver for today A/ John Brock: In September Water Mandate, and generating one liter of product, down from
On our commitments and targets 2011, we produced a new A/ Hubert Patricot: We’ve also new alliances to create innovative 1.48 liters/liter in 2010.
sustainability plan – ‘Deliver set stretching, value chain-based solutions and drive thought
for Today, Inspire for Tomorrow’, goals which address some of leadership. We want to harness John Brock: We have also started
the next milestone on our CRS the bigger issues that society as the power of our own employees to address impacts related to the
Our sustainability vision
Lead the industry journey. Over the last two a whole faces. And we’ve said to generate new ideas and we raw materials we purchase. In a
In Energy and Climate Change and years, we have examined how are already working with our joint venture with ECO Plastics, we
Sustainable Packaging and Recycling leading companies should suppliers to encourage them to have built a new recycling facility,
We will deliver for today, growing engage on societal issues reduce carbon and launched a ‘Continuum’. This is one of the
a low-carbon, zero-waste business, and the ways in which we can ‘Carbon Challenge’ in 2011. biggest plastics reprocessing
and inspire and lead change for a Innovate for the future
continue to embed sustainability facilities in Western Europe. It will
more sustainable tomorrow. in everything we do. This A/ John Brock: Innovation and recycle the packaging from every
Opportunities for innovation, collaboration plan is our new roadmap to partnership will become even Coca-Cola product consumed
and partnership becoming an increasingly more important over time, at the London 2012 Games later
sustainable company. particularly in the context of the this year.
macroeconomic challenges we
Q/ How did you build the plan? continue to face in our operating Q/ What is in store for 2012?
environment. On issues such as
A/ Hubert Patricot: The strength public health and climate change A/ Hubert Patricot: Our stretching
of the plan is in the stakeholder we are determined to be part environmental goals mean that
input we sought every step of of the solution. we must better understand and
the way. While we have a strong measure the impacts of our value
CRS foundation, after becoming chain. We’ll be working hard with
a wholly European business, our suppliers to identify and
we wanted to listen again to the reduce these impacts, focusing
expectations of our stakeholders first on carbon.
to understand how we can lead
in sustainability. They told us to A/ John Brock: We’ll also be
embed CRS deeper into the heart looking for ways to innovate
of our business, to take further for the future, and are looking
responsibility for impacts which forward to showcasing how we
extend into our value chain, ‘deliver for today’ on a world stage
and to be more visionary and at the London 2012 Olympic and
innovative. The plan sets out a Paralympic Games. We’ll be
framework in which we can do a key part of the most sustainable
all this – and more. Games in history, using
environmental technologies such
as biogas trucks, encouraging
consumers to recycle and offering
John Brock Hubert Patricot unique opportunities for
(left) (right) representatives from our
Chairman and CEO Executive Vice President communities to be part of
Coca-Cola Enterprises, Inc. (CCE) and President, European Group this amazing event.
Coca-Cola Enterprises, Inc. (CCE)
02 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 03

4. Our business
Where we operate Our manufacturing and distribution process
1.43ltr
Average amount of
water used to make
1 liter of product.
Serving 170 million people Our business has environmental
FIGURE 1 — Territories of operation FIGURE 3 — Our manufacturing and distribution process
across seven countries in Key and social impacts across the
Western Europe, Coca-Cola life cycle of our products, from Percentage
Enterprises (CCE) is one of the CCE European the sourcing and use of raw emissions
world’s largest independent Headquarters materials and ingredients, Value chain process (estimated)1 Impact
bottlers of Coca-Cola beverages. Country head offices to the manufacturing of our
13,250
Bottling plants Our supply chain
We operate in Great Britain, products and their disposal.
France, Monaco, Belgium, Ingredients: Ninety-five percent of our products are made
Luxembourg, the Netherlands, The goals we have set in our from concentrates supplied by our brand owners. The rest
Norway and Sweden. Number of employees. sustainability plan focus on are finished products that we distribute. We purchase sugar 17%
reducing our impacts at each directly; our low-calorie sweeteners are already contained
Our business stage of our value chain and in the concentrates we buy. We also purchase juices, mineral
waters and carbon dioxide to make our products, and are Ingredients
Our operations have making a positive difference to
working with our suppliers to reduce the carbon and water
achieved growth in volume and the communities in which we
impacts of these raw materials.
operating income for the last six operate. Figure 3 shows the
consecutive years. In 2011, we sold different impacts of our business Packaging: Our packaging materials – aluminum, steel, PET
approximately 12 billion bottles at each stage of the value chain, plastic (virgin, recycled and plant-based), cardboard and shrink 47%
and cans (or 620 million physical and identifies where, in the wrap – come from a range of approved suppliers. We are
cases) across our territories, remainder of this report, you can working with these suppliers and innovating within our own
and generated approximately read about how we are seeking business to reduce the impacts of the packaging materials we Packaging
$8.3 billion in revenues and to reduce them. We have directly put onto the marketplace.
7
$1.1 billion of operating income. focused on measuring and
reducing our operational impacts
We remain a public company, and the impacts we can control, Our business
incorporated and headquartered such as emissions from our Manufacturing: We use water and energy (gas and electricity)
in the United States and publicly
traded on the New York Stock
cold drinks equipment. Our
sustainability plan will require
in our manufacturing sites to produce our beverages. We 8%
are focused on increasing our operational efficiencies and
Exchange under the symbol CCE. Number of countries innovation, collaboration and minimizing our waste. Additionally, as an employer of Manufacturing
In May 2011, we announced CCE’s of operation. partnership with suppliers and approximately 13,250 people, we provide jobs and pay taxes
secondary listing on the NYSE customers to identify ways to in the countries and communities in which we operate.
Euronext in Paris. reduce impacts across our
Distribution: The distribution of our products uses fuel, so we
8%
17
value chain.
are looking for new, low-carbon ways to get our products to
Our products
market. We are investigating new low-carbon fuels and ways
CCE manufactures and distributes to optimize our distribution network and are working with Distribution
some of the most popular third-party hauliers to reduce our impacts.
beverage brands in the world.
Cooling and selling our products: Our wide range of
The foundation of our business products reflects the changing needs and demands of our
is the world’s most recognized
brand, Coca-Cola, alongside
consumers across our territories. Refrigerating our products
uses energy, so we are increasing the efficiency of our coolers 21%
Diet Coke, Coca-Cola light, Number of on our customers’ premises.
Coke Zero, Fanta and Sprite, as manufacturing sites.
well as a growing range of water, Refrigeration
juices and juice drinks, sports
drinks, energy drinks and FIGURE 2 — Coca-Cola Enterprises: Key Statistics The marketplace
ready-to-drink teas. One of our
strategic business priorities is to Manufacturing Carbon footprint Water use ratio Key — our areas of impact Product Portfolio: Our wide range of products reflects the
be number one or a strong Territory Employees sites (‘000s metric tonnes CO2e) (liters to make 1 liter product) changing needs and demands of our consumers across
number two in each of these our territories.
Belgium Luxembourg Energy and Climate Change
categories. The Coca-Cola 2,500 3 92 1.65
Company is our primary strategic Sustainable Packaging Recycling: Our empty packaging becomes waste unless it is
France 2,970 5 115 1.32 collected for recycling, so we are working to increase recycling Included in
partner. While beverages owned and Recycling
Great Britain rates across our territories, which in turn will help us to packaging2
4,580 6 4151 1.31
by The Coca-Cola Company and Water Stewardship generate more material which we can turn into new bottles.
its affiliates represent more than Netherlands 830 1 107 1.42
Recycling
90 percent of our volume, we Norway Product Portfolio Community: Coca-Cola is a local product, made by local
1,380 1 20 2.232
distribute several brands for people and we have strong links with our communities. We
Sweden 830 1 15 1.89 Community
other franchise partners, such aim to make a positive difference wherever we manufacture
as Capri Sun and Ocean Spray. USA and sell our products.
160 0 6 n/a Active Healthy Living
TOTAL 13,250 17 769 3 1.43 Workplace
1. Great Britain is our largest market and has carbon-intense electricity. 1. We have modeled emissions for ingredients and packaging using industry average conversion factors linked to our own
2. N orway’s water use ratio is higher as we use water to wash our refillable plastic bottles. procurement data for each raw material. This value chain footprint has not been audited by third party independent verifiers.
04 3. Column does not add to 769,000 tonnes CO2e as a result of rounding. www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 2. A s a result of packaging carbon footprint methodologies. 05

5. Our stakeholders
Q/ “Will CCE deliver the sustainability plan alone or We then convened a group of Continuing engagement and
Key 2011 Partnerships
$3.6bn spent with over 16,000
will you seek partnerships?” 25 key stakeholders from across partnership with thought leaders,
suppliers in 20111.
our countries of operation to NGOs, suppliers, customers and
Stefan Crets advise us how to develop our many others will be fundamental While all our stakeholder
Executive Director, CSR Europe goals and programs further to to achieving the stretching goals groups are important, we have
ensure leadership. Their counsel, we have set and in helping us focused our CRS engagement
A/ “Listening to and working with a wide range of along with benchmarking studies innovate for the future.” on our employees and on
stakeholders was key to the development of our
sustainability plan in 2011. Once we had stated our
ambition – to be the leader in Corporate Responsibility
and advice from regular advisors
and internal experts, pushed us
to develop the vision, plan and
framework as well as the
Laura Brightwell
Senior Vice President,
Public Affairs and
subject matter experts who
have been able to provide
valuable insight into how we
can improve our efforts.
#1
ranking in Advantage
and Sustainability within the food and beverage commitments and targets which Communications, CCE Group customer
satisfaction survey in
industry – we drafted new commitments and targets. now guide CRS at CCE.
Great Britain, France,
Belgium and the
Netherlands in 2011.
FIGURE 4 — Working with Stakeholders to shape our Sustainability Plan Awards Recognition Academics and Investors, shareowners Media and social media Suppliers
thought leaders and analysts
What they said… Characteristics of leading What we did… In 2011, CCE was ranked #1 in the We have provided input into a number of In addition to announcing a secondary We have enhanced the use of our social We spent more than $3.6 billion with over
sustainability companies food and beverage industry for the academic studies. We have shared our listing on the NYSE Euronext in Paris, media pages to tell our CRS story, and 16,000 suppliers in 2011. Of this, 74 percent
third consecutive year in experiences on embedding sustainability we completed our sixth submission carried out a virtual sustainability panel was spent in our countries of operation
Set new goals focusing on the seven most material issues
A holistic approach, taking Newsweek’s Green Rankings, and
into our company with Ashridge Business to the Carbon Disclosure Project and discussion to launch our sustainability and 86 percent within the EU. We expect
for our business and reaching into our value chain School. We have also explained the ways our third application to the Dow Jones plan. This was a discussion about building all our suppliers to adhere to our Supplier
broad responsibility
also ranked higher than any other we use communication to collaborate Sustainability Index. We continue to sustainable value chains and was Guiding Principles (SGPs), a set of
US consumer goods company. This with supply chain stakeholders on be a member of the FTSE4Good Index. broadcast online so that our stakeholders standards that includes health and safety,
Developed a new vision for CRS at our company – “We will deliver
Having a compelling vision year we also became the first soft sustainability initiatives with researchers CRS also forms a regular part of each could engage in dialogue with our human rights, labor, environment and
for today, growing a low-carbon, zero-waste business, and at Brunel University. presentation we make to financial leaders in real time. At the same time, we business integrity. We also incorporate
for sustainability drinks company to receive the
inspire and lead change for a more sustainable tomorrow.” analysts. launched a new website – environmental criteria into our Supplier
Carbon Trust Standard award www.ccesustainabilityplan.com – which Relationship Management process, which
Renewed commitment from our Chairman and CEO to focus (see page 15). provides all the details of our sustainability covered 80 percent of our 2011 spend with
Strong leadership
on sustainability leadership that ensures we meet external plan, and will aim to seek dialogue with suppliers. We held our second Supplier
expectations and drive CRS throughout our business stakeholders using social media. Sustainability Summit for our top 60
suppliers to investigate ways to work
Included ‘Innovate for the future’ in our framework as a strategic FTSE4Good
Development of innovative solutions together to encourage innovation
priority for CRS at CCE throughout our value chain.
Set commitments and targets which require us to measure
Leading-edge aspirations sUPPLIER CARBON
and reduce impacts outside the scope of our own operations
CHALLENGE 2011
Encouraged ongoing stakeholder input during the development
Transparency
of our sustainability plan, which was launched to a wide variety
of stakeholders
Designated two ‘leadership’ focus areas for our business on
Focusing on material issues
which we will aim to lead the industry: Energy and Climate
Change and Sustainable Packaging and Recycling
Challenged ourselves to build an ‘Innovate for the future’ platform
Collaborating and networking Leadership networks Employees Customers Non-governmental
through collaboration and partnership
As part of our commitment to organizations
reduce our carbon footprint
We have been invited to join the EU In 2011, we continued our partnership We have over one million customers, We are a signatory to the UN Global
across the value chain, we Corporate Leaders Group on Climate with the University of Cambridge ranging from small independent retailers Compact and its CEO Water Mandate,
Launching our
launched a ‘Carbon Challenge’ Change to communicate the support of Sustainability Leadership Programme to large international chains. Our strategic and work closely with the International
sustainability plan
for 129 of our suppliers at our business for the European Union to and conducted two additional courses for business priority is to be their most valued Business Leaders Forum (IBLF). In 2011,
move to a low-carbon society. In 2012, more than 50 members of CCE’s senior supplier, so we are constantly examining our Chairman and CEO, John Brock,
Supplier Sustainability Summit in
Our sustainability plan was we will join SustainAbility’s Engaging management. In 2012, we will continue and improving our distribution methods, engaged with the IBLF to inform its work
2011. Suppliers were surveyed Stakeholders network of peer our partnership, focusing on embedding our customer service processes and our on embedding sustainability leadership.
launched to a wide range
about their carbon emissions companies dedicated to advancing CRS into our commercial decision-making. internal operating systems to ensure we We have also entered into a water
of stakeholders through a
attributable to their supply to transparency and accountability. We also held our fourth ‘CRS in Action are meeting their needs. We set annual replenishment partnership with the
virtual panel discussion in Week’, engaging in community and targets for customer satisfaction and World Wildlife Fund (see page 23)
CCE and their responses
September 20111. environmentally focused activities measure our performance using surveys and we maintain a wide range of
have allowed us to evaluate from sporting challenges to clean-up such as those by the Advantage Group, relationships with national NGOs such
their carbon impact and events across all our countries (see pages which assess suppliers on factors as those involved in packaging recovery
carbon performance. Over 28 and 31). We are planning another week including category development, customer (see page 19).
of action in 2012. service, innovation and logistics. In 2011, we
the coming months, we’ll be
were rated the leading consumer goods
using these results to work company in Great Britain, France, Belgium
with our suppliers and identify and the Netherlands. This was the first time
areas of best practice and in which our French business unit achieved
this #1 ranking.
methods for reducing the total
carbon emissions.
06 1. Watch our launch video at www.ccesustainabilityplan.com www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 1. Excluding concentrate spend. 07

6. Innovation and collaboration A low-carbon, zero-waste
London 2012 Olympic Paralympic Games
Q/ “What will be demanded of any company Figure 5 — Our Innovation Framework Q/ “What is Coca-Cola doing to make these
in 2020 is significantly greater than what is Games the greenest ever?”
demanded now. How is CCE going to innovate
to meet these challenges – in its supply chain A/ “CCE is partnering closely with The Coca-Cola
and its own business?” Company to help deliver the most sustainable
Games yet. Our unique contribution as a bottler
John Gummer
Former UK Environment Secretary and Chairman, Sancroft society
will focus on making the Games low-carbon
International and zero-waste, working with our suppliers
and using state-of-the-art technologies and
A/ “We’ve made ‘Innovate for the future’ one of innovative concepts to encourage our consumers
industry
our strategic priorities in our sustainability plan. to recycle.“
We know we don’t have all the answers, so we John Brock
want to collaborate and partner with others who Chairman and CEO, Coca-Cola Enterprises, Inc.
can help us to find ways of working and thinking
to address the global challenges we all face.”
Hubert Patricot
Executive Vice President and President, A zero-waste Games A low-carbon games
European Group, Coca-Cola Enterprises, Inc.
• At all London 2012 venues, • Every Coca-Cola cooler installed
packaged Coca-Cola products in an Olympic or Paralympic
will be served in 100 percent venue will be HFC-free and
recyclable plastic bottles which energy efficient and will use
will contain up to 25 percent LED lighting. After the London
Innovate for the future Our industry recycled content. 2012 Games, these will be
DELIVER/INSPIRE SPOTLIGHT
We are commercializing installed in customer premises
We are developing our framework new technologies which have • In addition, Coca-Cola,
across Europe.
around the concept of innovation wider industry-related benefits. Diet Coke and Coke Zero
that benefits our company, our Working with partners, we will be served in PlantBottle™ • We will deliver products to
industry and society as a whole. have tested and helped to packaging containing up to London venues from our
While our business has already bring biogas trucks to market 22.5 percent plant-based environmentally friendly !#$%'()*+,-./012,3$4516,,,7,,,789#:9$#7$,,,7;7;
contributed technologies and (see page 14). We’re also material, and up to 25 percent warehouse, known as ‘Voltaic’.
ways of working that benefit exploring how a zero-carbon recycled PET (rPET). This includes low-carbon
each of these three areas, we manufacturing site might features such as solar PV cells
• We aim to reprocess every
know there is more we can do. operate. and solar water heating, sky
piece of clear PET plastic waste
For example: lights and motion-sensor
that is recycled at the London
Society lighting, a ground source Images (clockwise from top):
2012 Olympic and Paralympic
Our company We are working to become heat pump and a rainwater
Vincent Strivay Games, and to use that material Biogas trucks
harvesting system.
We continually innovate within our thought leaders in recycling,
Coordinator, Technical Training to make new bottles within six recycling: Recycled PET staff uniforms will be used –
© 2012 The Coca-Cola Company. All rights reserved. Coca-Cola and the design of the Coca-Cola Contour Bottle are registered trade marks of The Coca-Cola Company.
own systems and processes to particularly through finding weeks. The plastic will be • We will use 14 biogas trucks similar to those used at the 2010 Vancouver
Chaudfontaine, Belgium
drive efficiency and effectiveness.
We are installing equipment such
innovative ways to encourage
consumers to recycle. With the
Delivering: Vincent was the
re-processed at ‘Continuum’,
our joint venture plastics
to deliver to our customers in
the London area during the
it’s a team Winter Olympics (pictured)
Branded signage
as monitoring and targeting
systems which save energy and
Carbon Trust we examined the
concept of ‘Personal Carbon
winner of an award in the
‘Effectiveness, Efficiency and
reprocessing facility (see
page 18).
London 2012 Games. These are
powered by methane from a
event Bins made from post-consumer waste
Voltaic warehouse is equipped with
water on our production lines Allowances’ and how these could landfill site in Surrey and each
Innovation’ category at CCE’s • We will encourage visitors to environmentally friendly technologies
(see pages 12-15 and pages 20-23). be measured and implemented has a carbon footprint less than aims to turn every
2011-2012 internal ‘ICON’ London 2012 to recycle their soft drink bottle you recycle
We encourage our employees to – work which could have half that of a typical diesel truck.
Awards for repairing a labeling empty packaging. Recycling in this venue into a new
share their ideas for innovations implications for wider society We will incorporate these trucks
machine in an innovative way bins will be provided around the one within six weeks
with us via our ICON Awards and across our territories over time. into our fleet after the Games.
at our Chaudfontaine site. park and we will use fun ways
we have introduced new plant-
based packaging through However, we know there is Innovative thinking: encouraging to prompt people to recycle. • Together, our Voltaic warehouse
consumers to recycle (top) Inspiring: Thanks to Vincent’s and our biogas trucks mean
technologies such as PlantBottle™ more to do. Over the coming • All of our staff uniforms and
Our innovative recycling concepts work, the number of line that the carbon footprint of our
across our territories (see page 17). year we will further develop such as Swap for Swag have won our signage around the park
interruptions due to this distribution system for the
our ‘Innovate for the future’ awards for their creativity. will contain as much recycled
machine dropped from 7.5 London 2012 Games is cut by
strategy and find ways in which material as possible.
PlantBottle™ (above) to just 2.5 percent between one third.
we can innovate to meet our We have introduced new packaging
own needs – and needs beyond technologies such as PlantBottle™
April and June 2011 – saving
the business $93,600.
enjoy
nd the design of the Coca-Cola Contour Bottle are registered trade marks of The Coca-Cola Company.
across our territories.
those of our own business.
another
opening
08 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 09
ceremony

7. Governance
CCE’s vision is to be the best social importance to our business. risk management processes. CRS is one of the performance Figure 7 — CE operational
C Figure 8 — ur CRS Governance structure
O
beverage sales and customer Outputs from these meetings Risks that could affect our objectives that determine the structure
service company. Our Operating influence our own internal policy business and financial results are variable compensation of ELT
Framework is our roadmap to and decision-making. disclosed in the Form 10-K in our members. In addition, the CCE CRS Board
CCE Board of Directors Committee
long-term, profitable growth company’s Annual Report and development process for any Chairman: John Brock
and Corporate Responsibility Our CRS Advisory Council is a in quarterly financial reporting. major project, product or new
and Sustainability (CRS) is a key cross-functional body of senior CRS is one of the 49 risks on investment now takes account
component of this framework. managers who chair steering our register and includes risks of its impact on our CRS Executive Leadership Team (ELT) Coca-Cola EU/Group/
groups for each CRS focus area. relating to adverse weather and commitments. CRS is built into Chief Executive Officer CRS Board
It meets five times a year to review global climate change. Other the business plan of each Executive VP and President, European Group
Our governance structure progress, discuss challenges risks include global health and business unit and CCE maintains Executive VP and Chief Financial Officer
and identify the future direction wellbeing trends, health and a five-year, long-range plan SVP, General Counsel and Strategic Initiatives
We’re committed to doing and priorities for CRS at CCE. safety, the cost and availability for CRS. SVP, Public Affairs and Communications
CRS Advisory Council
business responsibly. As a Reporting to the CRS Board of raw materials, procurement SVP, Human Resources
result, we strive to maintain Committee, the Council is chaired and supplier management, SVP, Chief Information Officer
CRS leadership in the food and by Laura Brightwell, Senior Vice ethics and compliance, Environmental Steering Committee
beverage industry and to embed President of Public Affairs and governance, reputation,
CRS into our everyday decision- Communications. and business interruption. Operating Leadership Team (OLT) Energy and Sustainable Water Product Active Healthy Workplace
making processes. Includes General Managers and support Climate Packaging and Stewardship Portfolio Living and
Supporting our CRS Advisory The top 19 risks from the list of DELIVER/INSPIRE SPOTLIGHT functions. Support functions are also represented
Change Recycling Community
throughout the business units.
Our strategy is guided by the Council is a network of CRS 49 are allocated to specific
CRS Committee of the Board of managers and an Environmental board committees and the
CCE business units
Directors, which meets five times Stewardship team that manages members of the Executive Internal CRS Network/Engaging Business Unit Leadership
a year to review progress against quality, environment, safety Leadership Team (ELT) responsible Great Britain France
our sustainability plan targets and and health across our operations. for those committees. As the ELT
CCE CRS Board Committee, (pictured above, from left to right), Curt Welling, President and Chief Executive, Americares Foundation; Phoebe
to discuss emerging CRS issues. Members of this team also member responsible for CRS, Benelux Wood, Principal, Companies Wood and former Vice Chairman, Brown-Forman; Cal Darden, former Senior Vice President, US Operations, United
Norway and Parcel Service, Inc. (Committee Chair); John Brock; Chairman and CEO, CCE; Véronique Morali, Chairman of Fimalac Développement and Vice
The Committee is chaired by participate in the Global Laura Brightwell is accountable Sweden Chairman, Fitch Group, Inc.; Laura Brightwell, Senior Vice President, Public Affairs and Communications, CCE.
Supply Chain
Cal Darden, former Senior Vice Coca-Cola Environment and for CRS and health and wellbeing
President, US Operations, United Safety Council. risks. In 2012, we will introduce
Parcel Service, Inc. Our leadership an Enterprise Risk Council,
team also participates in The responsible for ensuring that
Coca-Cola Company’s European Risk management and all risks are understood,
System CRS Board, a pan- business planning considered in decision-making Ethics and compliance The Code also forms the compliance was developed. This email the Ethics and Compliance
European leadership group which and appropriately handled cornerstone of our Ethics and will be rolled out in 2012, focusing office directly. All reported
includes other Coca-Cola bottlers. Social and environmental risks and mitigated. This council At CCE, our culture of ethical Compliance program and ensures initially on the Code of Business incidents are investigated and
This group meets bi-annually to are treated as strategic business will report to the ELT and the behavior is guided by the RIGHT we comply with the US Foreign Conduct, insider trading and the all activity is reported to the
Janice Piacente
evaluate policy on matters of risks and are assessed annually Audit Committee of the Board Way model of ethical values – our Corrupt Practices Act and the UK Bribery Act. All employees Audit Committee of the Board
Chief Compliance and
strategic environmental and as part of our standard enterprise of Directors. actions, decisions and behavior recent UK Bribery Act. In 2011, we with access to e-learning will of Directors. Serious breaches
Risk Officer
must always demonstrate respect, introduced a Bribery Act toolkit to receive the training via their are discussed by ‘The RIGHT
integrity, good judgment, honesty educate managers on compliance computers, while non-computer Call’ committee, a new,
Delivering: The core part
Figure 6 — Operating Framework and trust. and to provide managers with the users will be reached through site cross-functional group of
of my role is supporting CCE’s
tools to educate their teams. Also visits and presentations. All CCE senior leaders.
employees in upholding the
Our revised global Code of in 2011, we established a new, employees will receive this training
highest standards of ethics and
Vision Business Conduct is based on global anti-corruption policy with refresher courses at least
integrity – nurturing a culture
these values and outlines the which also applies to all our every three years. Further training Management systems,
Be the best beverage sales and customer service company where people do the right thing.
behavior we expect of every interactions with third parties – on specific compliance risks will policies and standards
‘Best’ means: As a key part of my team, the
employee. It identifies 12 guiding suppliers, contractors and agents also be introduced in 2012; for
Being #1 or strong #2 in every category in which we compete Internal Control Group helps us
Strategic priority: Grow value of existing brands and expand our Product Portfolio principles, such as promoting – supplementing the standards example, a new handbook and The Coca-Cola system has
to strengthen our monitoring
An effective relationship with
health and safety in the we expect of suppliers which training program for employees to recently moved from its own
SUSTAINABILITY IS OUR BUSINESS
CORPORATE RESPONSIBILITY AND
Being our customers’ most valued supplier systems and further supports
Strategic priority: Transform our go-to-market model to improve efficiency and effectiveness workplace, complying with are detailed in our Supplier help them comply with European management systems to ISO
alignment with our Code of
Establishing a winning and inclusive culture anti-corruption laws and Guiding Principles. Competition Law. standards. Notably, 16 out of 17
The Coca-Cola Company
Strategic priority: Attract, develop and retain a highly talented and diverse workforce Business Conduct and policies.
upholding our environmental production facilities now comply
Drive consistent, long-term profitable growth commitments. The Code is one CCE’s Compliance and Risk For our Code of Business Conduct with ISO 14001, ISO 9001, ISO
Inspiring: This integration of
of the ways we comply with the function monitors compliance with to be effective, employees must 22000 and OHSAS 18001. We’re
World-class capabilities ethics, risk management and
ten universal principles of the UN the Code of Business Conduct and feel confident in raising concerns working to certify other non-
• Revenue growth management • Supply chain • Sales and customer service controls monitoring provides a
Global Compact which CCE signed provides training, communication or questions without fear of production facilities. Guiding our
real opportunity for the creation
in 2007. It is published on our and change management related retaliation. CCE has an Ethics management systems is a series
Executional excellence every day of a world-class system of
website and intranet and we to the Code and other key risks. and Compliance hotline for of overarching corporate policies
effective checks and balances,
inform all new employees of In 2011, all training procedures reporting suspected breaches which cover a range of issues
Values underpinned by a strong
the Code during their induction. were reviewed and a three-year of the Code. Employees are from environment to equality
• Accountable • Customer focused • Team driven ethical culture.
training curriculum on ethics and also encouraged to speak to and diversity. These are available
their manager or to call or at www.cokecce.com.
10 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 11

8. Our energy and climate achieved by improving our energy district heating depends on Edmonton and Wakefield plants,
change strategy management and deploying local conditions, we are Great Britain. We are also
energy-efficient technologies. investigating its implementation investigating the possibilities
To date, we have focused on at other CCE sites. of further installations at our
reducing carbon emissions Energy management Marseille plant, France and our
from our own operations – the In 2011, we moved from training Combined Heat Power (CHP) new head office in Uxbridge,
manufacture, distribution and and planning for carbon Our plant at Wakefield in Great Great Britain.
cooling of our products. To build reductions to improving our Britain is investing in a CHP
a low-carbon future, we must take carbon management, establishing solution that will enable it to Wind
District responsibility for emissions within
the entire value chain. As a result,
accountabilities and reporting
lines and rolling out best practice
produce electricity from natural
gas and then reuse the heat
During 2011, we tested a
70 meter-tall wind mast at
heating in
in 2011, we announced a new across the business. generated in this process on site. Northampton, Great Britain,
commitment to reduce carbon and will review its effectiveness
emissions throughout the value A key part of this is our Solar photovoltaic in 2012. We are also developing
Norway
chain and ensure that the average introduction of monitoring and In 2011, we installed solar plans for wind turbines in
carbon footprint of our products targeting (MT) systems which photovoltaic panels on the roof Gent, Belgium, and Dongen
is a third less in 2020 than it are now widely installed on of our new green distribution in the Netherlands.
was in 2007. production lines and energy- center at Heppignies, Belgium
In 2011, our plant in Norway was
intensive equipment. They show (below). In early 2012, we installed
connected to a district heating facility,
Our new strategy will require us how efficiently we’re using further panels at our Sidcup,
fueled by wood chippings. Connection
examining our business in a energy and help cut energy use
to the district heating facility gave
more rigorous way and reducing and therefore carbon emissions.
a significant reduction in the use of
emissions at six key stages – Over time, we will link our MT
its fuel and its carbon emissions.
ingredients, packaging, with business systems, such
manufacturing, distribution, as SAP, to improve our carbon
refrigeration and recycling – management further. The first
in collaboration with suppliers MT-SAP link was implemented
and other stakeholders. this year in Dongen in the
Leading We’re still at the start of this
journey. In this year’s reporting,
Netherlands (see page 23).
In addition, we are working to
Energy and Climate Change we’ll continue to concentrate on
emissions from our own core
certify our manufacturing sites
to the new energy management
business with the aim of widening standard, ISO 50001, as a way
our scope in coming years. of strengthening our site energy Solar panels on the roof of our new green distribution center in Heppignies, Belgium.
Our Commitment Q/ “As CCE has ambitious growth plans, management practices. In
November 2011, our Wakefield
We will reduce the carbon footprint of the drink
how will it decouple its business growth Reducing our core plant in Great Britain became
Energy-efficiency improvements
in your hand by a third by delivering carbon from emissions growth?” business emissions the first in the global food and
We’re developing and rolling out best-practices and energy-
reductions throughout our entire value chain. beverage industry to achieve this
Sandrine Dixson-Declève, efficient technologies and ensuring our sites implement them
In 2011, we invested $23 million certification, followed by our plants
Director, The Prince of Wales’s EU Corporate Leaders Group on consistently. These include:
of capital expenditure in carbon in Chaudfontaine, Belgium, and
Introduction Climate Change and EU Office, University of Cambridge Programme reduction projects. While a key Dunkirk, France. This year, we • Bottle blower We are installing ceramic reflectors in the ovens
for Sustainable Leadership focus has been on our cold drinks also became the first soft drinks used to heat our pre-formed bottles and reducing the amount
We believe that climate change, caused by equipment, we’ve also invested company to receive the Carbon of compressed air needed to blow the bottles. In these ways
man-made greenhouse gas emissions, is the
greatest threat to our planet. There is an urgent
A/ “From 2010 to 2011, we grew our volume in improving efficiencies in Trust Standard award we can reduce the energy used in our bottle blowers by around
manufacturing and distribution. (see page 15). 20 percent.
need for a step-change to achieve not only the by 3.5 percent and reduced our emissions
significant emission reduction targets we have • Boiler upgrade/replacement We are replacing older steam
set but also a low-carbon future.
from manufacturing, distribution and the Renewable energy
boilers with new hot water boilers or efficient steam boilers,
Manufacturing We’ve set a target of sourcing
cooling of our products by 8.4 percent. Our 35 percent of the energy we
as appropriate.
new commitment to reduce the carbon Around 80 percent of our use in our manufacturing from • Detection and repair of compressed air leaks We are
carbon emissions from our renewable or low-carbon sources continuing our work to repair leakages in our compressed air
footprint of the drink in your hand by a third manufacturing and distribution by 2020. We already have several systems across our sites and embedding this work into our
raises the bar even higher and we must now
35%
sites come from electricity and sites and projects making use of maintenance routines.
focus on accurately understanding our value gas. Our new target is to halve renewable energy; in Sweden we
• Ambient filling We are investing in new fillers which work
the carbon emissions involved in have been using 100 percent
of our energy from
chain emissions and identifying reduction making a liter of product between energy from renewable sources
at ambient temperatures so we don’t have to cool down the
beverage to fill the package.
manufacturing will come strategies with our suppliers.” 2007 and 2020 by driving since 2008.
from renewable sources efficiencies in our facilities and • CO2 vaporization We buy liquid CO2 for carbonation and must
by 2020. Nick Collins investing in renewable energy. District heating vaporize it to add it to our drinks, which traditionally requires
Vice President, Cooler Services and Chair, Energy and Climate Change Our Norwegian and Swedish heat. We are implementing alternative solutions, alleviating the
Steering Group, Coca-Cola Enterprises In 2011, we used six percent less sites use district heating fueled need to apply heat and instead using the cooling effect of the
energy in our manufacturing by biomass. District heating is vaporizing gas to help chill the water we use.
operations than in 2007, our where businesses and homes use
• Adiabatic cooling Our air compressors require cooling and
baseline year – 541,803 megawatt a centrally generated source of
we are moving from standard, energy-intensive cooling towers
hours (MWh), down from 577,018 heat – a technique that provides
towards adiabatic coolers which use less energy and water.
MWh. This reduction has been significant efficiencies. Although
12 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 13

9. Energy and Climate Change — continued
Distribution • Alternative fuels • Emission ‘caps’ • River transport Working with our FIGURE 10 — cold
DELIVER/INSPIRE SPOTLIGHT
In Great Britain, we trialed a We’ve reduced emissions from Our 2011 trial in the Netherlands customers in France to drinks equipment
Transporting our products biogas-powered vehicle, fueled our corporate car and van fleet by demonstrated good results and reduce carbon in – environmental
Wayne Boden Delivering: I was proud to Cold drinks equipment –
generates a relatively small part by treated landfill gas in 2011. introducing CO2/km caps for our we are continuing discussions distribution technology roll-out
environmental technology roll out
Senior Manager, Environment, manage the process of
of our carbon footprint, but we’re Results included well-to-wheel list of cars, offering eco-friendly with our river transport provider
Great Britain. preparing CCE’s application for
keen to identify opportunities to CO2e reductions of up to 60 models to our employees and to review future possibilities. Backhauling requires complex
the Carbon Trust Standard, an 100
reduce emissions further. percent, improved air quality and choosing energy-efficient vans. logistics and information-
award scheme that recognizes
noise-level benefits. This initiative We’re also testing electric cars to Backhauling and network sharing with our customers.
companies that demonstrate
Reducing emissions from our was awarded the Low Carbon better understand if they may be optimization So far, we have established
effective carbon management.
own fleet Fuel Initiative of the Year by the suitable for our needs. This year we have expanded arrangements with three major
The 12-week assessment period
Low Carbon Vehicle Partnership our backhauling systems in customers for some delivery
• Alternative technologies included an audit of our carbon %
and we have invested a further Reducing emissions from Great Britain, Sweden and France, routes and we are looking to
In 2011, we introduced three footprint data and two site
$2.71 million to run 14 of these third-party vehicles requiring significant flexibility within expand these in 2012. We have
additional ‘Eco-Combi’ trucks visits to Clamart in France and
vehicles for the London 2012 Most of our deliveries are made by our own operations and smooth also been working with French
to our existing fleet in the Edmonton in Great Britain to see
Games. In the Netherlands, we third-party hauliers with whom we execution. As a result we have cut supermarket Monoprix to
Netherlands, bringing the carbon management in practice. 0
have introduced the first larger work closely to save road miles and 1,580 deliveries and removed achieve our joint environmental
total to eight. These reduce EMS OFU LED Vendor
heavy-duty biogas trucks. In reduce CO2e emissions. Joint 390,000 road miles. objectives. In 2011, we started
emissions per pallet by 20 Inspiring: In October 2011, CCE doors lights Program-
Paris, France, we are delivering projects in 2011 included: using a green, dual-fuel truck ming
percent. In January 2012, we became the first soft drinks
our GlacÉau vitaminwater™ in The process of network to deliver our products to the % Eligible fleet fitted
introduced a more efficient • Trialing dual-fuel HGVs company to receive the award,
electric vehicles. In Sweden, we optimization continues to reduce store’s distribution center in
dual-fuel (diesel-biogas) Based on the successful trials obtaining the best-ever score % Eligible fleet remaining
have changed from using fossil carbon emissions by making Paris, reducing our carbon
version which will reduce of dual-fuel 40-tonne vehicles, out of 675 companies.
fuels to using biodiesel in our our distribution more efficient. emissions on this route by
emissions by an estimated we have agreed with a supplier
trucks, with the goal of running Developing more production 25 percent.
35 percent per pallet. We that it will purchase 20 of these
90 percent of all our Swedish and storage capacity at key sites
are looking to develop vehicles in order to deliver our
fleet on this biofuel. is minimizing our long distance
our dual-fuel fleet further, products to the Olympic Park Our cold drinks equipment • ore efficient lighting
M New coolers Reducing emissions
freight, especially in France and
particularly in France • Driver training during the London 2012 Games. We continue to replace the We have high standards for the across our value chain
Great Britain.
(see page 15). Following successful trials in 2011, At the end of 2011, we had standard fluorescent lighting new coolers that we buy and
• Road to rail
we are rolling out ‘eco-driving’ approximately 581,000 pieces of in our coolers and vendors install in our customers’ premises. Increasingly, we’re working with
In 2011, we have continued
training to our drivers in Great cooling equipment (coolers, vendors with long-life LEDs, which can We no longer buy open-fronted our stakeholders to reduce the
to increase our use of rail
Britain and Belgium. We’ve also and fountain machines) in the be up to 80 percent more units and all new coolers with carbon footprint of our value
transportation in France. In
installed computers that record marketplace, operated by CCE efficient. Around 14,500 LEDs a capacity of over 250 liters chain. As we report on pages
Sweden, we increased the
how a vehicle is being driven customers on their own premises. were fitted in 2011. now come with our EMS device 16 to 19, we’re making solid
use of trains from our long
so drivers can improve their As the largest source of carbon pre-installed. progress in reducing emissions
distance co-packers. • nergy management devices
E
fuel-saving techniques. emissions from our core business, from the manufacture of
Our intelligent EMS-55 device
we have made significant Removing HFCs packaging materials and in
recognizes patterns of use and
FIGURE 9 — Our carbon footprint investments in our cold drinks fleet Hydrofluorocarbon (HFC) boosting recycling rates to save
responds by shutting off lights
over the last few years. refrigerants are greenhouse more energy. As a further step,
and adjusting temperatures
gases that can be harmful to the we recently challenged each of
CCE supply chain CCE operations when the cooler is not being
Existing coolers environment if they leak or are our suppliers to measure their
(1.3m metric tonnes CO2e – estimated)1 (769,000 metric tonnes CO2e) opened regularly. This can
We continue to make existing released when equipment is own carbon footprints and work
reduce the cooler’s energy
Ingredients Packaging Operations and Distribution and Selling – cooling coolers and vendors more efficient. disposed of incorrectly. To prevent with us to develop carbon
consumption by up to 35
commercial sites business travel and vending In total, we retrofitted or refurbished leakage, our equipment is reduction plans (see page 7).
percent. In 2011, we fitted
54,000 units of equipment in 2011. maintained to high standards by Through wider and deeper
28,000 EMS devices, so that
The addition of Norway and our technical centers and field collaboration with suppliers,
32 percent of our coolers and
Sweden to our business added a engineers. We also have systems customers and others, we intend
18 percent of our vendors now
fifth service center in Sweden, which in place for safe disposal and we to be a catalyst for change
% CCE core business have this device. We aim to
– – 23% 21% 56% we will extend in 2012 to refurbish no longer purchase equipment throughout the chain. In 2012,
emissions install a further 24,000 in 2012.
equipment in both countries. that contains HFC insulation. we aim to establish systems
In 2012, we will introduce the and processes which will allow
% CCE value chain 17% 47% 8% 8% 21%
We’re making our existing coolers EMS-25 device for smaller We aim to purchase 100 percent us to calculate emissions and
emissions
more efficient in a number of ways: units. This can also save up HFC-free coolers from January reductions across our whole
(estimated) to 35 percent of the cooler’s 2013. In 2011, approximately value chain.
• Fitting doors
For more information on our carbon footprint and energy use — Our carbon footprint 2007–2011 energy use. 82 percent of all our new cooler
www.ccesustainabilityplan.com By fitting doors to our large,
(‘000s metric tonnes CO2e) purchases were HFC-free.
open-fronted coolers, we can • Programming our
Total 853 891 854 840 769 reduce their energy use by up vending machines
Other cooling innovations
Operations and to 50 percent. We’ve fitted new Certain models of our vending
We’re constantly looking at
commercial sites doors to 49 percent of our total machines can also be
Cold drinks equipment new ideas and opportunities for
open-fronted cooler fleet and aim programed to save 30 percent
CCE fleet reducing the carbon footprint of
to reach 90 percent of the fleet by of energy used. In 2011, we
Third-party distribution our cooling equipment. We plan to
Other (including
2014; the remaining 10 percent programed 4,600 machines.
trial an energy-saving solution for
business travel) are models we will phase out
the units used to cool fountain
over time. We’ll then start to fit
drinks in venues such as pubs
doors to our 14,000 smaller,
and cinemas.
open-fronted ‘impulse’ coolers.
1. We have modeled emissions for ingredients and packaging using industry average 2007 2008 2009 2010 2011
conversion factors linked to our own procurement data for each raw material. This
value chain footprint has not been audited by third party independent verifiers.
Our HFC-free, energy-efficient
14 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 cooler with LED lighting. 15

10. In 2011, we used a total of 384,521 • Developing ultra-light film in that each bottle includes 25 percent steel we can use in each can is
tonnes of packaging materials of Great Britain, France, Belgium, recycled PET (rPET). The resulting around 50 percent. We continue
different types across our countries the Netherlands and Sweden. material looks, functions and to work with our can suppliers
of operation. recycles like traditional PET but has to improve recycling rates and
• We are also using Diamex
a lower carbon footprint. increase the amount of recycled
technology to reduce weight
material we use.
in our labels and will save
Our sustainable PlantBottle™ for selected products
86 tonnes of material annually,
packaging strategy was introduced in Norway and Levels are lower for PET as the
once implemented.
Sweden in 2010 and CCE rolled it market for rPET is less developed.
We estimate that our packaging out across all territories in 2011 to We have invested $7.75 million in
In 2012, we’ll continue to reduce
currently accounts for 47 percent our popular 500ml PET Coca-Cola, an rPET joint venture (see page 18)
the amount of plastic in our bottles,
of the carbon emissions in our Diet Coke and Coke Zero products. and in 2011, we allocated $440,000
concentrating on our 500ml bottles
value chain. Reducing this carbon This PlantBottle™ packaging of our CRS capital expenditure to
for still and sparkling drinks and
footprint means reassessing contains up to 22.5 percent technology linked to rPET. This
our 1 liter bottles. We will also
our packaging from design to plant-based material. As a result, enabled us to reach an average
lightweight can ends in Great
In March 2011, we disposal and making better we’re now using more recycled and of 22.5 percent rPET in our PET
Britain, based on the success of
partnered with Asda in Great use of natural resources. biomaterial in our PET packaging packaging across all territories
our work in the Netherlands.
Britain to offer a free recycling box – and using it on a larger scale – in December 2011. We continue
made from rPET to consumers buying Our goal is to set the standard than any other beverage bottler in to invest to meet our target of
Using less secondary packaging
Coca-Cola products to recycle at home. As in low-carbon, sustainable Europe. 25 percent rPET by 2012.
A successful trial in 2010 indicated
part of the promotion, shoppers talked to packaging. To this end, CCE will
it was possible to remove the
CCE employees in the store and were use renewable and reusable In December 2011, the Coca-Cola Sustainable secondary
cardboard trays from cases of
encouraged to make a recycling materials, and make sure all Company announced an packaging
small PET bottles. The new
commitment in our ‘recycling tunnel’. our bottles and cans are easily agreement with three leading Most of the cardboard we use is
trayless format was rolled out in
Eighty-eight percent of those surveyed recyclable. We’ll continue to biotechnology companies to made from recycled sources, but
Great Britain, Antwerp in Belgium,
afterwards said they were using the innovate and to look at every develop and commercialize the needs to be mixed with a small
and the Netherlands in 2011 and
box for recycling aspect of packaging from design, second generation of PlantBottle™ portion of virgin cardboard. In 2011,
the process will continue in France
at home. weight and recycled content to packaging made from 100 percent we ensured that all our cardboard
Leading
and Belgium in 2012. Once
renewable materials and the biomaterial. The possibility of suppliers are certified to Forestry
completed we will save 4,481
recycling process. Our work to making both the MEG and the PTA Stewardship Council (FSC)
tonnes of corrugated cardboard
make our packaging more components from plants before standards and the vast majority
Sustainable Packaging and Recycling sustainable will help us to achieve
our commitment to reduce the
a year (14 percent of the total used
by our business).
2020 will mean we can lead the
industry away from materials
of the virgin cardboard content in
our packaging is now from
carbon footprint of the drink in based on fossil fuels and set FSC-certified sources. We continue
your hand by a third. new standards of sustainability to work with our suppliers towards
Using sustainable materials
Our Commitment Q/ “An important issue in Europe is getting in our packaging. full FSC certification for virgin
material across all product lines.
We will set the standard for sustainable young people to recycle. How is CCE working Using less material
A crucial step in developing
We anticipate that the best
sustainable packaging is to make
packaging, achieve zero-waste in our on this?” sure that our raw materials come
solution environmentally will be FIGURE 11 — Our 2011
operations and recycle more packaging Through a process we call a combination of plant-based PET
from sustainable, renewable packaging footprint
than we use. Elizabeth Reiss lightweighting, we’re constantly and rPET, minimizing the amount
Ethicity, France sources.
redesigning our packaging to of virgin materials. We’re currently Materials used Tonnes
reduce its weight without developing our carbon analysis
Introduction PlantBottle™ – plastic from Aluminum 54,582
A/ “We’ve set an ambitious new goal to compromising its quality. This
plants
systems to be able to identify the
enables us to use less material blend that will give us the lowest Steel 49,175
Packaging ensures the quality of our drinks recycle more packaging than we use and while also cutting costs and
Although PET (the plastic we use for
carbon footprint in the future. By
and enables us to deliver them safely to our our bottles) is widely recycled, the PET 125,858
customers and consumers. It can be carbon-
are working in a variety of ways to increase reducing our carbon emissions.
virgin product still comes from
2020, we intend that all PET bottles
will contain a combination of Glass 76,269
intensive in its manufacture and too often ends awareness of the need to recycle and to Lightweighting our bottles
non-renewable fossil fuels. We’re
plant-based material and rPET.
up in landfill, despite the fact that nearly all our looking for ways to make PET from Other (primary) 15,646
packaging materials can be recycled. We want
make it fun. Our festival recycling program and cans
renewable materials instead and
As part of our carbon reduction Using recycled materials Secondary and tertiary 62,991
to change this pattern and have established is a great example of this, and we intend to commitments we aim to reduce
have made excellent progress in
We have committed to using
packaging
recent years.
Sustainable Packaging and Recycling as a do much more in this space.” further the amount of material we more recycled aluminum, steel, Total 384,521
leadership focus area.
use. In the past year, we avoided glass and plastic in respective
Patrick McGuirk PET is made up of two components,
the use of 1,835 tonnes of packaging formats by 2020.
Director, Recycling and Chair, Sustainable Packaging and Recycling MEG (30 percent by weight) and
packaging materials across our
Steering Group, Coca-Cola Enterprises PTA (70 percent). Since the
business. Recent initiatives include: Using recycled materials
introduction of PlantBottle™
reduces our carbon footprint: for
• Reducing the weight of our technology by The Coca-Cola
example, it takes 95 percent less
500ml PET bottles from 24.7g Company, we can replace MEG
energy to produce recycled
to 21.7g in Great Britain, France with chemically identical
aluminum than aluminum from
and Belgium. plant-based material. Launched
bauxite ore, and it takes around
in 2009, the first generation of
• Lightweighting our can ends 60 percent less energy to produce
PlantBottle™ packaging is a 30/70
in the Netherlands. rPET than the virgin product. Given
blend of plant-based MEG and
current availability, the maximum
virgin PTA. We have also ensured
level of recycled aluminum or
16 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 17 17

11. Sustainable Packaging and Recycling — continued
recycling pledge and have the • Support for industry-led COLLECTION AND SORTING Packaging recovery
recycling at our FIGURE 12 — RECYCLING THE CCE WAY picture loaded onto Facebook. communication campaigns We believe we should lead the
own sites
Recyclers could also be In Great Britain, CCE is the first To reduce the amount of packaging effort to raise recovery rates in
photographed with the Olympic branded manufacturer to join sent to landfill, especially in each of our countries of operation.
We’re working to recover Educate and inspire consumers Champion and influence Invest in strategic recycling
to recycle more often improvements to existing infrastructure partnerships Flame as a result of Coca-Cola’s the Metal Matters scheme run Great Britain and France, we’re We work closely with national
and recycle waste materials
collection schemes role as official recycling sponsor by the aluminum industry investing and working with others recovery systems such as FostPlus
from our own sites and to
of the London 2012 Olympic and campaigning organization to develop recovery infrastructure in Belgium, Nedvang in the
encourage recycling by our
Paralympic Games. On-site Alupro. This scheme helps and boost recovery rates. In Netherlands, Eco-Emballages
employees. We have recently
recycling points at each event local authorities run targeted particular, we want to work with in France, Returpak and REPA in
invested in improving
collected more than 300,000 communications campaigns policymakers and regulators to Sweden, Norsk Resirk and Rentpak
recycling solutions at our
used plastic bottles and over to encourage households to improve household recycling in Norway, and WRAP, DEFRA
offices. We also recovered
the course of 2011 we connected recycle metals. The scheme has programs and make them simple and Valpak in Great Britain. On
99.6 percent of all the waste
with a total of 4.7 million delivered exceptional results to understand and use. a smaller scale, we’re involved in
generated at our facilities
Consumer behavior Collection Reprocessing consumers. with increases in recycling rates local programs such as our Recycle
in 2011 and we’re looking
of around 14 percent in the areas As a board member of the Zones and are working with others
to minimize the waste At all events, our booths and
Disposal Sorting Re-use where it is run. French national recycling system, to help build the packaging
recycling areas were powered
Eco-Emballages, we continued to recovery infrastructure.
we produce in the first place. by portable solar panels to • Local partnerships
minimize their carbon footprint. CCE has a number of support the scheme during 2011 in
partnerships with retailers, cafes its ambitious aim of achieving a
Our recycling strategy Making our packaging Old-to-new plastic bottles in six weeks: Our Continuum • Programs with major 75 percent recycling rate in France. RE-USE AND REPROCESSING
and fast-food outlets in areas
For any package to be recycled, it recyclable Recycling joint venture customers
such as tourist locations and city
must be recyclable. Our recycling Partnerships with retailers We also continued our dialogue Our research on consumers’
centers. In 2011, we added
strategy is focused on ensuring In 2011, we modified our are an excellent way to reach with policymakers in Great Britain, attitudes to recycling showed
recycling solutions to a number
our own packaging is recyclable Sprite Zero and Powerade shoppers and influence their encouraging ministers to increase householders are more likely to
of these partnerships in Belgium,
and on working with trade bottles in Great Britain and recycling behavior at home. recycling targets. We remain recycle if they understand what
providing our own ‘Boost Zone
associations to encourage wider our GLACÉAU vitaminwater™ This year we ran programs committed to ensuring a higher happens to the materials they
recycling solution’.
recyclability in the industry. At the bottles in Great Britain, with ASDA and Carrefour. recycling target for the industry collect. It is essential to have a
same time, we aim to play a wide France and Sweden to make • TV advertising in France and to playing our part in achieving credible domestic infrastructure
• Recycle Zones
role in supporting the recycling of an extra 2,275 tonnes of Using our marketing and it. We are members of Recoup, in place which can take collected
Our Recycle Zone program
packaging when the consumer material recyclable. We aim advertising to promote the plastics industry’s association materials and reprocess them for
installs branded bins in public
has finished with it, working in to do the same for other sustainability, we ran a TV promoting the collection and reuse in our packaging so we can
areas such as shopping
three key areas: packages in the future. advertising campaign in recycling of plastics. We are tell consumers about it.
malls and transport hubs for
France to encourage also leading contributors to
consumers to recycle their
1. Consumer behavior consumers to recycle. the UK Government’s Advisory At present, recycling rates vary
consumer behavior bottles and cans. During 2011,
and disposal: Committee on Packaging Plastics by material and we find it hard to
and disposal we introduced a high-profile
We’ll use our brand marketing In 2012, the London Olympic and Taskforce. The role of this obtain high-quality, food-grade
Zone at Disneyland Paris and
to continue influencing consumer In 2011, construction began on Continuum Recycling, our joint Paralympic Games will provide organization is to support rPET to increase the recycled
In partnership with our customers others are being developed at
behavior, educating and venture with ECO Plastics in Great Britain. Our $7.75 million major opportunities to spread the government, local authorities content of our PET packaging. We
and other stakeholders, we’re the O2 Arena in London and the
inspiring people to recycle investment, when operational, will extend ECO Plastics’ existing recycling message. We plan to and waste management have a long-term strategy to boost
using our brand marketing to Scottish Exhibition Conference
more often. We’ll collaborate operations to become the biggest plastic bottle reprocessing mount promotions during the companies to meet ambitious supplies, especially in Great Britain
encourage recycling, especially Center in Glasgow. By the
with customers, consumers, facility in Western Europe. Continuum Recycling will produce Games at the Olympic Park and targets for the collection of plastics. and France. By helping to build the
in Great Britain and France, year-end, we had more than
suppliers and local authorities 25,000 tonnes of recycled PET (rPET) annually, more than to promote recycling beforehand infrastructure in these countries,
where less than 55 percent of PET 140 Zones in France and
to do so. doubling the amount of high-quality rPET currently produced at every city celebration as the we aim to generate enough rPET
bottles are recycled. Initiatives in Great Britain.
in Great Britain. Olympic Flame travels across to meet our target of 25 percent
2011 included:
2. Collecting and sorting: Great Britain. recycled material in all our bottles
In markets with high packaging • Festivals and events As a result, CCE in Great Britain will be able to meet its target by 2012.
recovery rates, we’ll continue In France, we ran a campaign to use 25 percent recycled PET, in all its plastic packaging by
to support existing collection to encourage event-goers to the end of 2012. The rPET produced will help save over 33,000
schemes. Where recovery rates enter a competition and make tonnes of CO2e per year, the same as removing over 15,000 deliver/inspire SPOTLIGHT
are lower, we’ll champion a recycling pledge on Facebook cars from the road. The site will also feature a fifth CCE
improvements to national to win an Emeco 111 Navy education center to teach students about the importance of Claire Deuchar Inspiring: We removed 3g
collection schemes. Chair made from 111 recycled recycling. The new facility will open in Lincolnshire in May 2012, Associate Director, of packaging from nearly
plastic bottles. creating 30 additional jobs. It will process collected bottles into Commercialization, Uxbridge, every 500ml bottle produced
3. Re-use and reprocessing: In Great Britain, we brought new Coca-Cola bottles in as little as six weeks and will be able Great Britain by CCE, so they now weigh
By 2020, we aim to ensure our ‘Swap for Swag’ recycling to recycle all soft drinks bottles from the London 2012 Olympic 21.7g compared to 24.7g in
that the amount of packaging initiative to six major events, and Paralympic Games. Delivering: I lead a team of 2010. Our work to improve
collected and reprocessed including the V Festival and the commercialization project the recyclability of Limonada
through national recycling Notting Hill Carnival. At each managers who innovate packaging in France, and
infrastructure and our own venue, our ‘Swap for Swag’ packaging across the Coca-Cola GlacÉau vitaminwater™
initiatives is greater than the activation encouraged system. In 2011, we continued and Powerade in Great Britain,
amount of packaging that we festival-goers to exchange the journey to reduce the carbon means that we will achieve
ourselves use. We will achieve used bottles for T-shirts, rain footprint of our packs by our commitment to provide
this target by investing in ponchos, picnic blankets and lightweighting initiatives, only packaging that is
recycling and reprocessing other rPET ‘swag’. We also set increasing rPET in all PET packs completely recyclable at the
infrastructure. up booths made of recycled and introducing the ‘trayless’ London 2012 Games.
bottles where visitors could be program, removing cardboard
photographed making a on small PET bottles in Great
Britain and the Netherlands.
Festival recycling
18 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 19

12. Our water stewardship government agencies and protective clay above the In 2011, we demonstrated strong
strategy community organizations, these aquifer and reduce the risk progress at our Morpeth plant in
SVAs have led to the development of contamination by surface Great Britain. Acquired in 2008,
Becoming a water-sustainable of Source Water Protection Plans pollution. This zone will Morpeth produces Abbey Well,
operation involves four elements: (SWPPs) for each production site. also contribute to the the official natural mineral water
competitiveness of the of the London 2012 Olympic and
• Protecting our water sources
We’ve now begun a process of North Brabant province, Paralympic Games, and the plant
for our operations and
reviewing and updating each where high-quality has placed special priority on
communities.
plan on a two-year cycle. In these groundwater is of major reducing its water use ratio. The
• Reducing the amount of water second iterations we aim to economic importance. site mapped and analyzed its
we use by becoming more encourage greater community water consumption, installed
water-efficient. and stakeholder involvement sub-metering to monitor water
in the plant and its water Reducing our water use use accurately on daily and
• Recycling the water we use
protection plan. weekly time frames, reviewed
by ensuring it is treated and
As a drinks manufacturer, water its cleaning processes, optimized
returned to the environment • Our first SWPP at Clamart,
is a core ingredient of our its rinse water consumption, and
at standards supporting France in 2009 focused on
products. Our total consumption raised employee awareness
aquatic life. internal issues, reducing
in 2011 was 9.4 million m3, down of saving water. As a result,
technical water supply risks
• Replenishing the water that from 9.5 million m3 in 2010. Morpeth’s water use ratio
and addressing issues of water
goes into our beverages in reached 1.24 liters/liter in 2011
quality and quantity. The actions
River areas of water stress or where
water quality may be an issue –
detailed in this first plan have
now been completed and the
While we cannot reduce the
volume of water in the product
(down from 1.74 in 2010) and is
on course for 1.2 in 2012.
cleanup in our case in Flanders,
Belgium, South East England
SWPP has been revised to focus
on the plant’s engagement with
itself, we can try to use less in
our cleaning and manufacturing Across CCE, we’ve set a 2012 water
CCE Volunteers clean up the and around Marseille, South processes. We’re making use ratio target of 1.4 liters/liter.
the local community. The plan
River Cray near our facility East France. progress. Over the past six years, Looking further ahead, our target
now includes a program to
in Sidcup, Great Britain, we’ve increased our production for 2020 is an average water use
ensure the site receives visits
during CRS in Action week by around 15 percent but ratio of 1.2 liters/liter across our
Delivering
from schools and local officials,
in 2011. Protecting our managed to reduce our water entire business.
and is helping to ensure that the
water sources use by around six percent1. Our
plant’s environmental and
operations in France and Great These are challenging targets,
Water Stewardship We work hard to preserve the
long-term quality of our water
community work is externally
understood by stakeholders.
Britain remain the most water-
efficient in the global Coca-Cola
especially as it becomes more
difficult over time to keep reducing
sources and to minimize our • In parallel to revising its SWPP, system. In Great Britain, we have our consumption. The task is
impact on local communities our plant in Dongen, the signed the Federation House made harder by the increasing
Our Commitment Q/ “Water scarcity and quality are key issues and ecosystems. We draw less Netherlands, has signed an Commitment, which aims to use of all-natural ingredients in
than 22.5 percent (2.1 million m3) agreement with the province reduce overall water use across some of our products such as
We will set the standard for water efficiency, not just for your company but for other water of our water from on-site wells, of North Brabant to set up a the food and drink sector by Fanta in Sweden, which means
establish a water sustainable operation and users and for the environment. How will you all of which are licensed by 25-year groundwater protection 20 percent by 2020. Our we must use a different process.
minimize water impacts throughout our entire government. The remaining zone. The aim is to protect continuous progress in driving Similarly, our growing range of
value chain. use innovation and improved performance 77.5 percent (7.3 million m3) of groundwater quality and efficiency puts us firmly on track flavors calls for more cleaning of
standards to reduce water-related risks that the water we use comes from quantity and ensure its to meet this target. our lines between batches, while
Introduction you share with others and to ensure that municipal sources. sustainable use. Under the processes such as the aseptic
European Water Framework We measure our water efficiency filling of Powerade bottles also
rivers and wetlands benefit? How will you Since 2009, we have undertaken Directive, different protection by calculating the amount of increase our water consumption.
Water is a precious resource and fundamental
to our business. It’s the main ingredient in our measure all of this?” Source Water Vulnerability options were analyzed, water needed to create one liter We continue to seek new
Assessments (SVAs) at each plant including their impact on of product – a term we call our technologies and believe that
products and is also used for cooling, washing
David Tickner to assess the potential water local stakeholders. It was ‘water use ratio’, expressed further innovation can help us
and rinsing at our manufacturing plants.
Head of Freshwater Programmes, WWF-UK risks to our business, the local determined that the regulation as liters/liter. In 2011, we used meet our targets.
Although Europe is generally regarded as
community and the ecosystem. In of new boreholes would help 1.43 liters per liter, down from
water-abundant, we have experienced some
conjunction with water providers, to minimize impacts on the 1.48 in 2010.
scarcity in recent years and water can be A/ “We continue to drive new levels of
unreliable in some of the more densely efficiency in our plants by piloting and rolling FIGURE 13 — water use ratio progress 2007 – 2011
populated areas where CCE operates. We aim
to be responsible stewards of water and to use out new technologies for cleaning, rinsing and target2
No.1
as little as possible for each liter of beverage and monitoring water use, and we are now
we produce.
looking for new and innovative ways to work Liters water used to make one liter of product
with our sugar suppliers to reduce water use CCE’s operations in France 1.64
1.57
1.51 1.48
across the value chain.” are ranked the most water 1.43
efficient in the Coca-Cola
100%
1.2
Bruno Van Gompel
Chair, Water Steering Group
system. Our operations in
Great Britain are ranked
of our wastewater
number two.
was treated to standards
supporting aquatic life
in 2011. 2007 2008 2009 2010 2011 2020 target
20 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 1. Legacy CCE countries only (i.e. excluding Norway and Sweden) 21
2. Including Norway and Sweden for 2010 and 2011

13. Water Stewardship — continued
Recycling the water we use Replenishing and protecting CCE’s replenishment projects • Reforestation
DELIVER/INSPIRE SPOTLIGHT Inspiring: We’ve been able to FIGURE 14 — Map of baseline water quality in europe
our watersheds In early 2012, in partnership with Our plant at Marseille continued
halve the amount of fresh water Our 2020 water use ratio target The Coca-Cola Company and the its project with the Pennes- Source: The Coca-Cola Company Europe Group Water Resources
Stéphane Heckly needed for the technology, of 1.2 liters/liter consists of 1 liter The Coca-Cola system globally World Wildlife Fund UK (WWF-UK), Mirabeaux city authorities Risk and Sustainability Report, March 2009
Process Technology Manager, and we’re saving around of water that goes into our product has committed to replenish CCE launched a three-year and the French National Forest
Supply Chain, Issy-les- 15,000m3 of water in the plant and 0.2 liters that become 100 percent of the water it uses replenishment project focusing Authority to reforest areas
Moulineaux, France per year. We’re looking to wastewater. Although we aim to in its finished beverages by on rivers in Great Britain. The ravaged by fire in 2009.
introduce this to other CCE reduce the amount of wastewater 2020, through projects such as project is aligned with WWF-UK’s Investing $52,000 since 2009,
Delivering: I helped to reduce facilities in the future. Baseline water quality
in our processes, it’s our reforestation, protecting aquifers Freshwater Strategy, and working we have planted around 2,000 High
the water consumption of our responsibility to ensure this water and revitalizing rivers. In 2011, together, we have identified two trees that will help to retain
Dunkirk plant in France, together is treated to a level that supports it replenished 54.8 million m3 river catchment projects in South rainwater and reduce run-off.
Moderate
with a team of colleagues from aquatic life before returning it to of water – equal to 35 percent East England, the part of the Medium-low
the site. We use special resin the municipality or ecosystem. of global production volume. country where water quality and Replenishment in our Low
granules at the plant to purify quantity issues are most acute. We supply chain Extremely low
the water used to make our In 2011, 100 percent of our CCE’s replenishment strategy is to will work with local communities Our studies have shown that
drinks. To work continuously, wastewater was treated to this invest in water-based community in Norfolk – the source of some of the majority (around 80 percent)
these granules need to be high standard. While most of our programs in areas of water stress the sugar beet used in Coca-Cola of the total water footprint of
regenerated regularly and then plants pre-treat their wastewater within our countries of operation drinks made in Great Britain – and our products comes from our
rinsed with water. Last year, we on site and then send it to – Flanders, South East England in South London, near to one of agricultural supply chain1 – in
trialed re-using some of the municipal water treatment plants, and the area around Marseille in our manufacturing plants. We will particular the production and
water from the rinsing process four of our facilities carry out full South East France, which together develop local catchment plans processing of sugar beet. As
and found that the results wastewater treatment on site. In accounted for about 36 percent of and implement on-the-ground a result, further work has been
were excellent. 2011, we discharged a total of our production in 2011, or around projects, involving our employees undertaken to understand
3.2 million m3 to the environment 2.2 million m3 (see Figure 14). Our where possible, to restore water more about the water footprint
at standards supporting aquatic aim is to replenish all the water we and improve water quality. of this crop.
life. Of this amount, 2.4 million m3 use in our products in these areas.
were treated by municipal We are currently identifying We also want to use the lessons In terms of sustainability, the
wastewater treatment stations quantifiable projects to do so. we learn from these projects to amount of water used is less
and 800,000 m3 by our own influence the national water policy important than the impact of that
treatment plants. Our water agenda and encourage measures use: a large water footprint might
recycling effort uses a number to reduce water abstraction and be sustainable in a water-rich
of new technologies (see below). demand. We will measure the area, while a smaller one in a
results of the project using The water-scarce region can have a
new technologies Coca-Cola Company’s global far greater environmental impact. MONITORING AND TARGETING
methodology for calculating The Coca-Cola Company has
water replenishment. worked to determine the true In 2011, we installed a sophisticated Monitoring Targeting
In 2010, we developed CRS • Air rinsers • Electro chemically 70,000 m3 of water per year,
impact of the use of water in (MT) system at our Dongen plant in the Netherlands. MT
masterplans which prioritize Whenever machinery is activated water as well as requiring less
Other projects during 2011 European sugar beet farming. allows us to track our consumption of utilities such as water,
potential water-saving projects replaced or new lines are Electro chemically activated maintenance. We also use this
included: The resulting report, ‘Towards electricity, gas, steam and compressed air in real time, so we
in each plant over the short, installed, ionized air is used water electrolyses salt added technology in Toulouse and are
sustainable sugar sourcing in can act immediately when we exceed agreed targets. Most
medium and long term. This instead of water to rinse to water to create a chlorinated looking for other opportunities • Protecting aquifers
Europe’, was published in August of our manufacturing facilities in Great Britain already have
year, we spent more than pre-blown bottles and cans. cleaning solution. This can save to roll it out further. Our site at Chaudfontaine in
2011 and showed that the impact MT systems, but the one at Dongen is an advanced version
$1 million in implementing proven This year, we made the change up to 2,000 m3 of water per Belgium is working with the
varies significantly by region. In based on learnings from other sites. Through MT, we’ve
technologies and piloting new on our PET lines in Marseille year. The technique was authorities and the University of
CCE’s territories – France, Belgium, already identified opportunities to save around 3,000 m3 of
ones to achieve even greater and Grigny in France. Thirty implemented this year in Liege to protect the local natural
the Netherlands and Great Britain water per year and $93,000 per year in energy costs in our
efficiencies in water reduction percent of our plastic bottle and Marseille and will be rolled out hot spring from pollution.
in particular – sugar beet farming Dongen plant. Over the coming months, we expect to identify
and recycling. Developments can lines now use air rinsers. in three further sites in 2012. Between 2008 and 2013, the
tends to have a low environmental many further opportunities for utilities savings before launching
included: partnership will implement 300
• Bottle washers impact. CCE will continue to work the system at other CCE sites.
local protection measures to
• Dry and semi-dry lubricants In 2011, we aimed to reduce closely with The Coca-Cola
prevent contamination from
All conveyors used to move the water consumption of our Company to develop our
filling stations, fuel tanks, cattle
cans and PET bottles along bottle washer in Chaudfontaine understanding of water impacts
farms and sewerage systems.
production lines now use a by a third, saving 25,000 m3 of in our supply chain and focus
80%
dry lubricant in place of soapy water across our operations. our replenishment efforts on
water. We have also trialed We did so by injecting a small minimizing them.
a semi-dry lubricant for the proportion of CO2e to rinsing • Rainwater harvesting
stainless steel conveyors that water to neutralize caustic We have implemented
move glass bottles. Although traces, which means we need rainwater harvesting in several
this process uses some water, less water for rinsing. sites, and we use the water of the total water footprint
the trial showed an annual collected for washing vehicles of our products comes from
• Recycle and reclaim loops • Adiabatic coolers the natural ingredients
saving of more than 4,000 m3 and for flushing staff toilets.
We are optimizing our ‘Clean We have replaced the existing we use1.
and in 2012, we will look to This technology is in place at
in Place’ (CIP) sanitation cooling towers used for the
expand the use of this Northampton in Great Britain,
systems to recover and reuse high-pressure compressor
technology further on our in Chaudfontaine in Belgium,
final-rinsing water for further at Antwerp with ‘adiabatic’
glass lines. and is being introduced in
cleaning processes, to use cooling towers which mainly
Antwerp, Belgium.
cold rather than hot water, use air for cooling. This
and to clean by blowing with technology saves considerable
air rather than using water. amounts of energy and around
1. Data taken from ‘Towards Sustainable Sugar Sourcing in Europe, Water
22 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 23
Footprint Sustainability Assessment’, August 2011, The Coca-Cola Company.

14. Our product portfolio Choice the feedback we receive. Of the way of expanding our no- and
strategy We aim to offer a wide choice 108,403 consumer contacts we low-calorie products. New,
of products so that people can received in 2011, 16 percent related lower-calorie, stevia-based
Our Product Portfolio strategy decide which of our beverages to the quality of our products. This products in 2012 will include
has three priorities: best meet their needs and represents 1.32 product quality Sprite and Nestea.
lifestyles. Through innovation, complaints per million units sold.
• Developing our portfolio
reformulation, acquisition and Ingredients
– introducing new products to
new distribution agreements, No- and low-calorie beverages Since 2008, we’ve increased
offer greater choice, ensuring
we have launched more than No- and low-calorie products the number of drinks with
products of the highest quality,
372 new brands or new packages make up 30 percent of the drinks added vitamins, minerals or
accelerating the growth of no-
(small packs, multipacks and we sell by volume and 32 percent other nutrients along with drinks
and low-calorie products, using
others) since 2008. New additions by numbers of brands in our such as Ocean Spray which
more natural ingredients where
in 2011 include: portfolio. We continue to raise consumers value as part of their
possible and providing package
these percentages by introducing healthy lifestyle. In some cases,
sizes to suit every occasion. • Fanta Natural, a product free
reformulated versions of our by removing ingredients such
of preservatives and artificial
• Providing clear, informative popular drinks, including the as caffeine, we’ve created new
colors and containing only
nutritional labeling to educate addition of new, low-calorie products with further benefits to
natural flavors – launched in
consumers about the sweeteners from natural sources, some of our consumers. After its
Sweden and Norway.
ingredients and calories in by expanding sales of our existing launch in France in 2010, Caffeine
+372
our products. • Libertus, a sugar-free low-calorie products, and by Free Coke Zero was rolled out in
stimulation drink which is part ensuring that no- and low-calorie Belgium in 2011.
• Ensuring that our products
of our Relentless range of products are consistently
are sold and marketed in a
energy drinks in Great Britain. distributed alongside our regular We’re also increasing our use
responsible way – engaging,
soft drinks. of natural ingredients. GLACÉAU
in particular, with parents, • Powerade Energy, a new soft
vitaminwater™ – naturally
nutritionists and educators drink introduced in Great Britain
This year we introduced the flavored and free of artificial colors
new brands and packages to ensure the right portfolio to energize fast and sustain
no-calorie fitness drink, Powerade – has now been introduced in all
since 2008. of school beverages. performance.
Zero, in France after its successful our markets except Norway and
Delivering Developing our portfolio
• Two new flavors of Capri-Sun
– apple in the Netherlands
and apple, tea and peach
launch in Great Britain in 2010.
We’ll also be introducing the first
zero-calorie Monster energy drink
we’re working with our brand
owners to reformulate other
beverages to meet consumer
Product Portfolio At CCE, we manufacture and
distribute beverages owned
in Belgium.
• Capri Sun H2O+, a flavored
in 2012. Also in 2011, the European
Union approved the use of the
needs. One example is the
newly-launched Fanta Natural
naturally sourced, zero-calorie (see page 27). We’re also
by other companies. To ensure still spring water drink in two
sweetener, stevia. This new expanding our range of juices and
a successful portfolio, we flavors, blackcurrant and
Our Commitment Q/ “Health and nutrition are key issues for select a wide range of products apple, in re-sealable pouches
sweetener offers exciting juice drinks such as Ocean Spray
possibilities and we’ll be and Minute Maid in Great Britain
We will provide a wide variety of quality, your company. How are you developing your and work with The Coca-Cola in Great Britain.
introducing more drinks and France.
Company and our other brand
refreshing beverages with nutritional and product portfolio?” owners to develop and introduce In 2012, we’ll continue to develop
reformulated with stevia as a
ingredient information so consumers can
Graham Baxter new products to meet consumer the portfolio with particular
make informed beverage choices.
Senior Adviser, International Business Leaders Forum trends and expand the choice emphasis on juices and still
Introduction
A/ “Our sustainability plan renews our
available. We also aim to
distribute all our brands
consistently to ensure maximum
drinks. Plans for the coming
year include:
• Introducing 100 percent juice
30%
of our portfolio, by
We continue to expand our product range to ambition to offer a wide range of products choice in every outlet.
under the Ocean Spray brand volume, are no- and
offer more choice and convenience, meet new
consumer needs, serve different lifestyles and
to our consumers. We want to accelerate Our core sparkling brands such
in Great Britain. low-calorie products.
occasions and ensure that our products meet the growth of no- and low-calorie products as Coca-Cola, Fanta and Sprite • Increasing our production
the high quality and food safety standards that represent 56 percent of the of Appletiser, a 100 percent
consumers expect. We aim to inform consumers
within our portfolio, to offer new, smaller products in our portfolio. The rest sparkling fruit juice, and making
about the health and hydration benefits of our portion sizes, and to remove artificial colors, consists of categories such as it available in PET bottles.
waters, sports drinks, and
products and the ingredients and calories they flavors and preservatives wherever possible.” functional and energy drinks.
• Expanding the distribution of
contain through clear nutritional labeling and Capri H2O+; introducing red fruit
responsible sales and marketing. Nearly half (43 percent) of our SPRITE WITH STEVIA in france
Kieran Hemsworth Capri-Sun in Belgium and the
Vice President, Strategy, Portfolio and Innovation and Chair, volume growth over the last two
Netherlands, and a Capri Sun In 2012, as a result of the approval of
Product Portfolio Steering Group, Coca-Cola Enterprises years has come from no- and
tea and red fruits in France. stevia by the European Union, we will
low-calorie beverages such as
Diet Coke, Coca-Cola light, Coke launch a reformulated Sprite with stevia
Quality in France. This will lower the calories of
Zero and juices, stills and waters.
We’re proud of the standards the product from 33 to 27.7 calories per
to which we manufacture our 100ml, meaning that the drink will have
Our portfolio continues to develop
products and want to ensure 30 percent less sugar than most other soft
in line with the objectives set out
that consumers trust our products drinks containing sugar in France. This
in our sustainability plan: greater
and are satisfied with the quality reformulated product will be available
choice and quality, more no- and
we offer. Notably, 16 out of 17 instead of, rather than in addition to,
low-calorie products, new natural
production facilities have quality regular Sprite in France.
ingredients and smaller portion
standard ISO 9001 and our
sizes for more of our sparkling
consumer response centers in
soft drinks.
every country constantly monitor
24 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 25

15. Product portfolio — continued
ASPARTAME FIGURE 16 — some of our most common coca-cola packaging sizes
Aspartame is a low-calorie aspartame is one of the most gelatins to yogurts. The We continue to develop our packaging sizes to make sure we offer a wide range of options to suit any occasion.
sweetener that is 180 to 200 thoroughly researched food European Food Safety
times sweeter than sugar. It ingredients, with more than Authority (EFSA) reconfirmed
is used, together with many 200 studies supporting its the safety of aspartame
other sweetener options, to safety. It is used in more than in 2011, reassuring its
sweeten many of the beverages 100 countries and in over consumption as an authorized
offered by the Coca-Cola 6,000 food and beverage sweetener throughout the
system around the world. products around the world, European Union.
In use for more than 25 years, from chewing gum and
Smaller portion sizes Coca-Cola, Diet Coke and Coke Nutritional labeling
Another way we provide choice Zero bottles to be sold alongside To make the right personal
and help consumers to manage our 500ml bottles. choices, consumers need to know
their calorie intake is to offer what their food and drinks contain
more of our sparkling drinks in We’ve also limited our cup sizes and how this information relates
smaller packages. Around 19 for fountain beverages in France to a balanced diet. Our ‘Guideline
percent of our products are now and Belgium, where we no longer Daily Amount’ (GDA) labeling now 2 liter 1.25 liter 500ml 375ml 330ml 250ml 250ml 330ml 150ml
available in units of less than sell branded cups larger than covers 97 percent by volume of
250ml – our 150ml cans, for 500ml in restaurant chains, leisure all the drinks we sell (excluding Our pack labels also include Responsible sales FANTA NATURAL
example – and we’re looking parks and most cinemas. Similar waters which do not require extra information on ingredients and marketing
to increase this figure. In 2012, we proposals are under discussion GDA labeling). This compares and nutrition. Our energy drinks, In 2011, we launched Fanta same, but without the need
will introduce ‘pocket-sized’ 375ml in Great Britain. with 85 percent in 2007. for example, are labeled for In line with The Coca-Cola Natural in Sweden. The drink for preservatives. This
caffeine content. Where our Company’s Global Responsible is free of preservatives and is the first time we have
products contribute to the Marketing Policy, we do not market artificial colors, and contains used this technique on such
recommended targets for fruit any of our products directly to only natural flavors. To achieve a large scale at CCE.
FIGURE 15 — Our product portfolio as sold by volume and vegetable consumption (the children under the age of 12. We this our Stockholm plant uses
Capri-Sun 100 percent juice range, also respect the need for school pasteurization techniques,
for example), this information is classrooms to be free from heating the product to
highlighted on the pack and on commercial influences. Working 85 degrees celsius for 30
E
nergy drinks, sports and functional Regular sparkling soft drinks e.g. the brand website. with the Union of European Soft seconds, then rapidly cooling
waters, water, ready-to-drink teas e.g. Drinks Associations (UNESDA), it. This process means the
CCE fully supports efforts to CCE has helped to develop a set product’s shelf-life remains the
provide consumers with more of industry commitments that
information about our products. define beverage sales in schools
The new European Union throughout our territories. We DELIVER/INSPIRE SPOTLIGHT
nutritional labeling directive was have also signed the UNESDA
introduced at the end of 2011 and initiative to ensure that energy Veronique Surget – showing how they can recycle
requires nutritional labeling drinks are not marketed to under- Director, Portfolio Development, their bottles, for example. I’ll
per 100ml along with voluntary 16s. Depending on local concerns Issy-les-Moulineaux, France also be looking at developing
information per serving and and legislation, each country in new, smaller-size packages to
Key
GDA. We intend to be fully which we operate has different Delivering: At the start of provide choice and working
R
egular sparkling 59% compliant by the 2014 deadline. policies on the distribution of our 2012, I took on a newly created with The Coca-Cola Company
soft drinks products in schools. We adhere role at CCE as the Director for to communicate these
N
o- and low-calorie 27% strictly to national requirements Portfolio Development, focusing improvements to consumers.
J
uice drinks e.g. sparkling soft drinks and independent monitoring has on our sparkling products.
1
00 percent juice 2% shown high levels of compliance I’ll be working closely with teams
J
uice drinks 7% across the industry. During 2011, around CCE and The Coca-Cola
sales of our products in schools Company to accelerate our
E
nergy drinks 1%
represented less than one percent Product Portfolio strategy.
Sports and
1% of our total sales volume.
functional waters
Inspiring: I’ll look at how we
Water 3%
can use new ingredients like
Ready-to-drink teas
and other
1%
Did you know…? stevia to expand our low-calorie
products and how we can
At the London 1948 Olympic Games, ensure our packages stand out
1
00 percent juice e.g. No- and low-calorie we offered only one drink in one size –
on the shelf by making them
sparkling soft drinks e.g. Coca-Cola. During the London 2012 Games,
more informative for consumers
we will offer the widest range of drinks we
have ever offered at an Olympic and
Paralympic Games. We expect that
75 percent of the drinks we sell during
the Games (by volume) will be no-
and low-calorie products, water, juice
or smoothies.
26 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 27

16. Our economic impact school students work together Red Cross in Oslo. CCE Norway Employee volunteering
to develop strategies to respond also supports the 14th August
Our business makes a significant to business-related challenges Committee that seeks to build Employee volunteering is central
economic contribution to the such as recycling. Groups are bridges between Norwegian to our plan to contribute one
countries where we operate. mentored by CCE volunteers society and the Norwegian- percent of our pre-tax profit to
At the end of 2011, we employed and over 45,000 students Pakistani community. charitable and community causes.
around 13,250 people, paid participated in 2011. It also helps employees to
salaries and benefits of Sweden enhance their own skills and
• Future Flames
$1.1 billion, and contributed In Sweden, we focus on experience. We’re developing a
Promoted throughout the UK,
$1.3 billion in taxes. environmental responsibility and formal CCE-wide volunteering
Coca-Cola Great Britain’s Future
the health and education of young policy and encourage informal
Flames initiative offers young
people. In 2010, we initiated our volunteering as part of existing
people making a real difference
Our community strategy ‘Clean the Beaches’ project with community initiatives. In 2011, we
in their communities a chance
Städa Sverige (Clean Sweden), recorded approximately 14,000
to run with the Olympic Flame in
By 2014, we aim to invest one an organization working with employee volunteering hours and
the London 2012 Olympic Torch
percent of our pre-tax profit in the Swedish sports clubs to promote piloted a formal policy in Sweden,
Relay. At CCE we will offer 60
communities where we operate. environmental awareness among under which employees could
employees who have made a
CRS in Our calculation is based on the
following types of activities1:
difference in their community
young people. During 2011, 115
sport clubs removed over 55
support two specified local causes
during work hours.
Action week • Direct investment in community
the opportunity to run with the
Olympic Flame.
tonnes of litter from 265 beaches,
enabling them to contribute to the
projects and partnerships
As part of CCE’s global week of environment while also raising
aligned with our CRS objectives. France
Corporate Responsibility and money to spend on equipment,
In France, our focus is on
Sustainability activities, CCE • Time volunteered by our training camps, tournaments and
underprivileged young people.
employees in Atlanta volunteered employees. other running costs.
The Passport to Employment FIGURE 17 — CCE 2011
at a local elementary school to
• Giving in kind. program brings high school Community Investment
beautify an outdoor courtyard Every year, in collaboration
students and recent graduates Contributions
for students to enjoy. • Relevant management costs. with the local unemployment
Delivering
to CCE’s offices and prepares them
agency, we offer 30 long-term
for the workplace. It has benefited In 2011, CCE invested
unemployed people a two-month
12,000 people since 2003. Under $5.7 million in the communities
Investing in charitable internship in our production and
Community and community causes
CCE’s public ‘Hope for the Suburbs’
commitment, CCE volunteers have
offered advice and professional
distribution department to help
them find their way into the
in which we operate.
In 2011, we invested $5.7 million, workplace.
networking to help 125 young
around 0.6 percent of pre-tax
graduates find a job, and has
Our Commitment Q/ “How will CCE go beyond reducing profit, to support a range of
ensured that 14 percent of CCE’s
United States
community initiatives across our We run a program that matches
We will make a positive difference in our negative impacts to make a positive impact?” territories, focusing on business
new recruits come from
employees’ contributions to
disadvantaged areas.
communities, work with local partners and education, disadvantaged charity up to a total of $10,000
Veronique Graham
support the active involvement of our communities, diversity, active per employee per year, mainly
Business and Society, Brussels Benelux
employees. healthy living and recycling. focused on education, arts
We donate the €5 fee paid per
and culture.
A/ “CCE has a strong heritage as a local We have a mix of national
person by non-student groups Total management costs 8%
Introduction visiting our European Visitors
bottler in the communities where we operate. signature programs (detailed
Center in Antwerp to community
Total time
Total in kind
19%
3%
below) and smaller scale
Coca-Cola is a local product, made by local Each of our sites supports a range of local community partnerships at each
causes. In 2011, we helped two Total cash 70%
people, and over the years our individual holiday homes for sick children
manufacturing sites have built strong
activities, and we also have a range of manufacturing site. For example,
(Villa Indigo in the Walloon
France’s five plants support 20
relationships with surrounding communities. national community partnerships. We aim local projects each year.
and Brussels region and DELIVER/INSPIRE SPOTLIGHT
We value these links and aim to make a Villa Pardoes in the Netherlands)
positive difference in the community wherever
to see further partnerships aligned with and a child’s helpline, Kinder- en Caroline Mounter great to get CCE’s employees
Great Britain
we manufacture and sell our products. This our CRS focus areas and to increase our In Great Britain, our focus has
Jongerentelefoon (KJT), in Professional, Education Center, involved too, through QA
the Flanders region. In the Sidcup, Great Britain sessions with students and
means being a good corporate citizen, employee volunteering in order to meet our been on education. Initiatives
Netherlands, CCE employees have family visits to the center.
engaging with local partners, developing
programs that address the community’s one percent pre-tax profit investment target.” include:
personally volunteered and have Delivering: Each week I welcome
needs and encouraging our employees to • Education centers organized events to raise money around six groups of students to
Arnaud Rolland Our four education centers at for Villa Pardoes. In addition, CCE our education center at Sidcup.
be actively involved.
CRS Manager, France, Coca-Cola Enterprises our East Kilbride, Wakefield, makes numerous contributions to I give presentations on topics
Edmonton and Sidcup plants other causes, including the Queen linked to the national curriculum,
are visited by over 15,000 Paola Foundation in Belgium. talk about career opportunities
secondary school students a within CCE and explain how we
year. A fifth center will open Norway are reducing our water and
at our new recycling facility In Norway, we seek to improve energy consumption.
in Lincolnshire in 2012. the local environment and to
encourage culture and diversity. Inspiring: I like to highlight
• The Real Business Challenge
We donate money and arrange the importance of recycling –
This is an enterprise education
1. We use the London Benchmarking Group reporting events and courses for the youth visitors are always impressed
competition in which secondary
model to calculate our contributions to the community. resource centers belonging to the to learn that a PET bottle can be
The LBG model provides a standardized way of managing recycled to make a t-shirt! It’s
and measuring a company’s community involvement.
28 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 29

17. Our active healthy living thousands of young people to Norway municipality where our bottling
strategy be more active. In addition, 46 In Norway, we encourage plant is situated – we sponsor
StreetGames participants have active, healthy lifestyles through eight young people from the local
Our Active Healthy Living strategy been given the chance to join campaigns and sponsorships area. They spend a week at
is linked to our Community strategy the Coca-Cola teams working backed by CCE sports drinks such Stadium Sports Camp every
and focuses on three areas: in Venue Operations and as Powerade. The Powerade- summer, where they can try
Showcasing for the London sponsored ‘Gi Jernet’ (‘Never different sports.
• Local collaboration
2012 Olympic Games. Give Up’) program, for example,
Encouraging people to adopt
challenges people to take part USA
active healthy lifestyles by • Abbey Well ‘Schwim’ cap
in three specific sports events Our US office sponsors a number
supporting local partnerships In advance of the London 2012
which demand training and of sports-related activities
and by using our brands to Olympic and Paralympic
hard work. Help on training and in Atlanta, including the Winship
sponsor relevant events Games, Schweppes Abbey Well
nutrition is provided online, in the 5k run in support of Winship
and activities. water, the official water of the
press and through the television Cancer Institute at the city’s
London 2012 Games,
• Physical activity show, ‘Gi Jernet’. Emory University.
manufactured at our Morpeth
Helping people to participate
plant, has been offering
in programs that encourage CCE Norway is also a sponsor NUtritional education
consumers a free swim on
active healthy living. of the Norway Cup, one of the Along with encouraging physical
presentation of a ‘Schwim’
world’s biggest youth football activity, we aim to form
• Nutrition education bottle cap from 500ml or 750ml
Mission
tournaments with an emphasis partnerships with relevant
Working with community bottles. Since the program
on cultural co-existence. The 2011 community bodies to promote the
partners to highlight the began in 2009, 475 swimming
tournament brought together importance of good nutrition and
Olympic
importance of good nutrition, pools across the country have
1,389 teams from 52 nations. active healthy living. We’ll continue
balanced diets and active provided over 277,500 free
to develop these partnerships in
healthy living. swims. The program’s popularity
Sweden the coming year.
In the Netherlands, CCE supports the increased in 2011 as nearly three
In collaboration with Sweden’s
secondary schools sports competition, times as many ‘Schwim caps’
Stadium Sports Camp and
“Mission Olympic” In 2011 we started
. Encouraging were exchanged than in 2010.
Ungdomens Hus – an
physical activity
Delivering
to sponsor the same program The program has also
organization that helps young
in Belgium. supported the training of 120
people in the Haninge
Some of our brands are aligned swimming teachers.
Active Healthy Living with healthy living and sports
initiatives. In Great Britain,
Powerade will be hydrating all
• Other initiatives in Great Britain
in 2011 include a family triathlon
DELIVER/INSPIRE SPOTLIGHT
at our facility in East Kilbride and
the athletes at the London 2012 Kevin Parke Inspiring: I was joined by
a long-term partnership with
Olympic and Paralympic Games. It Director, Indirect Procurement over 100 employees who
Our Commitment Q/ “What is CCE doing to promote healthy also supports the Powerade Fives
Special Olympics Great Britain,
Uxbridge, Great Britain ran part or all of the routes
which provides opportunities for
We will encourage active healthy living by and active living, what targets is it setting five-a-side football tournament
learning disabled athletes to
with me. Several of these
at GOALS Soccer Centers. Delivering: During CRS in Action participants achieved their
supporting physical activity and nutrition and how is it measuring against these?” take part in year-round sports
Week, I wanted both to raise personal best time.
education programs. training and competition.
Eric Bouwmeester Across our territories, we are money for charity and to
Founder, HECHT!, Hilversum involved in further active healthy encourage other CCE employees
France
Introduction living initiatives: to get involved, so I ran seven
The program ‘Le Sport Ca Me Dit’
marathons (a total distance of
We promote active healthy living by offering A/ “We want to work with our brands and Great Britain
(‘I Like Sport’) is led by Coca-Cola
293 km) at seven locations in
France. Operating in 533
products that help people to manage their support local partnerships to make sport and • StreetGames municipalities, the scheme
each of CCE’s territories, from
calorie intake and energy balance and by Gent to Atlanta.
encouraging physical activity. We seek to make
fitness accessible everywhere we operate Launched in 2007, StreetGames encourages young people to take
helps to make sport part in sports and games in the
sport and fitness activities more accessible and to demonstrate their importance in a accessible to young people in streets, in parks, on the beach and
to more people and to demonstrate their
importance as part of a healthy lifestyle.
healthy lifestyle. We have developed an disadvantaged communities. It in other urban spaces. Since its MISSION OLYMPIC
establishes and supports local creation in 2008, it has involved
Active Healthy Living steering committee to projects that bring street-based more than 400,000 young people. Mission Olympic was started also started organizing Mission
further develop our strategy and bring our activities to the heart of the by The Coca-Cola Company Olympic in Belgium. During
commitment to life.” community and encourages Benelux and the Dutch Olympic a four-day event in Brussels,
young people to get involved. In Belgium we support the Committee in 2003. It is now more than 11,000 students from
Joe Franses French and Flemish national the biggest annual school 116 secondary schools came
With a three-year partnership
Director, CRS and Chair, Community and Active Healthy Living Steering sports associations, Bloso and sports competition in the together to try out 30 different
reaching over 110,000 young
Group, Coca-Cola Enterprises Adeps, which train coaches Netherlands. Over 300 schools sports under professional
people, Coca-Cola Great Britain
and organize sporting events for (almost half the national supervision. In May 2012, we
is helping StreetGames to
their own linguistic communities. total) take part and students aim to engage over 13,000
expand its network of projects,
We also help to fund the compete in 20 different students in their own schools
create 300 neighborhood
Jeugdsportfonds Camille Paulus sports. Alongside the national through workshops focused on
festivals and train coaches.
program which encourages program, CCE has also two Olympic sports – tae kwon
Drawing on the excitement
teenagers to take part in developed ‘Mission Olympic do and fencing. We will
of the London 2012 Olympic
organized sport. The Tour’ which brings sports expand the program and get
and Paralympic Games, the
partnership will encourage workshops to secondary more young people involved
schools and raises the profile in both countries over the
of the program. In 2011, we coming years.
30 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 31

18. Our workplace strategy The workplace environment Our compensation and benefits
In 2011, we reviewed our corporate strategy seeks to offer competitive
Within our workplace, we focus
our CRS efforts on three priorities:
Diversity and Equality Policy
and will publish a revised version
rewards and to cater for our
employees’ diverse needs at
Did you
• Fostering a diverse and
in 2012. Our European Diversity work, at home and in retirement. know…?
Council and our Business Unit We regularly benchmark our
inclusive culture. In 2011, CCE sent a delegation to
Diversity Councils in Great Britain, compensation arrangements.
• Working towards world-class France, Belgium, the Netherlands Health and welfare benefits and the Women’s Forum for the
safety status in our and our Supply Chain help retirement plans vary according Economy and Society for the first
manufacturing and sales to ensure that diversity and to the rules, practices and social time, a body that gives women a
operations. inclusion are integrated security arrangements of the voice on the major issues
throughout the business. countries in which we operate. facing today’s society.
• Developing a wellbeing
Our plans are funded by our
program to encourage our
As a signatory to the UN general assets, asset-holding
employees to live positively.
Global Compact, we support trusts and insurance contracts.
78%
internationally recognized
human rights within our own In 2011, we reviewed salary
Fostering a diverse
workplace and in those of our structures and job titles across
and inclusive culture
suppliers. A large percentage the business to set out clearer
of our employees in Europe are career paths, better enable
CCE welcomes and celebrates
covered by collectively bargained employees to move into roles in
diversity. We aim to create a
labor agreements and we support different territories and improve diversity recognition
workplace in which people of
their right to membership of transparency in salary levels.
every background, race,
CCE’s 2011 engagement survey score. In September relevant trade unions. For more In 2011, we’ve also been In 2011 we became the
nationality, sexual orientation,
2011, 81.5 percent of our employees shared their than a decade we have worked investigating the benefits of first company in the French
disability, religion and gender
views on working at CCE. Questions covered closely with members of the CCE flexible working for our employees food and beverage industry
can feel they belong and can
diversity and inclusion, leadership, learning and European Works Council (EWC). In and the organization. In 2012, we to gain the national ‘Label
make a contribution. Our efforts
development – and more. Our score held steady January 2012, we entered into a plan to launch a series of policies Diversité’. Granted by a
Delivering
to encourage diversity and
from 2009 and the top three drivers for new agreement with the EWC to on attendance and flexible home committee chaired by
inclusion focus on four aspects
engagement identified by our comply with the EU Directive on working arrangements. the French government,
of the business:
employees were leadership, European Works Councils. This
Workplace
the award recognizes
learning and development, • The workplace environment ensures that Sweden and Norway our work in tackling
and CRS. Ensuring that we treat people are fully represented. discrimination, promoting
well and fairly, that we support equal opportunities and
diversity and that CCE is an More informally, we encourage fostering diversity.
Our Commitment Q/ “Has CCE set targets for employee attractive place for all our the formation of employee
employees to work. associations in the workplace
We will attract, develop and retain a highly engagement and how will it meet them?” and want to create a women’s
talented and diverse workforce within a safe • Workplace representation
Estelle Lauvergne resource group in each country.
and healthy workplace, to foster a winning Making sure we recruit and
Corporate Philanthropy Professional In France, together with The
and inclusive culture. retain a diverse workforce and
Coca-Cola Company, our
offer equal opportunities to all.
female employees have formed
• Education ‘Elles@Coca-Cola’ to share ideas
Introduction A/ “In CCE’s first global engagement survey Developing our employees, and experiences.
People make a company successful and in 2009, the company scored above the helping them advance their
careers and training our
sustainable. Attracting, developing and norm for Fast Moving Consumer Goods managers to take full account FIGURE 18 — Our workplace profile
retaining a talented and diverse workforce
is a fundamental part of our Corporate
companies, and scored at a similar level of diversity and inclusion.
2010 2011 2010 2011
Responsibility and Sustainability (CRS) this year. CRS remains one of the top three • Connection
agenda and one of our three strategic Improving the way we Workforce Total employees 13,500 13,250 Age Age profile of 20 1% 1%
business priorities.
drivers of engagement. We aim to reach the engage and connect with workforce
Full-time employees 96% 94% 20–29 19% 19%
norm for Global High Performing companies our employees and others
Voluntary turnover 6.5% 5.7% 30–39 34% 33%
outside the business.
by working to encourage employee Learning and Average training days 3 3 40–49 31% 32%
wellbeing and improving learning and Each CCE business unit is development per employee
development opportunities.” required to submit a quarterly Gender Females in workforce 23% 23% 50–59 13% 14%
update on its activities in each
of these four areas. Females on Board 30% 33% 60+ 2% 2%
Pam Kimmet
of Directors
Senior Vice President, Human Resources, Coca-Cola Enterprises
Females in 25% 29% Board of Directors 100% 100%
executive roles1 members over 40
Females in 32% 33% Ethnic Ethnically diverse 17% 17%
management roles 2 diversity members of the
Board of Directors4
Females in non- 21% 22%
management roles3
1. Percentage of women on the Executive Leadership Team at CCE. 3. Percentage of females below Grade 101.
2. Percentage of females Grade 101 and above. 4. Based on official US definition of diversity.
32 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 33

19. Workplace — continued
Workplace representation identify talented employees and This year, we are launching our WORKING TOWARDS WORLD- We recognise that the safety of our In 2012, we will also implement
DELIVER/INSPIRE SPOTLIGHT One of our top priorities is to prepare appropriate development Leadership Development Program CLASS SAFETY STANDARDS contractors is also important. We an Employee Assistance Program,
47%
achieve greater representation plans to create a strong, diverse which builds skills for leading and are piloting a portal in Belgium to a confidential information service
for women, particularly in CCE’s pipeline of candidates. Where managing individuals and teams We aspire to world-class safety help monitor the experience and designed to support employees
leadership and in commercial such a pipeline is lacking, we at every level of the organization standards and are working qualifications of contractors along who have work or personal
and operational roles. For every work to recruit a wider variety to achieve business success. towards a consistent approach with hours worked and numbers problems such as bereavement,
open leadership position at CCE, of candidates to reflect the Our ‘Leading to Win’ program, for and level of performance across on site at any one time. stress or financial concerns.
we aim to have at least one communities in which we operate. employees at the leadership level, all our countries. We will also provide a Health of our employees had
female on the candidate list as includes a section on diversity and Away from our sites, we continue Risk Assessment program that completed Individual
well as on the interview panel. Education inclusion. Almost all our managers At the end of 2011, 16 of our 17 to focus on safe driving. Our will enable employees to receive Development Plans by
Our efforts are showing results: In our 2009 engagement survey, have taken the first module and a production facilities and three different countries have various an analysis of the state of their November 20111.
in 2011, 36 percent of our newly our employees asked for more second module was launched in regional distribution centers were programs in place such as an own health and risks they might
hired or promoted employees learning and development 2011. We’re also training mid-level certified to Occupational Health online assessment of a driver’s be facing.
were women and 23 percent of opportunities. In response, we management about prejudices and Safety management system risk rating and a safety program
our total workforce was female. continue to enhance our training that may be held unconsciously. OHSAS 18001. Our lost-time for drivers of our branded vehicles
Iain McKay programs and to make sure they accident (LTA) rate was 1.24 and company cars. Our strong
Maintenance Coordinator, We continue to develop our include diversity and inclusion. In Connection accidents per 100 full-time- safety performance has been
East Kilbride, Great Britain recruitment procedures to 2011, we invested $14.8 million An inclusive workplace depends equivalent employees, down recognized this year with a
Alan Agnew encourage applications from a in training and resources, on free and open communications from 1.56 in 2010. There were number of awards across the
Delivery Driver, East Kilbride, wide range of candidates. We delivering an average of three within the company and with the no fatalities. business (see page 39).
Great Britain advertise specifically to minority days per employee. rest of society.
groups and, in 2011, we launched We have strong safety governance
Delivering: In 2011, we a new recruitment campaign, We introduced Individual We’re working towards greater with Business Unit Safety Councils Employee Wellbeing
identified road safety as a ‘Thirst’, which illustrates the wide Development Plans (IDPs) in 2011. flexibility in the way our people at a national level and health
critical issue for both our variety of employees currently CCE leaders work with their work and how we communicate and safety committees at each We offer a comprehensive range
manufacturing site and our working and succeeding at employees to create plans for with them. Launched in 2009, our of our production, sales and of benefits to both full and
community, so we organized CCE. We’ve also established each member of their team, 24-hour HR portal, ‘HeRe Online’, distribution sites. part-time employees across our
a road safety awareness management guidelines on identifying personal development has become the place for company. These range from
campaign during CRS in bringing in a wider cross-section opportunities and further training employees to manage their To help towards our goal of zero providing gym facilities at head
Action Week. of people for interviews. that supports the direction they working lives. Employees can view accidents, we’re developing a offices to ensuring that each of our ForkLift Truck Safety Program, Norway
wish to take. Every employee is their payslips, enroll for benefits Europe-wide health and safety employees has access to health
Inspiring: We felt the In 2009, we launched our encouraged to create an IDP and and set their performance training curriculum under which provisions through both private At our Oslo, Norway site, we have now installed IMSs on 17
importance of the campaign University Talent Program (UTP) 47 percent of employees had a objectives online. we’ll align and consolidate our and government schemes, have launched a project to of the site’s forklift trucks and
required an ongoing safety to recruit and train top graduates personal plan by November 2011. training activities over time. depending on geography. make our forklift trucks safer. two shuttle trucks. Employees
drive within the company. By and develop a pipeline of future We will re-launch the CCE intranet By installing an Information have demonstrated safer
the end of 2011, we had run five leaders across all our territories. In August 2011, we launched the in 2012 with social media tools to While continuing to record our As an employer, we want to help Management System (IMS) on driving behaviors and there
campaigns on different topics This year, we’ve expanded the CCE Academy, an online learning allow employees to connect, safety performance in terms of lost our employees to live healthy, each truck, we can track its have been fewer accidents.
such as observation and program from the commercial and curriculum to provide the business share ideas and post successes. time accidents (LTAs), we’re looking active lives and have developed movements. If it experiences
distraction and shared them supply chain fields into Human skills needed by our employees. Employees are encouraged to more carefully at other indicators a company-wide strategy and a a major impact, the truck goes
with other CCE sites in Great Resources and IT. Seventeen Our initial focus has been on the raise any workplace concerns such as incidents requiring a three-year action plan to promote into ‘slow mode’ and the driver
Britain. We plan to create a graduates were recruited in 2011, Academy’s commercial arm and or issues through a variety of first-aider. We’re also focusing a holistic culture of wellbeing at must report the incident to
sixth campaign on fuel bringing our total to 50 since on building skills such as channels – online, by speaking to on planned safety inspections and CCE. 2011 was the first year of regain normal driving speed.
efficiency later this year. launching the program in 2009. negotiating, shopper marketing, our team of HR professionals, or safety tours by site management implementing this strategy and a This allows us to provide
Fifty-two percent of all graduates selling and team development. through our 24-hour confidential which can potentially reduce the number of initiatives designed to targeted driver training
are female. In 2011, over 1,000 employees Ethics and Compliance hotline. number of accidents. Also ensure a healthy, safe and positive where necessary. Following
undertook nearly 12,000 hours important is the systematic working environment were a successful trial period, we
Our semi-annual Talent of Academy-related training. In investigation of the root causes of launched:
Management Review (TMR) 2012, we’ll continue to roll out accidents. For example, in our
• A new wellbeing section on Kelly Fladger
process ensures that diverse talent the commercial curriculum and manufacturing business these
our HR portal, ‘HeRe! Online’, Georgia Multicultural Leadership Award
is developed and prepared for develop training for other parts tend to be manual handling, slips,
to provide information on
leadership positions. Managers of the business. trips and falls and contact with
healthcare arrangements, In November 2011, CCE’s Chief
stationary or moving objects.
local wellbeing initiatives and Diversity Officer, Kelly Fladger,
other health-related topics
FIGURE 19 — Lost time accident rate 2007–2011 Our health and safety programs received a 2011 Georgia
relevant to employees. Multicultural Leadership
Number of lost time accidents per 100 full time equivalent employees. are targeted at these key areas
of accidents and we’re extending • An expanded flu vaccination Award – a recognition
Operations Commercial and sales CCE TOTAL1 our behavioral-based safety program with increased given to individuals who have
2.97
2.71 program across territories to communication. demonstrated leadership
2.54 address these issues. excellence while committing
2.23
• A network of wellbeing to the highest ethical standards
1.99 1.95 champions to engage our of professional excellence. This
1.65 1.72 1.71 people in local wellbeing award was presented by the
1.56
1.39 1.38 1.40 initiatives. Nominations for National Diversity Council, a
1.24
1.07 champions are being invited non-profit organization that
and the system will be champions diversity as a
implemented in 2012. business imperative.
2007 2008 2009 2010 2011 See more at —
www.nationaldiversitycouncil.org
1. Nordics are included from the year 2010 onwards
1. Not including Norway and Sweden.
34 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 35

20. Our targets
Keeping us on track
We have set 37 stretch targets across our seven commitments. These act as a roadmap to delivering progress against our
sustainability plan. We’re still working on measuring our progress in a number of these areas and hope to have a full set of indicators
by our next report. Unless footnoted these numbers include Norway and Sweden. The baseline year is 2007 unless otherwise stated.
progress
progress By
By Target KPIs When 2009 2010 2011
Target KPIs When 2009 2010 2011
Choice Develop and market a wide choice of products Full sugar brands with a no- or Ongoing Measurement in progress
Carbon Footprint Reduce the carbon footprint of the drink Value chain CO2 emissions/total 2020 Measurement in progress so people can decide which of our beverages low-calorie alternative (%)
in your hand by a third. number of products best meets their needs and lifestyles.
Carbon Footprint Grow our business, but reduce the absolute Carbon footprint – core business 2020 854 840 769 Product
Energy and Quality Ensure that our products meet the highest Facilities accredited to ISO9001 Ongoing 75%3 94% 94%
– Core Business carbon footprint of business operations by operations (‘000 tonnes CO2e) Portfolio
Climate quality and food safety standards, in line with and ISO22000 (%)
15 percent. consumer expectations.
Change CO2e reduction from 2007 2020 0% -2% -10% Number of product quality Ongoing 1.333 1.39 1.32
baseline (%) complaints per million units sold
Manufacturing Manufacture every liter of product with CO2e per liter of product 2020 30.783 27.76 25.37 Low-Calorie Products Accelerate the growth of no- and Products which are no- or low- Ongoing 34.6%3 33.4%3 32%
50 percent less carbon emissions. manufactured low-calorie products. calorie (40 calories per 250ml) (%)
2020 88.20 3
88.37 81.67
Energy Use Ratio (KWH/liter) Portion Size Increase the availability of small portion size Products in packs that are 250 ml Ongoing 19.8%3 20.8%3 19%
choices for sparkling soft drinks. or less (%)
Transportation Deliver a case of product with 20 percent less CO2e per case of product delivered 2020 Measurement in progress
carbon emissions. Ingredients Remove all artificial colors, flavors and Products without artificial colors, Ongoing Measurement in progress
preservatives in our products, where possible. flavors and preservatives (%)
Cold Drinks Reduce the carbon emissions from our cold Average CO2e per unit of equipment 2014 0.91 0.88 0.74
Equipment drinks equipment by an average of 35 percent. Nutritional Provide easy-to-understand nutritional and Volume with on pack GDA labeling Ongoing 973 973 97
CO2e reduction from 2007 2014 -4% -5% -19% Information ingredient information so that consumers are (%)
baseline (%) able to make informed beverage choices.
Cold Drinks Purchase only HFC-free coolers from HFC free coolers purchased (%) 2013 4% 50% 82% Responsible Ensure that our products are sold Compliance with responsible Ongoing Measurement in progress
Equipment 1 January 2013. Marketing and marketed in a responsible way. marketing, marketing to children,
education channel and digital
Alternative Energy Source 35 percent of manufacturing energy Energy sourced from renewable/ 2020 Measurement in progress marketing guidelines (%)
from renewable/low-carbon sources. low-carbon sources (%)1
Social Investment Invest 1 percent of our annual pre-tax Pre-tax profit invested (%) 2014 N/A 0.5% 0.6%
Supplier Work in partnership with our suppliers to Number of suppliers completing Ongoing n/a n/a 129 profit to support charitable and community
Collaboration reduce carbon emissions across each stage CCE’s carbon challenge partners and make a positive difference in
of our value chain. Community the communities in which we operate.
Lightweighting Reduce by 25 percent the amount of material Packaging use ratio (g/liter product) 2020 n/a 131 127.5 Community Invest in community projects and partnerships Total value of community Ongoing N/A 4.3 5.7
we use across all packaging formats. where we can make the biggest impact, contributions (million $)
Total weight of packaging 2020 355,626 3
363,062 384,521 aligned to our core business and CRS focus
used (tonnes) areas.
Sustainable
Packaging Employee Support the active involvement of our Number of hours volunteered Ongoing N/A 12,000 14,000
and Recycling Recycled Material Include recycled aluminum, steel and glass Recycled aluminum, steel Ongoing n/a 41% 42%
in respective packaging formats. and glass (%) Volunteering employees by encouraging them to volunteer. by CCE employees (hours)
Total recycled materials Ongoing n/a 123,624 130,035 Local Collaboration Encourage people to lead an active healthy Investment in Active Healthy Living Ongoing N/A N/A 867,000
used (tonnes) lifestyle by working with our brands and activities ($)
supporting local partnerships.
PET Bottles Ensure that our PET bottles set the standard PET that is rPET2 (%) 2020 10%3 17.9% 22.5% Active
for sustainable packaging, using the optimal Physical Activity Support people to participate in programs Numbers of people engaged Ongoing Measurement in progress
Healthy
combination of recycled PET and PET from which encourage active healthy living. in Active Healthy Living programs
Living
plant-based materials. PET bottles that are PlantBottle (%)
2
2020 n/a 0.5 25%
Nutrition Education Support community partnerships to highlight Investment in nutrition education ($) Ongoing Current focus on providing nutrition and
the importance of good nutrition, balanced ingredient information on pack. We are looking
Recyclability Ensure 100 percent of our cans and bottles Cans and bottles recyclable (%) 2014 99%3 99% 99% diets and active healthy living. to take this further in coming years.
are fully recyclable.
Workplace Diversity Attract, develop and retain a highly talented, Voluntary turnover rate (%) Ongoing N/A 6.5 5.7
Manufacturing Send zero waste to landfill from our own Total waste produced (metric tonnes) 2014 27,9113 29,810 34,480 engaged and diverse workforce.
manufacturing sites and reduce the amount Average training days per employee Ongoing N/A 3 3
of waste we generate. Workplace
2014 99.3%3 99.5% 99.6% Females in workforce (%) Ongoing 23% 23% 23%
Waste recycled (%)
Females in management roles (%) Ongoing N/A 32% 33%
Packaging Recycling Recycle more packaging than we use, Packaging recycled as percentage 2020 Measurement in progress
by championing improvements to collection of total used Employees with individual Ongoing N/A N/A 47%3
schemes and investing in strategic recycling development plans
infrastructure projects.
Workplace Safety Provide a safe and healthy work environment Lost time accident rate (number of 2020 1.723 1.56 1.24
Inspiring Consumers Increase packaging recovery rates by using Number of consumer opportunities Ongoing N/A N/A 4.7 million with a vision of achieving zero accidents, and lost time accidents per 100 full time
our brands to educate and inspire consumers provided to view brand-led recycle/ attaining world class health and safety status. equivalent employees)
to recycle more often. recover messaging
Number of fatalities 2020 N/A 0 0
Protect Protect the future sustainability of the water Sites with Source Water Protection Ongoing 12%3 88% 100%
sources we use. Plans implemented (%)
Employee Provide access to health and wellbeing Employees with access to health 2014 Measurement in progress
Reduce Reduce the amount of water we use, aiming Water use ratio (liters water/liter 2020 1.513 1.48 1.43 Wellbeing programs for 100 percent of our employees. and wellbeing programs
Water
to manufacture every liter of product using product)
Stewardship
an average of 1.2 liters of water.
Total water used (million cubic 2020 8.73 9.52 9.42
meters) 1. Including grid renewable energy
2. Year end figures
Recycle Safely return to nature 100 percent of the waste Water returned at standard Ongoing 100% 3
100% 100% 3. Does not include Norway
water from our manufacturing operations. supporting aquatic life (%) and Sweden
4. Including grid renewable energy
Replenish Return to nature the water used in our Water replenished (% vs liters in our 2020 Measurement in progress
beverages, where it is sourced from areas of beverages where sourced from
water stress, by investing in community-based areas of water stress)
water programs.
Value Chain Work with partners to find innovative ways Number of projects/partnerships Ongoing Work in progress
to minimize water impacts throughout our established
value chain.
Ingredients Work with our sugar suppliers to ensure Sugar sourced from sustainable Ongoing Work in progress
that the sugar we use is sustainable. sources (%)
36 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 37

21. GRI United Nations Global Compact
The summary table below shows disclosed on the Front Cover, also included information from A full GRI index is CCE is a signatory of the UN Global
available online at — Principle Page
where CCE’s information and Inside Front Cover and the Back the Corporate Responsibility Compact and has committed to
data corresponding to the Global Cover is labeled respectively ‘FC’, section on our corporate website www.ccesustainability.com supporting its ten principles in Principle 1: Support and respect protection of internationally proclaimed human rights 7, 11, 33–35
Reporting Initiative’s G3.0 ‘IFC’ and ‘BC’. Where information (www.cokecce.com) and from the areas of human rights, labor,
Principle 2: Make sure business is not complicit in human rights abuses 7, 11, 33
Guidelines can be found. Page is disclosed in the Annual Report our sustainability plan website environment and anti-corruption.
numbers refer to pages in this (AR), 10-K and the Proxy Statement, (www.ccesustainabilityplan.com). Opposite is an index detailing Principle 3: Uphold freedom of association and right to collective bargaining 11, 33
Corporate Responsibility and it is also labeled accordingly. For where you can find our progress Principle 4: Support elimination of all forms of forced and compulsory labor 7, 11, 33
Sustainability report. Information some of the indicators we have against these principles within
Principle 5: Support effective abolition of child labor 7, 11, 33
this report.
GRI summary table Principle 6: Eliminate discrimination in employment and occupation 32–35
Principle 7: Support a precautionary approach to environmental challenges 11, 12–15, 16–19, 20–23
Indicator Location Indicator Location Indicator Location Indicator Location
Principle 8: Undertake initiatives to promote greater environmental responsibility 12–15, 16–19, 20–23
1.1 2-3 3.11 IFC, 2-3, cokecce.com Economic 2-3, 4, 9, 10-11,15-17, 28-29, Labor 11, 14, 32-34, 37, 39, Principle 9: Encourage the development and diffusion of environmentally friendly technologies 8–9, 13–15, 17, 22
management 32-33, 36-37, AR, 10-K, management PROXY
1.2 2-3, 4-5, 10, 10-K 3.12 38, cokecce.com approach PROXY approach Principle 10: Work against all forms of corruption, including extortion and bribery 7, 11, 33, 34
2.1 FC, AR, PROXY 3.13 IFC, 40-41 EC 1 4-5, 28-29, AR, 10-K LA 1 4, 33
2.2 4, 26, AR 4.1 10-11, PROXY, 10-K EC 2 10-K LA 2* 33-34
2.3 10-11, 10-K 4.2 PROXY EC 3 33, 10-K LA 4* 33 Awards 2011
2.4 BC, AR 4.3. PROXY EC 6 7 LA 7* 34-35
2.5 4, AR 4.4 cokecce.com EC 7* 28-29 LA 8 35
2.6 4, 10-K 4.5 10, PROXY EC 8 18, 23, 29, 31 LA 10 33-34
2.7 4, AR 4.6 PROXY Environment 7, 10-11, 12-15, 16-19, LA 13 33, PROXY
4.7 PROXY management 20-23, AR, PROXY
2.8 4, AR Human Rights 7, 9-11, 32-35, AR, PROXY, Edie.net Awards for
approach
management cokecce.com
2.9 IFC, AR, 10-K 4.8 2-3, 10-11, PROXY,
EN 1 17, 36 approach
Environmental Excellence 2011 Newsweek Green Rankings Carbon Trust Standard Corporate Register Reporting
cokecce.com
2.10 6, 39, cokecce.com
Awards (CRRA 2012)
4.9 10-11, PROXY, EN 2 17, 36 HR 2* 7 Waste and Resources Award – CCE was ranked first in the food Carbon Trust Standard Award –
3.1 IFC cokecce.com for outstanding commitment to and beverage category of the 2011 for our carbon management and Best Overall Report: Winner
EN 3 ccesustainabilityplan.com HR 5 33
3.2 IFC 4.10 PROXY, EN 4 ccesustainabilityplan.com Society 7, 10-11, 28-29, 30-31,
reducing waste in packaging and Newsweek Green Rankings, for carbon reduction achievements, Best Carbon Disclosure: Winner
3.3 IFC
cokecce.com management PROXY changing consumer behavior the third year in a row. obtaining the best-ever score out Relevance and Materiality:
EN 8 20-21, 36 approach when recycling. of 675 companies. 2nd Runner Up.
4.11 10, 10-K
3.4 BC, cokecce.com
EN 12* 22-23 SO 1* 28-31
4.12 IFC, 2-3, 38-39
3.5 IFC, 6-7
EN 16 14, SO 5 7, 19, 23, 27
4.13 6-8, 19, 27, 30-31 ccesustainabilityplan.com
3.6 IFC
4.14 2-3, 6-7, 12-13, 18, 20-21, Product 7, 10, 24-27, 36-37, 10-K
3.7 IFC EN 17 ccesustainabilityplan.com responsibility Low Carbon Vehicle PR News CSR Awards 2011
28-29, 31, 38-39
EN 19 ccesustainabilityplan.com management Partnership’s Low Carbon
3.8 IFC, cokecce.com
4.15 6 approach Food and Drink Federation ROSPA
Champion Awards CSR Professional of the Year –
3.9 IFC, cokecce.com EN 21 22 Community Partnership
4.16 6-7, 32 PR 1* 11, 24-25 Joint Winner – John Brock,
Awards 2011 Food, Drink Tobacco
3.10 IFC EN 26 12-23 Low Carbon Fuel Initiative Chairman and CEO, CCE.
4.17 IFC, 6, 36-37 PR 3 26-27 Manufacturing Industry Sector
EN 27 18-19 of the Year – investment in Corporations with more than
PR 6 27 Awards received for: Award – CCE East Kilbride facility.
* partial compliance
bio-methane trucks. 10,000 employees – Joint Winner.
– Education
– CCE Education Centers President’s Award – Coca-Cola
– Environmental Consumer and Enterprises Ltd – Edmonton,
President’s Award – Festival Wakefield and Sidcup facilities.
Maplecroft Climate Innovation
Recycling.
CEO Water Mandate Index, Cycle 3
2011 European Supply Chain
Maplecroft CII Leaders – CCE Excellence Awards
Communication are required to report progress Logistics Strategy – Winner –
Principle Page “Coca-Cola Enterprises’ Festival ranked #17 and the only company
on Progress-Water annually against its six core for work to centralize the
Recycle Zone was the stand out project in the Food and Beverage Industry
(COP-Water) principles. Our progress detailed 1. Direct operations 21–22 multi-drop planning operation
for me from this year’s entries. It is an in the top 20.
in the report is indexed opposite. in Great Britain.
2. Supply chain and watershed 21, 23 exceptional example of an innovative
CCE signed the UN Global Customer Service – Highly
Compact’s CEO Water Mandate 3. Collective action 21, 23, 29 and extremely well targeted scheme that Golden Peacock Commended – for work in
(CEOWM) in early 2009. This captures the imagination of young
4. Community engagement 21, 23, 29 delivering top class service
public-private partnership helps people and gets them to engage with 2011 Global Award for
5. Public policy 21, 23 metrics for key customers
us develop and implement the issue of packaging waste.” Sustainability – Winner. and industry leading supply
water sustainability policies and 6. Transparency 20–23, 29
chain projects.
practices. Endorsing companies Jim Moseley, FDF President
and Managing Director
of General Mills UK
38 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 39

22. Assurance statement
SGS United Kingdom Ltd’s This report has been assured as VERIFICATION/ • Key stakeholder groups The Principle of Materiality The Principle of Responsiveness
STATEMENT OF
report on sustainability an AA1000AS Type 2 assurance at ASSURANCE OPINION have been involved in setting To make good decisions and Responsiveness is how an
INDEPENDENCE AND
activities in the Coca-Cola a moderate level of scrutiny using the future strategy of the actions an organization and its organization demonstrates that
COMPETENCE
Enterprises, Inc. Corporate our protocols for: On the basis of the methodology organization and these stakeholders need to know the it responds to its stakeholders
Responsibility and Sustainability described and the verification have included groups whose issues that are material to the and is accountable to them.
• Evaluation of the report The SGS Group of companies
Report for 2011/2012 work performed, we are satisfied opinions are considered to be sustainability performance of
content and supporting • At a top-level the organization is the world leader in
that the information and data in conflict with the organization. the organization. A material issue
management systems against seeks input from key inspection, testing and
contained within the Corporate The formalizing of the is an issue that will influence the
the AA1000 Accountability stakeholders and includes verification, operating in
NATURE AND SCOPE OF THE Responsibility and Sustainability stakeholder mapping and decisions, actions and
Principles (2008); and their feedback in the decision more than 140 countries and
ASSURANCE/VERIFICATION Report 2011/2012 and within the engagement processes is in performance of an organization
making process. providing services including
• Evaluation of content veracity scope verified is accurate, development and the resulting or its stakeholders.
management systems and
SGS United Kingdom Ltd was and systems for reporting and reliable and provides a fair and tool should allow for smaller • The report would benefit
• oca-Cola Enterprises has
C service certification; quality,
commissioned by Coca-Cola collation of data at site level balanced representation of stakeholder groups having from linking the content to
worked with independent environmental, social and
Enterprises, Inc. (CCE) to conduct through to corporate level. CCE’s sustainability activities in greater input to the organisation feedback received from the
agencies to identify and ethical auditing and training;
an independent assurance of the 2011/2012. The assurance team and its strategy and reporting. organization’s stakeholders
prioritise material issues and environmental, social and
Corporate Responsibility and Alignment with the Global is of the opinion that the Report on the previous year’s report
• takeholder engagement
S establish in which areas it can sustainability report
Sustainability Report 2011/2012. Reporting Initiative Sustainability can be used by the Reporting and the performance
has to be a two-way process lead how these issues are assurance. SGS United
The scope of assurance, based Reporting Guidelines (2006) was Organization’s stakeholders. information contained within.
with the organization receiving addressed. The development Kingdom Ltd affirm our
on the SGS Sustainability Report not included in the assurance. We believe that the organization
feedback from all stakeholder and review of material issues • To establish the organization’s independence from
Assurance methodology, included has chosen an appropriate level
groups and using this is ongoing which is reflected in stated aim of being a leader Coca-Cola Enterprises,
text and selected 2011 data in The assurance comprised a of assurance for this stage in
information to make decisions the report and future reports on sustainability issues and being free from bias and
accompanying tables of this combination of pre-assurance their reporting.
at all levels of the organization. should follow through feedback allow stakeholders to form conflicts of interest with the
report as described below. research, interviews with relevant
To maintain a position as a from stakeholder engagement. a balanced view of the organisation, its subsidiaries
employees at the European
leader in sustainability issues organization’s performance and stakeholders. The
The information in the Corporate Headquarters (Uxbridge, UK) and AA1000 ACCOUNTABILITY • he work done on the
T
it is important that Coca-Cola the report it is important assurance team was
Responsibility and Sustainability visits to a sample of operational PRINCIPLES (2008) sustainability plan involved a
Enterprises seek to do this at that information is included assembled based on their
Report 2011/2012 of CCE and its sites (Clamart, France; Lørenskog, CONCLUSIONS, FINDINGS detailed analysis of material
every possible opportunity. even when it is considered knowledge, experience and
presentation are the responsibility Norway). Documentation and AND RECOMMENDATIONS issues for the organization and
to be negative. qualifications for this
of the directors and the records were reviewed and based on the work performed
assignment, and comprised
management of CCE. SGS United validation was conducted where The Foundation with a range of stakeholders
Kingdom Ltd has not been the organization has identified A detailed internal management auditors registered with IRCA
relevant. Additional interviews and Principle of Inclusivity
report with results and (Certified Sustainability
involved in the preparation of any site visits were conducted for The inclusion of all stakeholders areas where it wants to be
Assurance Practitioner) and
of the material included in the verification of greenhouse gas is fundamental to the AA1000 regarded as a corporate leader. recommendations against
this standard has been provided IEMA (Environmental Auditor).
Corporate Responsibility and reporting as detailed in our standards and an organization
• total of thirty-seven (37)
A to CCE.
Sustainability Report 2011/2012. separate verification statement needs to demonstrate that it
material issues have been
Our responsibility is to express (available on www. identifies and understands
identified in the sustainability Signed:
an opinion on the text, data, ccesustainabilityplan.com). stakeholders, their capacity
plan, however materiality For and on behalf of SGS
graphs and statements within Financial data drawn directly from to engage, and their views
analyses should be ongoing United Kingdom Ltd
the scope of verification set out independently audited financial and expectations.
and the organization should
below with the intention to inform accounts has not been checked
• The sustainability plan, which therefore ensure it performs
all CCE’s stakeholders. back to source as part of this
has been implemented this regular re-evaluations to
assurance process. Financial data
year involved stakeholder ensure issues that may not be
The SGS Group has developed a drawn directly from independently
engagement from all considered currently material
set of protocols for Assurance of audited financial accounts has not Jan Saunders
geographical areas where the are included and addressed
Sustainability Reports based on been checked back to source as UK Systems and Services
company operates in order to if they are considered to be
current best practice guidance part of this assurance process. Certification Business Manager
set and establish goals and material in the future.
provided in the Global Reporting Camberley, May 2012
targets for the coming years for
Initiative Sustainability Reporting www.sgs.com
a variety of sustainability issues.
Guidelines (2006) and AA1000
Assurance Standard (2008). These
protocols follow differing options
for Assurance depending on the
reporting history and capabilities
of the Reporting Organization.
40 www.cokecce.com Corporate Responsibility Sustainability Report 2011/2012 41

23. Coca-Cola Enterprises, Inc.
2500 Windy Ridge Parkway
Atlanta, GA 30339
+1 678 260-3000
European Headquarters
Coca-Cola Enterprises, Ltd.
Vine Street
Uxbridge
Middlesex
UB8 1EZ
+44 1895 231313
Contact: crs@cokecce.com
www.cokecce.com
www.ccesustainabilityplan.com
Coca-Cola Enterprises is an Equal Opportunity Employer.
Copyright 2011, Coca-Cola Enterprises, Inc. “Coca-Cola”
is a registered trademark of The Coca-Cola Company.
Designed and produced by Salterbaxter.
Printed by Innovative Output Solutions.
This report has been printed on 9 Lives paper
which is certified as FSC 100% recycled,
and certified ISO 9001 and ISO 1400.