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8/9/2019 2008-2009 Sustainability Review
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Our commitment to making
a positive difference in the world.
2008/2009 Sustainability Review
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GLOBAL SUSTAINABILITY
SELECT GOALS AND TARGETS
ACTIVE HEALTHY LIVING
List the energy information (calories,kilocalories, kilojoules) per serving for nearlyall of our beverage products on the front ofour packaging worldwide by the end of 2011
Have at least one physical activity program
in every country where we operate by 2015
ENERGY MANAGEMENT AND
CLIMATE PROTECTION
Grow our business but not our systemwidecarbon emissions from our manufacturingoperations through 2015, compared witha 2004 baseline
Reduce our absolute emissions from ourmanufacturing operations in Annex 1
(developed) countries by 5 percent by2015, compared with a 2004 baseline
Improve the energy efciency of ourcooling equipment by 4050 percentby the end of 2010
Install 100,000 HFC-free coolers in themarketplace by the end of 2010
COMMUNITY
Form 1,300 to 2,000 new ManualDistribution Centers in Africa by 2010
Give back 1 percent of our operatingincome annually to help develop andsustain communities around the world
SUSTAINABLE PACKAGING
Improve packaging material efciency perliter of product sold by 7 percent by 2015,compared with a 2008 baseline
Recover 50 percent of the equivalentbottles and cans used by 2015
Source 25 percent of our PET plasticfrom recycled material by 2015
WATER STEWARDSHIP
Improve our water efciency by 20 percentby 2012, compared with a 2004 baseline
Return to the environment, at a level thatsupports aquatic life, the water we use inour system operations by the end of 2010through comprehensive wastewater treatment
CONTENTS
IIV Performance Highlights
2 A Letter from Our Chairman
and Chief Executive Officer
4 Business Prole
6 LIVE POSITIVELY
8 Beverage Benefits
12 Active Healthy Living
16 Energy Management
and Climate Protection
20 Community
26 Sustainable Packaging
30 Water Stewardship
34 Workplace
38 Corporate Governance, Ethics
and Third-Party Verication
40 Operating Group Highlights
42 Global Reporting Initiative,
UN Global Compact and CEO
Water Mandate
44 Forward-Looking Statements,
Environmental Statement and
Equal Opportunity Policy
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Imagine a better world.A world where all people have access to sae water, where
packaging has a lie beyond its original use, and where
communities are healthy and prosperous. This is our vision.
The CocaCola Company and our bottling partners are
committed to making a lasting, positive dierence in theworld. We are constantly innovating to keep our products
aordable and make our business more environmentally and
economically benefcial to the communities we serve. And
we believe that investing in the economic, environmental
and social development o communities will help our
business grow.
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THE COCACOLA COMPANY20082009 PERFORMANCE HIGHLIGHTS
WORKPLACE
45%increase in supplieraudits from 2007 to 2008
$413 million spent withdiverse suppliers in 2008No. 9 ranking in the annual DiversityIncTop 50 Companies or Diversity, makingus the only company to be in the top 10or six consecutive years
BEVERAGE BENEFITS
200+juices and juice
drinks launchedin 2008
2005
2006
2007
2008
150+
150+
160+
110+Low andnocaloriebeverages
launched
ACTIVE HEALTHY LIVING
Our port olio hasnearly 500 brands
inclusive o3,000+beverage products
$9 millionin charitable contributions tosupport active healthy living
programs in 2008
1,800+
2,600+2008
Manual DistributionCenters in Arica
2007
COMMUNITY
$82millionin charitable contributions fromthe Company and The Coca-ColaFoundation in 2008
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2 Excludes mineral waters
ENERGY MANAGEMENTAND CLIMATE PROTECTION
SUSTAINABLE PACKAGING
WATER STEWARDSHIP
39,000 HFC-freeCO
2-refrigerated
coolers and vendingmachines placedin the marketthrough 20081
CocaCola system energy use ratio(efciency) rom 2004 to 2008
Average plant ratios based on collected data(megajoules/liter of product)
2004 2005 2006 2007 2008
9%improvement
vs. 2004
2.68
2.61
2.55
2.47
2.43
CocaCola system water use ratio(efciency) rom 2004 to 2008(liters/liter of product)
Recovered theequivalent omore than 35%3o the bottlesand cans soldby our system
Opened the worlds largest PET4bottle-to-bottle recycling plantin February 2009, which willproduce PET plastic for reuseeach year equivalent to2 billion 20-ounce PET bottles
Virtually 100%2 of our beveragepackages in the EuropeanUnion included Guideline DailyAmounts nutrition labeling by
the end of 2008
200+community waterpartnerships in more
than 60 countriesas o August 2009
2004 2005 2006 2007 2008
0.51
0.47
0.49
0.46 0.46
10%improvement
vs. 2004
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2005 2006 2007 2008
BEVERAGE BENEFITS
Company Global ProductQuality Index rating (out o 100) 94.0 94.2 94.5 94.5
Number o low- and no-caloriebeverage products in portolio 475+ 575+ 700+ 750+
ACTIVE HEALTHY LIVING
Company investment in activehealthy living programs N/A $3MM $6MM $9MM
Number o new beverageproducts introduced 450+ ~600 700+ 700+
ENERGY MANAGEMENT AND CLIMATE PROTECTION
Direct greenhouse gas emissionsor the Coca-Cola system1
1.88MM tCO
2e
1.98MM tCO
2e
1.95MM tCO
2e
1.96MM tCO
2e
Indirect greenhouse gas emissionsrom electricity purchased andconsumed (without energytrading) by the Coca-Cola system1
2.60MM tCO
2e
2.89MM tCO
2e
2.97MM tCO
2e
3.21MM tCO
2e
Total megajoules o energyused by the Coca-Cola system2 49.5B 55.0B 55.8B 58.6B
COMMUNITY
Total Company economic impact,inclusive o global salaries andbenefts, shareowner dividends,local capital expenditures, goodspurchased and income taxes $16.6B $17.4B $21.2B $22.8B
Charitable contribution dollarsand equivalent percent ofoperating income
$76MM
1.1%
$70MM1.1%
$99MM1.3%
$82MM1.1%
SUSTAINABLE PACKAGING
Packaging use ratio (efciency),defned as grams o material usedper liter o product produced bythe Coca-Cola system N/A 46.3 50.0 51.93
Percent o equivalent bottles andcans sold by our system recoveredthrough Coca-Cola system-supportedrecovery programs N/A 35% 36% N/A4
Company Global PackagingQuality Index rating (out o 100) 88.0 89.2 90.4 91.2
PERFORMANCEHIGHLIGHTS BY YEAR
1 Includes only stationary sources or manuacturing.2 As our unit case volume increases our water energy and packaging use also may
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2005 2006 2007 2008
WATER STEWARDSHIP
Water use ratio (efciency),defned as liters o water usedper liter o product producedby the Coca-Cola system 2.61 2.55 2.47 2.43
Total liters o water usedby the Coca-Cola system2 278B 290B 300B 313B
Number o community waterpartnerships supported by theCoca-Cola system and numberof countries where projects exist
17
14
65
38
116
48
203
56
Percent o Coca-Cola systemplants in compliance with internalwastewater treatment standards(which meet and oten exceedapplicable laws) 81% 83% 85% 88%
WORKPLACE
Number oWorkplace RightsPolicyassessments N/A N/A 106 93
Number o supplier audits perormed 1,016 1,029 1,313 1,898
Percent o employee base bygenderU.S. only (male, female)
51%49%
51%49%
50%50%
50%50%
Percent o employee baseby race/ethnicityU.S. only
Arican AmericanAsianCaucasianHispanic
Other
21%4%
68%6%
1%
23%5%
64%7%
1%
23%5%
65%6%
1%
23%5%
64%7%
1%
Company associate and casualcontractor lost time incident rate(LTIR) per 200,000 work hours andtotal lost days (includes days lost,restricted and transferred)
2.6 LTIR
15,226 d
2.1 LTIR
20,837 d
2.3 LTIR
29,407 d
2.2 LTIR
24,621 d
Total Company spend withminority- and women-ownedbusiness enterprises $256MM $297MM $366MM $413MM
U.S. = United States$ = United States dollarB = billionMM illi
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2 The Coca-Cola Company
A LETTER FROM OUR CHAIRMAN ANDCHIEF EXECUTIVE OFFICER
We are dedicated to oering quality beverages or every liestyle, liestage and occasion, marketing those beverages responsibly, and providinginormation that consumers can trust. In 2008, we launched more than160 low- and no-calorie beverages and continued to increase our numbero ortifed products globally. And just a ew weeks ago, we announcedthat we will list the energy inormation per serving or our beverages onthe ront o nearly all o our packages worldwide by the end o 2011.
Productivity We constantly challenge ourselves, and our partners,to fnd innovative ways to make our products and services aordable
and our operations and supply chains economically benefcial to thecommunities we serve.
In 2008, our Company committed to drive out $500 million in operating expenses by the end o2011, allowing us to reinvest in innovation and uel our business growth or years to come. Weare assessing everything to increase productivity, minimize waste and maximize resourcesaclear example o where sustainability goals and business objectives align. By reducing packagingmaterial use, improving water efciency, installing more efcient lighting and using energyconservation tools, among other productivity initiatives, we intend to deliver more than halo the savings by the end o 2009. At the same time, we have invested in the worlds largest
bottle-to-bottle recycling acility, which is expected to generate long-term savings in the cost omaterials or the Coca-Cola system and provide benefts to local communities.
Sustainable Communities The private sector plays a pivotal role in developing sustainablecommunities through economic development and community involvement. At Coca-Cola,we have witnessed the eect that critical issueslike water needscan have on a developingeconomy and how addressing those needs helps both the community and our business. InKenya, or example, our system built a new water well or a remote village where women spentthe majority o their day walking miles to the nearest clean water source or their amilies needs.Now, instead o walking hours a day to get water, the women are able to ocus their time on
creating and operating a local catering and events business.
I also have seen our unique business model create opportunity in developing economies,most notably, our micro distribution program in Arica. Instead o trying to use large trucks toserve thousands o small retail outlets in areas where the roads are oten in poor condition, ourbottling partners distribute to careully selected entrepreneurs who sell our products exclusively
Dear Stakeholders:
In the midst o the global fnancial downturn, the economic, environmental
and social implications o business are more important than ever. Theresno question that the world is undergoing a massive resetting o priorities,
values and expectations. The CocaCola Company brands are among the
worlds most recognized and valued. The strength and sustainability o
our brands are directly related to our social license to operate, which we
must earn daily by keeping our promises to our customers, consumers,
associates, investors, communities and partners. It is an honor, and a
responsibility that we take very seriously.
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Muhtar KentChairman and Chie Executive Ofcer
November 2, 2009
to small retailers, oten by bicycle or pushcart. People who set up what are commonly calledManual Distribution Centers, or MDCs, employ others in the area, who then sell and distributeour beverages to retailers. Today, there are more than 2,600 MDCs in Arica, employingapproximately 12,000 people.
LIVE POSITIVELY Building a culture o sustainability and social responsibility begins at home,with the people who work or our Company and our bottling partners. We have embedded ourcommitment to sustainability into a ramework we call LIVE POSITIVELY.
LIVE POSITIVELY is a way or us to think holistically and globally about sustainability eortsthroughout the CocaCola system. It is a modern expression o our Companys heritage o caringabout our people and our planet. LIVE POSITIVELY includes goals, metrics and principles orour work in developing beverage benets; supporting active healthy living programs; buildingsustainable communities; improving environmental programs or our operations; and creating a
sae, inclusive work environment or our associates.Ultimately, LIVE POSITIVELY is about all o us making the right decisions each daythe smartdecisionsto be the Company we know we can be. It is about continuing to challenge ourselvesto improve and do more. We discuss LIVE POSITIVELY in more detail throughout this report.
Transparency Commitment is meaningless without accountability. The scrutiny we ace roma global audience is high, and the need or increased transparency continues to grow beyondthe requests o our critics to those o our customers and partners. We value an open and honestdialogue with our stakeholders, and we are prepared to advance the conversation.
In this report, you will see global targets or water stewardship, climate protection, sustainablepackaging, active healthy living and the expansion o our MDCs in Arica, as well as increaseddata disclosure. Though we highlight accomplishments, we also note areas where we need toimprove. We provide a ouryear look at perormance data or the Company and the CocaColasystem, where available. And later this year, we are publishing our Companys rst ull reportagainst the Global Reporting Initiative G3 Guidelines.
We are making progress. In act, in 2009 our Company was placed on the Dow Jones SustainabilityWorld Index or the rst time, ater being on the North America Index since 2005. We joined someo our bottling partners who also are on the World list and respective geography lists.
This report was developed to share our commitments and our progress in meeting them, and itis one chapter in an ongoing story. We have accomplished many good things, but we still havework to do to continue earning your trust and keeping our promises to you and the communitieswe serve. We are dedicated to upholding those promises every day.
My best regards,
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The CocaCola System
We are a global business that operates on
a local scale in every community where wedo business. We create global reach with
local ocus because o the strength o
the CocaCola system, which comprises
our Company and our bottling partners
more than 300 worldwide. Our Company
manuactures and sells concentrates,
beverage bases and syrups to bottling
operations; owns the brands; and is
responsible or consumer brand marketinginitiatives. Our bottling partners
manuacture, package, merchandise and
distribute the nished branded beverages
to our customers and vending partners,
who then sell our products to consumers.
All bottling partners work closely with
customersgrocery stores, restaurants,
street vendors, convenience stores, movie
theaters and amusement parks, among
many othersto execute localized
strategies developed in partnership with
our Company. Customers then sell our
products to consumers at a rate o nearly
1.6 billion servings a day.
Our business operations are divided intothe ollowing geographies: Eurasia and
Arica, Europe, Latin America, North
America and Pacic, as well as our
Bottling Investments operating group.
Established in 1886, The CocaCola Company operates
in more than 200 countries and markets nearly 500 brands
and more than 3,000 beverage products. These products
include sparkling and still beverages, such as waters, juices
and juice drinks, teas, coees, sports drinks and energy drinks.
We have our o the worlds top ive nonalcoholic sparkling
beverage brands: CocaCola, Diet Coke, Sprite and Fanta.
THE COCACOLA VALUE CYCLE
The CocaCola system operates in the context oa broader value cycle (shown on the next page).We work with others to source ingredients, createpackaging, sell our products, recover and reusepackaging materials and replenish the waterthat we use. Managing sustainability through acomplex business cycle can be challenging. Bycollaborating closely with our business partners,communities and consumers, we seek to ensureenvironmental and social responsibility and areworking to encourage consumers to recycle thepackaging materials associated with our products.
To learn more, visit
www.ourcompany.thecoca-colacompany.com.
BUSINESS PROFILE
Latin America 27% North America 24% Europe 17% Pacic 17% Eurasia & Arica 15%
17%
27%
17%
24%
15%
2008 UNIT CASE VOLUME
GEOGRAPHIC MIX
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COCACOLA VALUE CYCLE
Suppliers
PackagingBottles, cans, cardboard trays and
other packaging designed orefciency and eectiveness
IngredientsSugar, citrus, coee and other
ingredients sourced romaround the world
WaterApproximately 300 billion litersused annually in our beverages
and in their production
We aim to eliminate all waste overthe lie o our packaging through
eorts to reduce, recover and reusematerials and conserve resources
We aspire to saely return tocommunities and nature an amount owater equivalent to what we use in allo our beverages and their production
We are working to grow ourbusiness without growing the
systemwide carbon emissions romour manuacturing operations
The Coca-Cola System
The CocaCola CompanyProduces the concentrate and beverage
bases or regular, low- and no-caloriebeverage products; develops marketing
and advertising or system
Bottling PartnersIndependent bottling partners, as
well as Company-owned bottlers andacilities, manuacture, package and
distribute our fnished products
Selling Our Beverages
Vending Machines and CoolersMore than 10 million pieces oequipment placed in strategic
locations to meet consumer needs
CustomersSupermarkets, convenience stores,restaurants and others who sell our
products directly to consumers
ConsumersOur beverages are consumednearly 1.6 billion times a day
around the world
WarehousesCollect and store products or
distribution to retail outlets
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We aim to quenchevery thirst and needwhile providing qualityconsumers can trust.We strive to oer andtailor beverages or everyliestyle, lie stage andoccasion based onindividual needs.
We aspire to help peoplelead active, healthy livesby producing a widevariety o beverages;providing nutritioninormation and consumerhealth education; andsupporting physicalactivity programs.
We aim to be thebeverage industry leaderin energy conservationand climate protection. Weare committed to growingour business but not thecarbon emissions rom ourmanuacturing operations.
BEVERAGEBENEFITS
ACTIVEHEALTHY
LIVING
ENERGYMANAGEMENT
AND CLIMATEPROTECTION
We recognize that the world is more interconnected than ever,
requiring more collaboration and partnership.
LIVE POSITIVELY is our commitment to making a positive
dierence in the world. Through redesigning the way we work
and live, we consider sustainability as part o everything we do.As we act with an eye toward uture generations, we will ocus on
driving business growth and creating a more sustainable world.
LIVE POSITIVELY ocuseson seven core areas key toour business sustainability:Beverage Benets; ActiveHealthy Living; EnergyManagement and ClimateProtection; Community;Sustainable Packaging;Water Stewardship; and
Workplace.
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To learn more, visit
www.sustainability.thecoca-colacompany.com.
Consumers make purchasing decisions
about beverage brands based on the great
taste and quality o the products as well as
considerations about nutrition and health.
They also are increasingly making theirdecisions based on the character o the
company that makes the products. People
want to interact with brands and companies
that share their values and are doing their
part to protect and enhance peoples lives,
communities and the world. By engaging
in sustainable business practices and
helping to improve the lives o people inthe communities we call home, we earn
the social license to operate and the
opportunity to thrive.
We are a global companywith local roots in everycommunity where wedo business. We arecommitted to osteringsustainable communitiesthrough widerangingprograms geared todevelop economies,
improve lives and createopportunity.
We envision a world inwhich our packaging isseen as a valuable resourceor uture use. We aremaking this vision a realityby creating value at everystage o our packagingliecycle, through eorts toreduce, recover and reuse.
We are committedto responsible waterstewardship. Our goal is tosaely return to nature andcommunities an amounto water equivalent towhat we use in all o ourbeverages and theirproduction.
We oster open workenvironments as diverse asthe markets we serve. Weprovide a healthy and saeplace to work and abide byinternationally respectedhuman rights principles.We strive to cultivate anenvironment where people
are inspired to createsuperior results.
COMMUNITY SUSTAINABLEPACKAGING
WATERSTEWARDSHIP
WORKPLACE
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In 2008, our low and nocaloriebeverage portolio included more than750 beverage products and accountedor nearly 25 percent o our global unitcase volume.
In 2009, we introduced glacauvitaminwater10, a naturally sweetened
lowcalorie beverage that is a goodsource o daily vitamins with only10 calories per serving. To learnmore, visit www.vitaminwater.com.
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Beverage Innovation
BEVERAGE BENEFITS
The CocaCola Company is the worlds largest
nonalcoholic beverage company. We bring
greattasting, quality nonalcoholic beverages
to consumers around the world at a rate onearly 1.6 billion servings per day. While our
Company is bestknown or CocaCola, we
have a beverage portolio o nearly 500 brands
and more than 3,000 beverage products.
Our portolio includes a wide range o
ull, reduced, low and nocalorie sparkling
beverages, still beverages, waters, sports
and energy drinks, teas, coees, and milkand soybased beverages. We are committed
to oering a beverage or every liestyle, lie
stage and occasion, where it also makes
sense or our longterm business growth.
We ocus our thinking on what consumers
want today and anticipating what they will
want tomorrow. From the added benets o
vitamins and minerals to new ingredients,
sweeteners, tastes and innovations in
package sizes, we are constantly challenging
ourselves to identiy highquality additions
to our portolio.
In 2008, we introduced beveragessweetened with rebianaa natural
sweetener marketed under theTruvia brandto our portolio,providing consumers with naturallysweetened, reduced andlowcalorie beverage options.
Juices/Juice Drinks 38% Sparkling 26% ReadytoDrink Coees and Teas 15% Water 11% Sports Drinks 4% Energy Drinks 3% Soy and ValueAdded Dairy 2% Other 1%
In 2008, we launched more than 700 new
products globally, including more than
160 low or nocalorie beverage options. We
also continued to increase the number oortied products we oer. We have a variety
o product ormulas with added nutrients,
minerals and unctional ingredients and are
constantly innovating new ormulations to
meet the needs o our consumers.
1 The gures in this chart refect the percentage o total beverageproducts by beverage category, not by unit case volume. Ourglobal unit case volume percentages dier rom the gures inthis chart.
The source o the added sugarwhether sucrose, high ructose corn syrup, honeyor ruit juice concentrateshould not be o concern; rather it is the amount o totalcalories that is important.
American Dietetic Association
2008 PRODUCT PORTFOLIO1
38%
26%
15%
11%
4%
3%
2%
1%
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Product Saety and Quality
10 The CocaCola Company
BEVERAGE BENEFITS
The saety and quality o our ingredients
and products is o the utmost importance
to our Company. The CocaCola system has
rigorous standards and practices in place ateach stage o our beverage manuacturing
processingredient purchasing, concentrate
and beverage production, packaging and
transportationto ensure the saety, quality
and consistency o our products.
We govern the saety and quality o
beverages produced in the CocaCola system
by The CocaCola Management System(TCCMS). TCCMS sets high standards or the
management o product saety and quality,
environmental perormance, and occupational
health and saety throughout the CocaCola
system. All Company operations and bottling
acilities within the CocaCola system
must establish, implement, document and
maintain a saety, environment and quality
management system in accordance with
TCCMS requirements.
Through TCCMS, we integrate and align
saety, quality and business objectives with
consistent metrics to monitor perormance;
implement preventive action; and dene
problemsolving methodologies and tools to
drive continuous product saety and qualityimprovements.
SWEETENER SAFETY
Low and nocalorie sweeteners provide consumers
with a useul tool or controlling and maintainingtheir caloric intake and, i used consistently alongwith a sensible balanced diet and regular physicalactivity, their weight. All o the sweeteners used inour products meet strict regulatory standards.
Acesulame potassium (AceK or acesulame K) isused in approximately 90 countries, including Australia,Canada, most o Europe, Japan and the United States.
Aspartame is one o the most thoroughly researchedood ingredients in use today. In addition toapproval rom the European Food Saety Authorityand the U.S. Food and Drug Administration (FDA),
regulatory agencies in more than 100 countriesregard aspartame as sae.
Cyclamate is approximately 30 times as sweet assucrose. Although cyclamate was banned by theFDA in 1969, since then, more than 75 scienticstudies have proven it to be sae or humanconsumption. Independent scientists o the WorldHealth Organizations Joint Expert Committee onFood Additives have consistently armed the saetyo cyclamate or use as a sweetener in oods andbeverages, as have regulatory agencies in Australia,Europe and many other countries. As a result,
cyclamate is now permitted or use in more than50 countries around the world.
Rebiana is a natural, zerocalorie sweetener that is200 times sweeter than sugar. It comes rom thestevia lea. Rebiana has been determined to beGenerally Recognized as Sae in the United States.Approvals have been granted or are in process inother countries.
Saccharin has been a calorieree sweetener or oodsand beverages or more than a century. Saccharin ispermitted or use in oods and beverages in morethan 100 countries around the world.
Sucralose is structurally similar to sugar but is 600times sweeter. It is permitted or use in oods andbeverages in more than 40 countries, includingAustralia, Canada, Mexico and the United States.To learn more, visit
www.quality.thecoca-colacompany.com.
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Validation o our product saety and quality practicesis provided by our product testing laboratories usingstateotheart tools applied to ingredients, packagingmaterials and products. We measure key productand package quality attributes to ensure that ourbeverage products in the marketplace meet Companyrequirements and consumer expectations.
In 2008, we maintainedour Company GlobalProduct Quality Indexrating o 94.5, ourhighestever value.
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Regular physical activity is essential toachieving an active healthy liestyle. TheCocaCola system has launched morethan 120 physical activity programs inmore than 85 countries, touching millionso people o dierent ages. In 2008, weset a goal to have at least one physicalactivity program in every country wherewe operate by 2015.
In Latin America, we partner with variouscountries Ministries o Education to sponsorApntate a Jugar (translated as Sign Upto Play), a program that promotes physicalactivity and health and wellness educationin schools. To date, the program is inapproximately 240 schools and reaches
thousands o students. The program hasits own branding and ollows our schoolbeverage program and Advertising andMarketing to Children Policy.
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The CocaCola system cares about the
health and wellbeing o its consumers.
We create aordable products with sae,
quality ingredients and actbased ingredientand nutrition inormation to suit a range
o liestyles, lie stages and occasions. Our
products provide people with rereshment,
enjoyment, nutrition and hydration. Our
range o ull, reduced, low and no
calorie products, and portion sizes, enables
consumers to choose products that meet
individual energy and nutritional needs.
We aspire to help people around the world
lead active healthy lives through the variety
and availability o the beverages we produce;
our assortment o package sizes; the
ingredient, nutrition and health inormation
we provide; our responsible marketing
practices; and our support or physical
activity programs. We also support health
and wellness education programs in certain
countries around the world to help empower
consumers to achieve active healthy liestyles.
In some markets, our products are criticized
or their ingredients and even blamed or
causing overweight and obesity. People
consume many dierent oods and
beverages, so no single ingredient, ood orbeverage alone is responsible or overweight
or obesity. But all calories count, including
those rom our beverages. We subscribe
to the nutrition principle that all oods
and beverages can be part o a balanced,
sensible diet, combined with regular physical
activity. An individuals overall diet shouldulll his or her nutrient needs without
exceeding the calories they require and
expend every day.
We provide product and package variety
across our markets. We have more than
750 low and nocalorie beverages in our
portolio, and we continue to introduce
new low and nocalorie options, as wellas nutritionally ortied products, each
year. We also have package sizes ranging
rom singleserve cans to resealable large
bottles, so consumers can manage their
portions and choices.
Encouraging Active
Healthy Living
An adequate intake o energy andnutrients is essential to an activehealthy liestyle. We developedNutriJuice, an orange juice ortifedwith iron, zinc, lysine and vitamins Aand C, to help address irondefciencyanemia and malnutrition in childrenin the Philippines. Approximately30,000 children have benefted rom
consuming this product.
The key to a healthy weight is simple arithmeticcalories in cannot exceed calories out.Physical activity helps boost the calories out side o the equation. Our goal is to makesure patients have the tools they need to successully ll their prescriptions or exercise.
Robert E. Sallis, M.D. Immediate Past President, American College o Sports Medicine, and Chair,Exercise is Medicine (CocaCola is a ounding partner o the Exercise is Medicine Global Initiative.)
To learn more, visit
www.activehealthyliving.thecoca-colacompany.com.
ACTIVE HEALTHY LIVING
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We have a responsibility to inorm our
consumers with actbased ingredient and
nutrition inormation or our products so
they can make beverage choices that arein line with a sensible, balanced diet and
active liestyle. We also have a responsibility
to respect and support our consumers and
communities with advertising and marketing
that is tasteul, truthul and responsible.
Factbased nutrition inormation, in
conjunction with eective consumer
education, is essential in helping consumersmeet their individual nutritional needs,
including appropriate energy requirements.
In addition to the basic nutrition inormation
we provide on our product labels, we have
made a global commitment to provide ront
opackaging (FOP) energy inormation (per
serving) and, where allowed by applicable
regulations, percent Daily Guidance
Indicators (DGIs) on nearly all o our
packaging by the end o 2011.
Consumers have told us they want more
nutrition inormation in an easytoread,
ataglance ormat. Our new FOP energy
and percent DGIs labelingwhich places the
quantities o select nutrients in the context
o populationbased dietary guidancecommitment will enable us to provide more
nutrition inormation to consumers. We are
Consumer Education
and Marketing
already meeting this commitment in Australia
with Daily Intake labeling and in Europe with
Guideline Daily Amount (GDA) labeling. In
the United States, where percent Daily Valuelabeling has been in place since 1993, we
are introducing FOP calorie labeling on all
products. Similar actions are under way in
Latin America. In addition to these eorts,
websites across the CocaCola system
provide nutrition and ingredient inormation
about the products sold in individual markets.
To learn more, visit
www.nutritionlabeling.thecoca-colacompany.comwww.responsiblemarketing.thecoca-colacompany.com.
14 The CocaCola Company
RESPONSIBLE MARKETING
The CocaCola Company has policies andpractices in place regarding marketing ourbeverages in a responsible manner. We arecommitted to creating accurate, ageappropriateadvertising. We led the global beverageindustry in adopting a global Advertising andMarketing to Children Policy, communicatingour marketing guidelines and our respect or therole o parents in choosing beverage options ortheir children. We do not directly target children
under the age o 12 in our marketing messagesin our advertising, and we do not show childrendrinking any o our products outside o thepresence o a parent or caregiver. This policy hasbeen our guiding principle in North America withregard to sparkling sot drinks or more than50 years.
ACTIVE HEALTHY LIVING
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GLOBAL NUTRITION LABELING POLICY
In addition to basic nutrition inormation, our global policy on
nutrition labeling and nutrition inormation also requires a statement
o the amount o energy (per serving) as kilocalories, calories or
kilojoules on the ront o nearly all packages. Where permitted by
applicable regulations, we provide percent DGIs on our labels that
place the quantities o energy and select nutrients, per serving,
within the context o population-based dietary guidance. We expect
to have this labeling in place across the Coca-Cola system or nearlyall o our products by the end o 2011. Such labeling is already in
place in Australia and Europe and is currently being implemented in
Mexico, the United States and other countries.
We provide nutritioninormation on nearly allproduct labels, with theexception o certain returnablebottles, ountain beveragesand waters (unsweetened,unfavored). For these beverageand packaging types, nutritioninormation is provided byalternate means through our
Company and CocaColasystem websites and consumerhotlines to guide consumersto additional inormation.
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CLIMATE TARGETS
In 2008, working with World Wildlie Fund (WWF)the global
conservation organizationwe announced global targets through
2015 or our energy management and climate protection compared
with 2004 baselines. The Coca-Cola system set goals to:
Grow our business but not our systemwide carbonemissions rom our manuacturing operations
Reduce our absolute emissions rom our manuacturing
operations in Annex 1 (developed) countries by 5 percent by 2015
In the United Kingdom,CocaCola Enterprises Inc.(CCE) has installed measuringand targeting sotware in all oits bottling acilities. The systemcaptures electronic energydata, tracking energy use andidentiying areas to conserve.The system will be extendedto all CCE bottling acilities inEurope by 2010.
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In Latin America, our bottlingpartner CocaCola FEMSA, S.A.B.de C.V. is investing in wind energy,which is anticipated to reduce itsannual carbon emissions by
45,000 metric tons.
Improving Energy Efciency
Energy management and climate protection
is a ocus or the entire CocaCola system.
Advancing our energy eciency and
stabilizing our emissions continues tohelp us reduce costs and minimize our
environmental impact. The sheer scale o our
global operations provides us an opportunity
to improve our energy eciency and
decrease our emissions in a variety o areas.
Globally, we have more than 900 bottling
and manuacturing acilities, a feet o more
than 100,000 vehicles and millions o vending
machines and coolers.
When producing and distributing our
products, we aim to use the best possible
mix o energy sources while improving
our overall energy use and eciency. We
are committed to eectively tracking and
managing our carbon emissions, and we
are taking the necessary steps to do so as
a system. We have an energy management
system in place to monitor our use and
assess areas or improvement, helping us
achieve our global targets or our energy
management and climate protection.
In 2008, our system used 58.6 billion
megajoules o energy to make 128.5 billion
liters o product. This is a 10 percent eciencyimprovement since 2004. As we continue to
produce more product our energy use may
increase, but we are improving our energy
eciency per liter o product produced.
ENERGY MANAGEMENT AND CLIMATE PROTECTION
To learn more, visit
www.climate.thecoca-colacompany.com.
COCACOLA SYSTEM ENERGY USE RATIO(EFFICIENCY) FROM 2004 TO 2008Average plant ratios based on collected data(megajoules/liter o product)
0.51
0.47
0.49
0.46 0.46
10%improvement
vs. 2004
2004 2005 2006 2007 2008
COCACOLA SYSTEM ENERGY USEFROM 2004 TO 2008Systemwide total based on estimated total use(billion megajoules)
2004 2005 2006 2007 2008
58.6
54.0
49.5
55.055.8
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Managing Our Carbon Footprint
ENERGY MANAGEMENT AND CLIMATE PROTECTION
As a system, we believe that climate change
can impact the sustainability o our business,
and we are diligently working to minimize
the environmental impact o our productsand operations. We realize that accurate
accounting o our carbon emissions is
imperative to implementing eective
emissions reduction strategies.
We have a good understanding o the
main elements o the carbon emissions
rom our Company and bottling partners.
While we are taking action to reduce ouremissions, we also are working to evaluate
the total emission o greenhouse gases rom
our products across their liecyclerom
the growing o key ingredients and the
production o raw materials used in
manuacturing to packaging disposal and
recycling once our products are consumed.
In 2007, the CocaCola system began a
partnership with The Carbon Trust in the
United Kingdom to calculate and publish
the carbon emissions rom some o our
most popular beveragesCocaCola,CocaCola light and CocaCola Zero.
This is the rst time that the ootprint o any
sparkling beverage has been certied by The
Carbon Trust. We plan to urther explore this
process and use the methodology to oer
insights and guidance to our operations in
other countries.
In Japan, we launched GeorgiaGreen Planet Ca Au Lait. Forevery bottle sold, 1 kilogram o
CO2 emissions credits is purchased,osetting an estimated 2,900 tonso CO
2emissions in Japan in 2009.
18 The CocaCola Company
PRODUCT CARBON FOOTPRINTIN THE UNITED KINGDOM
100%
80%
60%
40%
20%
0%
500mL PET
To see the other carbon ootprint calculations done in this evaluation, visitwww.cokecorporateresponsibility.co.uk/carbontrust.
Packaging 43.1% Retailer/Vending (Rerigeration) 24.5% Ingredients 14.0% Manuacturing 11.0% Distribution 6.7% Consumer Use and Disposal 0.7%
In partnership with The Carbon Trust, we assessed the carbonootprint o some o our most popular beverages in the packagingsizes o a 330mL can, 330mL glass bottle, 500mL PET plasticbottle and 2liter PET plastic bottle. This chart shows the resultso a 500mL PET plastic bottle o CocaCola.
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Climate Innovations
Throughout the CocaCola system, we are
creating enhancements in bottling and
manuacturing operations, adding more
uelecient modes o transportation to ourdistribution feet, and upgrading cooling and
vending equipment to reduce HFCs rom
our emission prole.
In our manuacturing operations and oce
acilities, our improvements range rom
xing leaks, insulating pipes and putting
in ecient lighting to installing renewable
and biodiesel energy sources. In 2009, ourCompany oce in Belgium made signicant
lighting, heating and cooling eciency
upgrades and switched to 100 percent
renewable energy, reducing its ecological
ootprint by more than 25 percent.
Fuel and emission reduction eorts or our
delivery feet continue to grow. In Uruguay,
we are using 30 compact, electricpowered
trucks to eciently and conveniently deliver
our products to smaller retail locations in
congested areas while reducing emissions.
This new model averages oneth the uel
consumption o the earlier model.
In Mexico, the CocaCola system introduced
new dieselelectric delivery trucks to its
distribution feet. The new trucks are
30 percent more uel ecient and reduceCO
2emissions by 40 percent.
Throughout 2009, the Company is updating
all o its 85 diesel uel delivery trucks in
New Delhi, India, to be powered by
compressed natural gas. CCE, our largest
bottling partner, will add an additional
186 dieselelectric delivery trucks to its feet
in 2009, bringing its total feet to 328 trucksin the United States and Canada. This will
create the largest heavyduty hybrid electric
delivery feet in North America.
The CocaCola system continues to
make progress toward our commitment
to improve the energy eciency o our
cooling equipment by 4050 percent by the
end o 2010. We developed a proprietary
energy management system that delivers
energy savings o up to 35 percent. We have
placed 1.6 million o these units in markets
around the world. We also have transitioned
to HFCree insulation oam or all new
equipment, eliminating approximately
75 percent o direct greenhouse gas emissions.
And we intend to add 100,000 HFCreecoolers by the end o 2010. We have installed
39,000 o these HFCree coolers in the
marketplace to date.
ENERGY MANAGEMENT AND CLIMATE PROTECTION
Our production acility inChaudontaine, Belgium, is usinggeothermal energy to heat itsbuildings, reducing energyuse by 11 percent.
Coca-Cola recognizes the conditions and opportunities or creating climate reductions across itsglobal reach. The companys newly established set o global climate targets demonstrates its ocusand commitment to playing an active role in protecting our global climate system.
Samantha Putt del Pino CoDirector, Business Engagement in Climate and Technology,Climate and Energy Program, World Resources Institute
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We believe the private sector can play apowerul role in meeting the MillenniumDevelopment Goals. The relationships theCocaCola system has with small businessenterprises and community initiativesaround the world provides an opportunityto help build and develop sustainablecommunities where we operate.
Because o their price and portability,our products are distributed and soldin a variety o outlets throughout thedeveloping world. In many cases,individuals operate local distributionand delivery systems, such as
pushcarts and bicycle carts, inlowvolume or hardtoaccess areas.To learn more, visit www.community.thecoca-colacompany.com.
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Economic Development
The Millennium DevelopmentGoals (MDGs) were establishedby world leaders at the United
Nations (UN) Millennium Summitin September 2000. The MDGsprovide a universal ramework ordevelopment agreed to by all UNmember states and by the globaldevelopment community. Eachgoal has a corresponding target tomeet by 2015, and the UN reportsannually on progress.
With operations in more than 200 countries,
the CocaCola system employs local people,
sources local ingredients, and produces and
sells our products locallydirectly andindirectly creating millions o jobs.
As a company dependent upon consumer
purchasing power, the sustainability o our
business depends on sustainable economies.
Our strategy has always been to be the
rst to gain access to a market and to grow
along with that market by providing jobs,
investment and economic opportunities.In some markets, it can take years or our
business to become protable. We believe
in calculated investment in areas where we
see market potential to drive business
growth. This strategy has worked well in
many markets throughout Latin America,
Eurasia and Arica, and the Pacic,
and some o these markets now uel the
growth o the CocaCola system.
We also strive to make sae, quality products
available and aordable to consumers
everywhere. In many parts o the world,
small, independent retailers act as the
backbone o our business. Our system
works with small retailers, vendors and
distributors to build their businesses andgrow our business partnerships. Through
our investments, we help develop economies
and grow our business or the long term.
$11.4B
COMMUNITY
2008 COMPANY GLOBALECONOMIC IMPACT(in billions)
Area o Impact
Goods Purchased Global Salaries and Benets Shareowner Dividends Local Capital Expenditures Income Taxes
$4.3B
$3.5B
$2.0B
$1.6B
To learn more, visit
www.economicimpact.thecoca-colacompany.com.
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Since 2000, we have helpedindependent entrepreneurs createmore than 2,600 MDCs in Arica,
directly employing approximately12,000 people.
Our unique distribution model allows the
CocaCola system to build relationships
with small enterprises, creating economic
opportunity and wealth creation at thecommunity level in developing markets.
These micro distribution businesses,
commonly known as Manual Distribution
Centers (MDCs), are run by local smallscale
entrepreneurs who employ local workers to
deliver our products to small retailers in
their neighborhoods. They typically reach
consumers in dense urban areas in the
developing world where traditional truckdelivery is not easible.
Scaling up this model is our commitment
to the Business Call to Action, an
initiative being led by the United Nations
Development Programme (UNDP), which
calls on companies to identiy ways that
they can help accelerate progress toward
the MDGs. By 2010, we have committed to
orming 1,300 to 2,000 new MDCs, which
will create 5,300 to 8,400 new jobs.
As we scale up, we also are committed
to enhancing the positive development
impacts o the MDCs. Harvard University
and the International Finance Corporation
recently studied a group o MDCs in Kenyaand Tanzania to help us identiy ways we
can maximize MDC development impacts
while preserving their core business value.
Their recommendations included exploring
ways to acilitate access to credit or women
MDC owners and to enhance nancial and
marketing training oered to MDC owners
and sta. We are taking action as a result
o these recommendations in the orm oa project that is currently under way with a
group o MDCs in Dar es Salaam, Tanzania,
led by a nongovernmental organization
(NGO) partner.
Throughout our work in this area, we
continually engage with a wide range o
government, civil society and private sector
stakeholders, all o whom are helping us
understand how we can best unlock the
power o small enterprises as engines o
development. In November 2008, we held a
stakeholder meeting in Tanzania to hear the
insights o communitylevel and international
development experts, and we are planning
additional consultations in the near uture.
Creating Economic OpportunityThe Coca-Cola Companys Manual Distribution Center program in Arica is an example o an innovativebusiness solution that benets both the enterprise and fedgling entrepreneurs in underserved markets.
President Bill Clinton Founder, William J. Clinton Foundation, and Founding Chairman, Clinton Global Initiative
To learn more, visit
www.harvardcasestudy.thecoca-colacompany.com.
22 The CocaCola Company
COMMUNITY
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Charitable Contributions
While markets dier, the traits o sustainable
communities are similar. They have stable,
growing economies; natural resources and
energy; strong education systems; access tohealthcare, arts and culture; and opportunities
or recreation and physical activity. Our
Company and our global philanthropic
arm, The CocaCola Foundation, work with
our bottling partners, local organizations,
governments and NGOs to support
projects most relevant to community needs,
connecting our business with communities
to help them grow and prosper.
Our programs, where we are making a
unique and sustainable dierence, include
support o our global community priorities:
water stewardship, community recycling,
active healthy living, and our local community
initiatives, such as education. We are
committed to giving back 1 percent o our
operating income each year to help develop
and sustain communities around the world.
This ongoing commitment has been a part o
our Companys abric since our earliest days.
Financial contributions are one o the
measures o our commitment, along with
product donations and investing our
time, expertise and resources throughvolunteerism. In 2008, the charitable
contributions made by our Company
and The CocaCola Foundation totaled
$82 million.
COMMUNITY
In 2008, Company associatesvolunteered 273,000 hours ocommunity service.
To learn more, visit
www.oundation.thecoca-colacompany.com.
Local Community Initiatives2 $26MM Education $20MM Environment3 $14MM Active Healthy Living $9MM Arts/Culture $5MM
Disaster Relie $4MM Healthcare $3MM HIV/AIDS $1MM
Total 2008 Contributions $82MM
2008 GLOBAL CHARITABLE CONTRIBUTIONS1
(in millions)
1The dollar amounts shown in the above graph refect directcharitable contributions rom The CocaCola Company andThe CocaCola Foundation. Other departments and operatinggroups within our Company and throughout the CocaColasystem also make contributions to programs in theircommunities beyond what is shown.
2Programs that address local needs.
3Includes water, community recycling and
other environmentrelated initiatives.
$26
$1
$3$4
$5
$20
$14
$9
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We are working with some oour key orange juice suppliersto establish pilot projectsthat explore sustainablepractices throughout theiroperations. Some o thesepractices include integratedpest management andmaintaining soil health.
We are active members o the SustainableAgriculture Initiative, a group that engagesstakeholders along the agricultural supply chain
to share knowledge and support the developmentand implementation o internationally acceptedcriteria or sustainable agriculture.
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Sustainable Agriculture
Agricultural products are ingredients in many
o our beverages. The CocaCola system is
among the worlds top purchasers o sugar,
citrus, tea and coee. Thus, the sustainabilityo our business depends on the health o
our agricultural supply chain. Additionally,
agricultural practices impact water quality,
soil and the livelihoods in the communities
where we operate.
While we do not have direct control over
agricultural practices, we do have an
opportunity to positively develop andencourage more sustainable practices
throughout our global supply chain. We are
incorporating sustainable agriculture criteria
into our longterm ingredient sourcing plans.
We also are striving to ensure ingredient
availability, quality and saety by working with
external partners and suppliers to address
environmental and social challenges.
From rural arms to the most sophisticated
operations, we are working to enhance the
vitality o arming communities throughout
our global supply chain. We are working
to optimize agricultural practices, such as
minimizing the use o pesticides while also
upholding workplace rights and preserving
the environment.
In partnership with WWF, we are studying
sustainable agriculture at points across
our supply chain. Starting with sugar rom
sugarcane, we have initiated a number opilot projects to improve production and arm
practices. Longer term, WWF will help us
assess other ingredients and urther develop
our policies and procedures or more
sustainable ingredient sourcing.
COMMUNITY
To learn more, visit
www.sustainableagriculture.thecoca-colacompany.com.
BETTER SUGARCANE INITIATIVE
We are members o the Better SugarcaneInitiative (BSI), a multistakeholder eort toreduce the impacts o sugarcane production.BSI is developing a global standard andcertication system to promote measurableimprovements in key economic, environmentaland social impacts o sugarcane productionand primary processing. For example, the BSIstandard sets criteria or carbon emissions,water use and labor standards.
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PACKAGING TARGETS
In 2009, The Coca-Cola Company committed to
three important packaging targets:
Improve packaging material efciency per liter o
product sold by 7 percent by 2015, compared
with a 2008 baseline
Recover 50 percent o the equivalent bottles andcans used by 2015
Source 25 percent o our PET plastic rom
recycled material by 2015
Give It Back is our marketing campaignto remind consumers that CocaCola bottlesand cans are valuable resources to recycle.Our television advertisement promoting
recycling debuted on the 2009 seasonpremiere oAmerican Idolin the UnitedStates, reaching an estimated 30 millionviewers. The campaign will produce nearly
1 billion impressions in 2009 and is rollingout in international markets. To watchthe advertisement, visit www.giveitback.thecoca-colacompany.com.
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Our Sustainable
Packaging Vision
SUSTAINABLE PACKAGING
The value o packaging is oten seen as a
paradox. Packaging plays an essential role
in meeting consumer needs and preventing
waste by eectively protecting productsduring delivery. However, once emptied,
many consider packaging to be a wasteul
and burdensome problem. We are actively
working throughout the CocaCola system
to create solutions by advancing a global
sustainable packaging strategy aimed
at preventing waste over the lie o
our packaging.
To us, waste prevention extends beyond
simply reducing packaging material. Our
ocus is on eliminating all raw material,
energy and water losses across the entire
packaging process chainrom the initial
resources used to make a package
through to the consumer and beyond.
At the oundation o our strategy is a
commitment to measuring perormance
and using sound science to drive
continuous improvement. For the past
ve years, we have worked to create a
systemwide tracking tool to enable us
to better monitor, measure and share our
global packaging use and innovations.
We also have continued to build on our40year legacy o using liecycle assessment
research or guiding decisions and setting
perormance targets.
Today our packaging goals ocus on our
priority areas or eectively preventing waste:
optimizing packaging eciency; increasing
renewable resource use; recovering packagesor reuse; and increasing recycled material use.
To learn more, visit
www.packaging.thecoca-colacompany.com.
In 2008, CocaCola Mexico launcheda new Ciel 600mL PET bottlethelightestweight bottle o its kind inMexicoreducing PET material
use by 43 percent.
2008 GLOBAL PACKAGING BREAKDOWN(based on 23.7 billion unit cases)
PETNonrellable 52% Aluminum 13% GlassRellable 12% Fountain 12% PETRellable 7% Other 4%
52%
13%
12%
12%
7%4%
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Packaging Innovation
SUSTAINABLE PACKAGING
We strive to be the most environmentally
ecient user o highquality, consumer
preerred packaging in the beverage industry.
Our packaging innovation teams continuallyexplore new ways to reduce the amount o
material and energy used in our packaging
without sacricing quality or transerring
waste. All o our major packages have seen
signicant material reductions since their
initial introductions. In 2008, the CocaCola
system made progress in packaging tracking
and incremental and breakthrough advances
in packaging eciency.
We ocus the majority o our material
reduction innovations on the packaging
we use mostPET, glass, aluminum and
ountain. In China, the rollout o our new
shortheight bottle cap or most o our
sparkling and still beverages is expected
to eliminate the equivalent plastic use o
439 million caps and 208 million 500mL
bottles. In Latin America and Europe, we
reduced the weight o our 2liter contour
bottle by 7.5 percent, which will save
16,000 metric tons o plastic annually.
Fountain beveragesone o our oldest and
most ecient package delivery systems
account or 12 percent o our global unitcase volume. In 2008, we worked to
urther optimize the packaging eciency
o our ountain beverages by developing
even higher syrup concentrations,
commercializing a new cold, compostable
beverage cup, and supporting commercial
composting initiatives.
PLANTBOTTLE
We recently announced our development oplantbottle, a new, redesigned PET plastic bottlemade rom a blend o petrochemicalbased
materials and up to 30 percent plantbased,renewable materials. The bottle is 100 percentrecyclable in the existing PET plastic stream andhas a lower reliance on nonrenewable resourcescompared with ully petrochemicalbased PETplastic bottles. The bottle will be pilotedwith Dasani and certainsparkling brands in 2009.We also are exploring theuse o other sustainableplant byproducts oruture generations o
our packaging. To learnmore about plantbottle,read the press releaseat www.plantbottle.thecoca-colacompany.com.
28 The CocaCola Company
We recently launched I LOHAS,a Japanese water brand, in a newecoru shiboru (translated asenvironmental squeeze)bottlethe lightestweightbottle o its size in Japan.
MATERIAL REDUCTION:Bottle 40 percentLabel 65 percentCap up to14 percent
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Recovery and Reuse Eorts
Approximately 85 percent o our global
beverage volume is delivered in recyclable
bottles and cans. To realize our longterm
sustainability aspirations, the recovery othese containers and their materials or reuse
is critical. We are committed to increasing the
collection o bottles and cans or recycling in
the communities we serve.
Last year, our system contributed hundreds
o millions o dollars toward initiatives that
collected or recovered more than 35 percent
o the equivalent bottles and cans wesold worldwide. Our goal is to increase
this recovery to 50 percent by 2015. In
order to do so, our ocus is primarily on
advancing our core packaging recovery
models: comprehensive product stewardship
programs in developed markets; recycling
cooperative programs in developing and
emerging markets; voluntary deposits on
rellable packages in leastdeveloped
markets; and CocaColaoperated recycling
enterprises globally. We also continue to
sponsor litter prevention and community
beautication initiatives to protect
waterways, ocean shores and other areas.
A key to driving recovery is ensuring that
market demand or collected materials isstrong. The CocaCola system helps oster
this demand by advancing sustainable
technologies that enable greater use o
recycled content material in our packaging;
purchasing products made rom recycled
beverage packaging; and enhancing the
eciency o our rellable bottles.
Since the late 1970s, we have dedicated
signicant resources toward enhancing
the environmental perormance and cost
competitiveness o recycling plastic bottles
into new bottles. We have unded plastic
recycling technology development or
decades and have direct investment in six
bottletobottle recycling plants, including
the worlds largest in Spartanburg, SouthCarolina. Our system currently uses recycled
PET in approximately 20 countries.
Thanks to technology advances, using
recycled PET content can reduce energy use
by more than 70 percent and greenhouse gas
emissions by more than 40 percent compared
with using virgin PET. Today, the CocaCola
system uses up to 50 percent recycled
content in individual bottles, but extending
beyond this has shown diminishing
environmental returns given ineciencies with
current recycling technology. We are working
to overcome these limitations and increase
our overall use o recycled PET content, as we
have done since launching the rstever
bottle with recycled content in 1991.
SUSTAINABLE PACKAGING
By careully examining the environmental impacts o their products and packaging throughouttheir liecycle, and assessing the end-o-lie options, Coca-Cola has laid out a strategy that takespackaging decisions to a more comprehensive and dynamic level.
Kate Krebs Director, Sustainable Resources, The Climate Group
To learn more, visit
www.communityrecycling.thecoca-colacompany.com
www.packagingreuse.thecoca-colacompany.com.
http://www.communityrecycling.thecoca-colacompany.com/http://www.packagingreuse.thecoca-colacompany.com/http://www.packagingreuse.thecoca-colacompany.com/http://www.communityrecycling.thecoca-colacompany.com/8/9/2019 2008-2009 Sustainability Review
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WATER TARGETS
We have set two water targets or the Coca-Cola system:
Through our conservation partnership with WWF, improve
our water efciency by 20 percent by 2012, compared
with a 2004 baseline Return to the environment, at a level that supports aquatic
lie, the water we use in our system operations by the end
o 2010 through comprehensive wastewater treatment
In India, our goal is to be a net zerouser o groundwater by the end o2009 by recharging the amount ogroundwater used in our operationsthrough supporting hundreds orainwater harvesting projects. We alsosupport drip irrigation and otherinitiatives like this step well in Jaipur.To learn more about our progress inIndia, visit www.coca-colaindia.com.
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Our Water Stewardship
WATER STEWARDSHIP
Water is vital to our business. It is the
primary ingredient in our products and is
used in our manuacturing process. Water
also is vital to sustaining every communityin the world. Our goal is to saely return
to communities and nature an amount o
water equivalent to what we use in all o our
products and their production. Throughout
our operations, we adhere to rigorous quality
standards that cover both source water and
nished products.
We practice our water stewardship in threeareas: reduce our water use ratio (eciency)
while growing our unit case volume; recycle
the water used in our operations (wastewater
treatment); and replenish the water we use
through community water access and
watershed restoration and protection.
Throughout the CocaCola system, we are
intensely ocused on water stewardship,
and we have established partnerships with
governments, NGOs and communities to
help us progress in each area.
Water will always be important to our
Company, and we are continually working
to reduce our impact and minimize our use.
We have a special responsibility with regard
to replenishing water in areas o the worldunder water stress. And we ocus much o
our replenishing work in communities
where the needs are greatest.
In this resource-constrained world, successul businesses will nd ways to achieve growth whileusing ewer resources. The Coca-Cola Companys commitment to conservation responds tothe imperative to solve the global water and climate crisis.
Carter Roberts President and CEO, World Wildlie Fund
In Mexico and Brazil, we partnerwith local governments and NGOs toreorest more than 30,000 hectares1o ecosystems to nurture and protectlocal watersheds.
In 2007, The CocaCola Company became
one o the rst six companies to commit
to the CEO Water Mandate, a program
designed to help companies better managewater use in their direct operations and
throughout their supply chains. The
guidelines o this mandate help rame the
content o our water stewardship reporting.
1 A hectare is equal to 2.47 acres.
To learn more, visit
www.water.thecoca-colacompany.com.
COCACOLA SYSTEM WATER USE RATIO(EFFICIENCY) FROM 2004 TO 2008
(liters/liter o product)
2004 2005 2006 2007 2008
9%improvement
vs. 2004
2.68
2.61
2.55
2.472.43
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WATER STEWARDSHIP
While we work to improve our water eciency
or each liter o product we produce, we also
recycle the water we use in our operations.
Our goal is to return all the water we usein our manuacturing processes to the
environment at a level that supports aquatic
lie, throughout the CocaCola system, by
the end o 2010.
Typically reerred to as wastewater,
water used in our system operations is
recycled through a treatment and cleansing
process. This ensures that the quality o thewastewater meets or exceeds applicable laws
and regulations beore being released back
into the environment. Treated wastewater
also is sometimes used within our plants or
utility purposes in boilers, evaporators and
chillers and outside or landscape irrigation
and dust control, reducing our use o external
water sources.
We have stringent wastewater treatment
standards in place or our Company, which
our bottling partners are required to adopt
by the end o 2010. They establish wastewater
treatment standards in communities where
such standards do not exist and, in some
communities, exceed the standards o
applicable laws and regulations. We areworking with our bottling partners to ensure
all system operations are aligned and we
are on target to reach our 2010 wastewater
treatment goal.
Recycling Water in Our System
Our bottling partners build their own onsite
wastewater treatment systems where needed.
This is an expensive and timeconsuming
activity, but we believe alignment with ourglobal standards is critical to help preserve
local water resources. In 2008, 88 percent
o our acilities were in compliance with our
internal wastewater treatment standards.
2008 WASTEWATERDISCHARGE LIMITS1
(mg/L = milligrams per liter)
Maximum Concentration
(unless local limits are lower)
5Day BiologicalOxygen Demand 50 mg/L
pH Level 6.58 mg/L
Total Suspended Solids 50 mg/L
Total Dissolved Solids 2,000 mg/L
Total Nitrogen
Total Phosphorus
1 These are six o the 20 water quality parameters establishedor the CocaCola system.
2 Depends on receiving stream water conditions
In 2008, our Company dischargeda total o 184 billion liters o
wastewater, a 3 percent increaseover 2007 while unit case volumegrew 5 percent.
32 The CocaCola Company
25 mg/L2
25 mg/L2
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Water is a resource under great pressure
globally. Population growth, climate change
and global development will increase
pressure on reshwater resources. Ingredientsthat rely on or impact reshwater resources
may be challenged i eective use and
replenishment practices are not in place.
As we prepare our business or the uture,
we are working to sustain the availability o
water or our products and communities.
Systemwide, our beverages are produced
locally, and the water we use to create ourbeverages is sourced locally. In all cases, the
water we use is shared with communities
and nature. In 2008, we made a systemwide
requirement that all plants assess the
vulnerabilities o the quality and quantity o
their water source and work with civil society
and governments to implement a source
water protection plan by 2013. This same
approach is applied when siting new plants.
We work to balance the water we use in our
nished beverages by participating in locally
relevant water replenishment projects that
support communities and nature. Our more
than 200 community water partnerships
ocus on water protection, conservation
and providing access to clean water andsanitation or communities. These projects
currently span more than 60 countries and are
conducted in partnership with a wide range
o organizations, including the U.S. Agency
Water Beyond Our OperationsIt is a great honor to name The Coca-Cola Company as the 25th recipient o the prestigiousGold Medal Award. The companys outstanding contributions in providing sae water orcommunities around the world set the standard or others to ollow.
Dr. Joel Abrams World Environment Center Gold Medal Jury Chairman
or International Development, CARE,
UNDP, WWF, and many local governments,
communities and NGOs.
WATER STEWARDSHIP
To learn more, visit
www.communitywater.thecoca-colacompany.com
www.waterprojects.thecoca-colacompany.com.
In Thailand, we launchedRAKNAM (translated as LoveWater), a partnership withgovernment agencies, NGOsand local communities to drivepublic awareness and actionor sustainable water resourcemanagement. RAKNAM alsoprovides an estimated 49 millionliters o clean water annually towaterstressed communities in
northeast Thailand.
REPLENISH AFRICA INITIATIVE
In 2009, we announced our Replenish AricaInitiative (RAIN)a sixyear, $30 millioncommitment to provide access to sae drinkingwater to communities throughout Arica. RAINwill be implemented by The CocaCola AricaFoundation and will provide at least 2 millionAricans with clean water and sanitation by 2015.RAIN aims to help provide solutions to Aricaswater crisis, which currently threatens the health
o the population and the prospects or economicgrowth. It also is an eort to help Arica progresstoward its Millennium Development Goalstarget or access to clean drinking water.To learn more about RAIN, visit www.rain.thecoca-colacompany.com.
http://www.communitywater.thecoca-colacompany.com/http://www.waterprojects.thecoca-colacompany.com/http://www.rain.thecoca-colacompany.com/http://www.rain.thecoca-colacompany.com/http://www.rain.thecoca-colacompany.com/http://www.rain.thecoca-colacompany.com/http://www.waterprojects.thecoca-colacompany.com/http://www.communitywater.thecoca-colacompany.com/8/9/2019 2008-2009 Sustainability Review
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By building an inclusive workplace,
The CocaCola Company seeks to leverageits worldwide teamrich in diverse people,talent and ideasto create value andwin in the marketplace.
In North America, The CocaCola
Company was listed as one o the
40 Best Companies or Diversity
by Black Enterprise magazine in 2009.
This marks the Companys ourth
consecutive year appearing on the list.
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The Coca-Cola Company is a model employer or diversity and inclusion within its own work orce and as amember o the larger business community. Its leadership on lesbian, gay, bisexual and transgender equalityin the workplace is not only refected in its long-standing achievement o 100 percent on the CorporateEquality Index, but in its principled support o anti-discrimination legislation that would protect everyworker in the United States rom being judged on the basis o their sexual orientation or gender identity.
Joe Solmonese President, Human Rights Campaign
Creating an Inclusive Workplace
WORKPLACE
In 2009, our Company was namedone o the Best Companies to WorkFor by the Great Place to Work
Institute in Argentina, Australia,Brazil, Chile, France, Ireland, Mexico,Peru and the United Kingdom.CocaCola France received theorganizations Gold Award.
Associate satisaction is very important to our
Company. We believe that associates who are
inspired and valued create superior results.
We strive to be a great place to work or allo our 92,400 associates globally by ostering
sae, open, inclusive and healthy work
environments. We also believe that every
associate has the right to work in a place
that is air and respectul.
Our Workplace Rights Policyand Human
Rights Statementestablish a consistent
approach to managing our business aroundthe world in accordance with high standards
o integrity. They conrm the Companys
commitment to abide by applicable laws
and regulations with regard to labor
practices. They also state the Companys
principles concerning reedom o association;
orced labor; child labor; discrimination; work
hours and wages; occupational health and
saety; and workplace security. Associates
receive education and training with regard
to our workplace standards and have the
right to report any violation without ear
o retaliation.
One o our top people priorities is to achieve
true diversity throughout our business. In
keeping with the intrinsic diversity o theCocaCola system, diversity also is one o
the Companys seven core values.
To people around the world, CocaCola is
more than just a beverage. It is a moment o
rereshment and connection that transcendscultural dierences and helps tie our diverse
world together. Our ongoing workplace
eorts in diversity, inclusion and airness
along with our ocus on multicultural
marketplaces, customers, consumers,
communities and supplier diversity partners
are critical components or sustaining our
business. The extraordinary diversity o ideas,
cultures and belies o our global workorce
is undeniably one o the most important
competitive advantages we have as a system.
We also strive to create an inclusive work
environment ree o discrimination and
physical or verbal harassment, where every
associate is treated airly, with dignity
and respect.
To learn more, visit
www.workplace.thecoca-colacompany.com
www.diversity.thecoca-colacompany.com.
http://www.workplace.thecoca-colacompany.com/http://www.diversity.thecoca-colacompany.com/http://www.diversity.thecoca-colacompany.com/http://www.workplace.thecoca-colacompany.com/8/9/2019 2008-2009 Sustainability Review
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Managing
Workplace Saety
WORKPLACE
Data above refects the total collected data or associates and casual contractors o The CocaCola Company and Companyowned
bottling operations, not the CocaCola system. For 2007, we have 23 percent more associates represented in the data versus 2006 dueto increased data collection, new hires and acquisitions. For 2008, we have 21 percent more associates represented in the data versus2007 due to increased data collection, new hires and acquisitions.
Lost Time Incident Rate (LTIR)Based on losttime incidents per 200,000 hours worked. Our denition o incidents is inclusive o thosewith days lost, restricted or transerred.
At The CocaCola Company, we are
committed to providing a sae and healthy
work environment through implementation o
our Occupational Saety and Health policiesand requirements. Our vision is to make and
deliver our products and provide services,
with a goal o zero workrelated injuries
and illnesses on the part o our associates,
contractors and others.
In 2008, while our overall incident rate
improved, we were saddened by the
death o one Company associate and vecontractors. Our one Company associate
death was the result o a workrelated trac
accident. Three o our contractors also
died in trac accidents and two died while
perorming work in our operations. As we do
with all incidents, we are learning rom these
unortunate events to help strengthen our
programs going orward.
We seek to continually improve our saety
and health programs and records. We
believe visible, demonstrated leadership
commitment and a strong health and saetyculture are key drivers o this improvement.
In 2008, leaders rom across the CocaCola
system jointly developed our strategy or
advancing our health and saety perormance.
We are working to improve our systemwide
reporting and data accuracy; enhance saety
training and best practice sharing; and
intensiy our ocus on feet saety.
Additionally, we continue to monitor the
saety perormance o our operations through
routine independent assessments against our
internal standards and requirements as well
as applicable laws and regulations.
To learn more, visit
www.saety.thecoca-colacompany.com.
36 The CocaCola Company
COMPANY WORKRELATEDINJURY AND ILLNESS RATES
2005 2006 2007 2008
Lost Time Incident Rate 2.6 2.1 2.3 2.2
Lost Days 15,226 20,837 29,407 24,621
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Managing Supplier
Relationships
WORKPLACE
CHILD LABOR
We are taking steps to address child laborin sugarcane harvesting because we are asignicant buyer o sugar worldwide. Werecently hosted two convenings o experts
on this topic to seek advice on the mostconstructive role that we can play in addressingthis complex issue. These convenings includedrepresentatives o the U.S. Departments o Stateand Labor, the International Labour Organization,Save the Children, CARE and sociallyresponsible investors.
As a result o these discussions, we developedan action plan ocused on raising awarenessat the international level and taking concreteactions at the country level in collaboration withour suppliers, local government and industries
to address child labor in sugarcane harvesting.
we conducted 1,898 supplier audits,
a 45 percent increase over 2007.
Just as diversity is essential in our workplace,it also is important in our supplier base.
Supplier diversity helps create longterm
growth and competitive advantage or
our Company. We seek procurement
opportunities and build relationships with
MWBEs as suppliers, contractors and
subcontractors o goods and services.
Since 2000, we have tracked and grown
our spending with MWBEs. In 2008, wespent $413 million with rst and secondtier
MWBEs, a 13 percent increase over 2007.
Having a sound, stable and ethical supply
base is important or our growth and the
ootprint we leave in local communities
around the world. Our suppliers provide oursystem with materials, including ingredients,
packaging and machinery, as well as goods
and services. As a company, we have a
responsibility to hold our direct suppliers and
bottling partners to standards commensurate
with our own operations. We also have an
opportunity to support community
development by purchasing goods and
services rom minority and womenownedbusiness enterprises (MWBEs).
Our suppliers are expected, at a minimum,
to conduct business in an ethical manner
and comply with all applicable laws and
regulations. Our Supplier Guiding Principles
(SGPs) communicate our values and
expectations or our bottling partners and
business partners. The SGPs are a part o all
supplier agreements, and a precertication
system is in place or trademark marketing
suppliers. Suppliers also are provided training
and assistance programs on an asneeded
basis or areas where they need to improve
their operations.
As a part o our SGPs, we perorm routinesupplier audits. I we nd that a supplier
ails to uphold any aspect o our SGPs, the
supplier is expected to implement corrective
actions or risk
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