2008-2009 Sustainability Review

8/9/2019 2008-2009 Sustainability Review

1/51

Our commitment to making

a positive difference in the world.

2008/2009 Sustainability Review


2/51

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


3/51

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.


4/51

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


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


5/51

2 Excludes mineral waters

ENERGY MANAGEMENTAND CLIMATE PROTECTION


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


6/51

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+


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%


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


7/51

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


8/51

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.


9/512008/2009 Sustainability Review 3

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,


10/514 The CocaCola Company

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
http://www.ourcompany.thecoca-colacompany.com/http://www.ourcompany.thecoca-colacompany.com/



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


12/516 The CocaCola Company

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.




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
http://www.sustainability.thecoca-colacompany.com/http://www.sustainability.thecoca-colacompany.com/


14/51

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.
http://www.vitaminwater.com/http://www.vitaminwater.com/



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%


16/51

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.
http://www.quality.thecoca-colacompany.com/http://www.quality.thecoca-colacompany.com/


17/51

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.


18/51

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.



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.)


www.activehealthyliving.thecoca-colacompany.com.

http://www.activehealthyliving.thecoca-colacompany.com/http://www.activehealthyliving.thecoca-colacompany.com/


20/51

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.


www.nutritionlabeling.thecoca-colacompany.comwww.responsiblemarketing.thecoca-colacompany.com.


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.

http://www.nutritionlabeling.thecoca-colacompany.com/http://www.responsiblemarketing.thecoca-colacompany.com/http://www.responsiblemarketing.thecoca-colacompany.com/http://www.nutritionlabeling.thecoca-colacompany.com/


21/51

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.


22/51

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.



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.



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
http://www.climate.thecoca-colacompany.com/http://www.climate.thecoca-colacompany.com/


24/51

Managing Our Carbon Footprint


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.


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.
http://www.cokecorporateresponsibility.co.uk/carbontrusthttp://www.cokecorporateresponsibility.co.uk/carbontrust



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.


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


26/51

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.
http://www.community.thecoca-colacompany.com/http://www.community.thecoca-colacompany.com/http://www.community.thecoca-colacompany.com/http://www.community.thecoca-colacompany.com/



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


www.economicimpact.thecoca-colacompany.com.
http://www.economicimpact.thecoca-colacompany.com/http://www.economicimpact.thecoca-colacompany.com/


28/51

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


www.harvardcasestudy.thecoca-colacompany.com.


COMMUNITY
http://www.harvardcasestudy.thecoca-colacompany.com/http://www.harvardcasestudy.thecoca-colacompany.com/



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.


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
http://www.foundation.thecoca-colacompany.com/http://www.foundation.thecoca-colacompany.com/


30/51

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.



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


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.
http://www.sustainableagriculture.thecoca-colacompany.com/http://www.sustainableagriculture.thecoca-colacompany.com/


32/51

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.
http://www.giveitback.thecoca-colacompany.com/http://www.giveitback.thecoca-colacompany.com/http://www.giveitback.thecoca-colacompany.com/http://www.giveitback.thecoca-colacompany.com/



Our Sustainable

Packaging Vision


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.


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%
http://www.packaging.thecoca-colacompany.com/http://www.packaging.thecoca-colacompany.com/


34/51

Packaging Innovation


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.


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
http://www.plantbottle.thecoca-colacompany.com/http://www.plantbottle.thecoca-colacompany.com/http://www.plantbottle.thecoca-colacompany.com/http://www.plantbottle.thecoca-colacompany.com/



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.


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


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/


36/51

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.
http://www.coca-colaindia.com/http://www.coca-colaindia.com/



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.


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
http://www.water.thecoca-colacompany.com/http://www.water.thecoca-colacompany.com/


38/51

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.


25 mg/L2

25 mg/L2



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


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/


40/51

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.



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.


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/


42/51

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.


www.saety.thecoca-colacompany.com.


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
http://www.safety.thecoca-colacompany.com/http://www.safety.thecoca-colacompany.com/



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

Documents

2008-2009 Sustainability Review