Embed Size (px)
Citation preview
Digest Edition
Message from the President
Message from the President
Vibrant Local Communities Are Essential for Companies to Grow
The Coca-Cola Company’s long-term growth strategy “2020
Vision” outlines plans to double the scale of our global business
over the 10-year period through to 2020, and describes our strong
commitment to place even greater emphasis on our sustainability
initiatives.
Naturally, this stance is shared by the Coca-Cola system
around the world. While as a company it is, of course, important
to achieve profitability, what we must ultimately aim for is to deliver
Making a Positive Dif ference for Sustainable Growth
not only consumers, but employees and business partners. By
working together with these diverse stakeholders we will help the
communities we operate in thrive along with our business. The two
go together.
value to society and to have a positive, forward-looking influence
on the communities that surround the places where we work. In
all phases of our operations, we must always be conscious of
sustainability.
The Coca-Cola system currently operates in over 200 countries
around the world. Our philosophy in each and every one of these
locations is that our business can only grow through the vitalization
of the local community. By “community,” we refer to all the people
we come in contact with during the course of our business
activities and the locations where they live and work. This includes
Tim Brett
Representative Director and President
Coca-Cola (Japan) Company, Limited
1
Leading Energy Conservation Efforts through Our Vending Machine Business
Contributing Active Healthy Living through Beverage Business
For example, it is now widely accepted that companies
have a duty to reduce environmental impact through measures
such as energy conservation. For us this includes our vending
machine business which is an unusual feature of the Japanese
retail landscape—especially compared to other countries in the
global Coca-Cola system. We have been working for more than
15 years to improve our vending machines’ energy-efficiency
performance. These efforts have led to improvements, and we
take pride in the contribution our initiatives have made to energy
conservation in the Japanese vending machine business.
However, the Great East Japan Earthquake of 2011 was
a reminder that these efforts were not sufficient. In the period
directly after the earthquake, we achieved electricity savings of
more than 30% by implementing rolling power shutdowns of the
cooling systems in our vending machines in the Kanto region.
This experience also drove us to spend a year developing
and introducing “peak shift vending machines” which chill
beverages at nighttime—when electricity supply is relatively
plentiful—while consuming no power for refrigeration during the
daytime, when demand for power is at its highest. This project
was a groundbreaking initiative to respond to the needs of
Japanese society. We are proud that we were able to harness
our technology and innovation to deliver both an immediate
response following the earthquake and a longer-term solution.
Meanwhile, we are also advancing our water stewardship
initiatives. As a company in the beverage industry, securing water
resources is a critical issue. Our plants around the world deploy
new processes and technology to reduce the volume of water
used during the manufacturing process. We apply systems for
recycling water used in production and returning it to nature in
a safe, clean manner. In addition, we are working together with
experts and local communities to preserve water sources in the
regions our plants draw water from.
The Coca-Cola Company’s long-term growth strategy “2020
Vision” outlines plans to double the scale of our global business
over the 10-year period through to 2020, and describes our strong
commitment to place even greater emphasis on our sustainability
initiatives.
Naturally, this stance is shared by the Coca-Cola system
around the world. While as a company it is, of course, important
to achieve profitability, what we must ultimately aim for is to deliver
In Japan, where the population is forecast to age further in
the coming years, “health” is becoming an ever more important
keyword. We aim to deliver products targeted to meet a range
of diverse needs so that consumers can select the products
which suit their lifestyle and manage their health accordingly. We
facilitate this choice by providing consumers more information
about our products. A very visible example of this is the fact that
Continuing Support to Earthquake-affected Regions
Sharing Our Vision with All Employees
The Great East Japan Earthquake reinforced the fact that our
business cannot exist without the support of local communities.
The earthquake struck only a week after I arrived in Japan, and I
was deeply moved by how the nation’s people came together to
support their communities and overcome a time of severe crisis.
Wanting to do anything we can—however small—to help these
communities get back on their feet, the Coca-Cola system has
worked to support earthquake-affected regions through a variety
of initiatives. One such project is the installation of solar power
generation facilities in elementary and junior high schools. These
not only prepare against disaster but also help educate children
about the environment.
In addition, from 2012 we began the TOMODACHI
Program, a homestay program in which young people from
earthquake-affected regions are invited to stay with families in
the United States. We plan to offer 300 youths the chance to
participate in the program over a three year period. We believe
it is precisely at this time—when there are still many hurdles
to be overcome on the path to revitalization of the affected
communities—that the young people who will undertake this
task should be given the opportunity to gain a broad range of
experiences overseas.
To realize the Coca-Cola system’s vision in society, our
employees must first become role models.
For this to happen, our corporate mission and vision, the beliefs
behind our product creation and our stance towards sustainability
must be shared by each and every one of our employees. As the
head of Coca-Cola Japan, I believe that improving communication
with each of our employees and creating opportunities to convey
our values is of utmost importance.
Through our beverages, we aim to create a cycle of “virtuous
growth” in the community and to grow together with society in a
sustainable manner. Together with our employees, I will continue
striving to achieve this mission.
not only consumers, but employees and business partners. By
working together with these diverse stakeholders we will help the
communities we operate in thrive along with our business. The two
go together.
we have begun placing calorie information on the front of all of
our product packages.
Additionally, to support the ideal of Active Healthy Living, we
sponsor the “Inter High” Japan Inter High School Athletic Meeting,
and hold sports workshops with the help of Japan’s top athletes
to promote an active and vibrant lifestyle. We are also working
internally to help our employees lead from the front by following a
healthy lifestyle of regular exercise in conjunction with a balanced
diet.
value to society and to have a positive, forward-looking influence
on the communities that surround the places where we work. In
all phases of our operations, we must always be conscious of
sustainability.
The Coca-Cola system currently operates in over 200 countries
around the world. Our philosophy in each and every one of these
locations is that our business can only grow through the vitalization
of the local community. By “community,” we refer to all the people
we come in contact with during the course of our business
activities and the locations where they live and work. This includes
2
The Coca-Cola Company
Overview of Coca-Cola (Japan) Co., Ltd.
Name Coca-Cola (Japan) Company, Limited
Established June 25, 1957 as Nihon Inryo Kogyo K.K.
Changed name to Coca-Cola (Japan) Co., Ltd.
on March 15, 1958
Head Office 4-6-3, Shibuya, Shibuya-ku, Tokyo, Japan 150-0002
TEL: +81-3-5466-8000 (main line)
URL: http://www.coca-cola.co.jp
Representative Tim Brett
(Representative Director and President)
Capital 3.6 billion yen
Shareholder The Coca-Cola Export Corporation
(Wholly-owned subsidiary of
The Coca-Cola Company)
Employees 551 (as of April, 2013)
Plant Moriyama Plant
(49, Amura-cho, Moriyama City, Shiga Prefecture)
Business Manufacture and sales of beverages
Profile of Coca-Cola (Japan) Co., Ltd.
Core Products
In addition to the world’s most valuable brand,1 Coca-Cola, and other sparkling beverages, The Coca-Cola Company offers
coffee, sports drinks, tea, water, energy drinks, juice and more than 3,500 products worldwide, making it the world’s largest
beverage company, with around 1.8 billion servings2 consumed per day.
1. Interbrand Best Global Brands 2012 2. The amount of Coca-Cola system products consumed worldwide when one serving is 8 ounces (approximately 237ml)
Sparkling beverages Coffee
Sports drinks Tea
Active lifestyle beverages
Water
Juice Energy drinks
Coca-Cola (Japan) Company, Limited was established in 1957 as the Japanese subsidiary of The Coca-Cola
Company (headquarters: Atlanta, Georgia, U.S.), marking the beginning of full-fledged operations in Japan.
Originally incorporated as Nihon Inryo Kogyo K.K., the company name changed to Coca-Cola (Japan)
Company, Limited in 1958 and has been retained to this day.
The Coca-Cola system in Japan offers a wide line-up of more than 300 products in eight categories, such as sparkling beverages, in
order to meet the diversified needs of our consumers.
3
1 Message from the President
3 Overview of Coca-Cola (Japan) Co., Ltd.
4 Contents / Editorial Policy
5 Coca-Cola System in Japan
7 Coca-Cola System’s Sustainability Framework
9 Special Feature: Sustainability Stories
Creating a Healthy and Affluent Future for
Japan—Health Promotion Is about
Community and Human Resources
Development
Great East Japan Earthquake and an
Overseas Homestay Program—Two
Experiences Which Shaped a Woman’s
Future Ambitions
Uniting as a Company to Consider How to
Contribute to Society through Vending
Machines and Take Action
STAKEHOLDER ENGAGEMENT
Discussion on the Sustainability of
Society and Business
Bottling Partners Nationwide Unite
to Protect Water Resources
2012 Activities Report
17 BEVERAGE BENEFITS
19 ACTIVE HEALTHY LIVING
21 ENVIRONMENTAL MANAGEMENT
23 ENERGY AND CLIMATE
25 SUSTAINABLE PACKAGING
27 WATER STEWARDSHIP
29 COMMUNITY
31 WORKPLACE
33 MANAGEMENT
35 Initiatives from around the World
The Coca-Cola Sustainability Report 2013 conveys
to our stakeholders the approach to sustainability of
the Coca-Cola system, which is comprised of
Coca-Cola (Japan) Co., Ltd., its nationwide bottling
partners and other affiliates in Japan, and introduces
the Coca-Cola system’s initiatives.
The 2013 report contains a special feature outlining
the initiatives Coca-Cola system employees and
stakeholders are taking to address issues in society.
For more on the business operations and corporate
social responsibility of individual bottling partners
across Japan, please refer to their respective websites
and issued reports.
Full Edition / Digest Edition
The Coca-Cola Sustainability Report 2013 is released in a
printed edition and an online edition. The printed edition is a
digest version of the report of the Coca-Cola system activities
in 2012 that we would particularly like to share with our
stakeholders. Meanwhile, the unabridged online version
available on our website provides more detailed and specific
information.
Referenced Guidelines
Global Reporting Initiative’s
Sustainability Reporting Guidelines (Version 3.1)
Period Covered
As a general rule, activities described in this report took place
between July 2012 and June 2013.
Data is for the period from January 1 to December 31, 2012.
Scope of the Report
Data presented in this report, relating to production,
distribution/transportation, and sales, was collected from
Coca-Cola (Japan) Co., Ltd. (1 plant) and 12 bottling partners
(27 plants and 491 sales offices; according to 2012 data). The
sales figures presented are for reference purpose only.
Publication
July 2013
Scheduled issue of next report: July 2014
(previous edition: July 2012)
Terminology
l The term “consumers” is used in this report to refer not only
to those who purchase Coca-Cola system products but
also to the general public.
l “The Coca-Cola Company” refers to the U.S. Headquarters
while “The Coca-Cola (Japan) Co., Ltd.” and “Coca-Cola
Japan” refers to Coca-Cola (Japan) Company, Limited.
“Bottling partners” refers to the 12 bottling companies
across Japan designated by Coca-Cola Japan. “The
Coca-Cola system in Japan” comprises Coca-Cola Japan,
its bottling partners and other affiliated companies.
Editorial Policy Sustainability Report 2013
Contents
Marketplace
Environment
4
Establ ished in January
1993, fully-funded by The
C o c a - C o l a C o m p a n y.
Since separating from the
technological development
division centered in the
U.S. headquar ters and
becoming an independent
company, it has provided
product development and
technological support to
meet the needs of Japan.
Establ ished in January
2 0 0 9 t h r o u g h a j o i n t
investment between The
Coca-Cola Company and
all of the bottling partners
in Japan. It is responsible
for business consulting for
the Coca-Cola system in
Japan, the development
of information systems to
support such consulting,
as well as related general
m a i n t e n a n c e a n d
administrative work. The
company also conducts
j o i n t p r o c u r e m e n t o f
i n g r e d i e n t s a n d r a w
materials.
Establ ished in January
2007 as a joint investment
between Coca-Cola Japan
a n d a l l o f i t s b o t t l i n g
partners. It serves as the
central point of contact for
business negotiations with
major national distribution
chains and food service
chains.
Establ ished in January
2000 as a joint investment
between Coca-Cola Japan
a n d a l l o f i t s b o t t l i n g
partners. It conducts sales
in the vending machine
business to corporations
whose territories cover a
wide area.
Coca-Cola (Japan) Co., Ltd. Bottling Partners / Affiliates
Coca-Cola Tokyo R&D Co., Ltd.
Coca-Cola Business Services Co., Ltd.
Coca-Cola Customer Marketing Co., Ltd.
FV Corporation K.K.
Concentrate manufacturing
The Coca-Cola system in Japan comprises Coca-Cola (Japan) Co., Ltd., which supplies concentrates, plans and
develops new products, and conducts advertising and marketing activities; our bottling partners, which manufacture
and sell products, and other af�liated companies.
At Coca-Cola Japan, we not only provide concentrate to all of our bottling partners across Japan (primarily through
the Moriyama Plant), but also lead the development of products and the formulation of marketing strategies based on
analysis of the Japanese market and our customers and consumers. We also take responsibility to ensure global quality
standards, support technology development for production processes and production technologies when introducing
new products, forecast supply and demand, offer technical advice on products, and provide support to bottling partners
so that they can ef�ciently produce high-quality, safe and reliable products. Each of our bottling partners and af�liates
engage in not only the manufacturing of products, but also transportation, distribution and sales activities at 27 plants
across Japan.
In the Coca-Cola system, Coca-Cola Japan and other members of the system promote their business-related initiatives
based on strong partnerships. We seek further business growth by optimizing our overall operations, including more
ef�cient production, a thorough consumer-oriented approach, faster response to market preferences, enhanced
customer services, and rigorous quality control.
Production Distribution/Transportation Sales Collection RecyclingPlanning R&D
Coca-Cola System in Japan
5
System Overview (as of December 31, 2012)
1
2
3
4
5
6
7
8
9
10
11
12
Bottling Partners
12 bottling partners in Japan are operating business in their respective regions
(as of January 2013)
1 Hokkaido Coca-Cola Bottling Co., Ltd. Hokkaidohttp://www.hokkaido.ccbc.co.jp
2 Michinoku Coca-Cola Bottling Co., Ltd. Iwate, Akita, Aomorihttp://www.michinoku.ccbc.co.jp
3 Sendai Coca-Cola Bottling Co., Ltd. Miyagi, Fukushima,
Yamagatahttp://www.sendai.ccbc.co.jp
4 Tone Coca-Cola Bottling Co., Ltd. Chiba, Ibaraki, Tochigihttp://www.tone.ccbc.co.jp
5
Tokyo Coca-Cola Bottling Co., Ltd. Tokyohttp://www.tokyo.ccbc.co.jp
6
Mikuni Coca-Cola Bottling Co., Ltd. Saitama, Gunma,
Niigatahttp://www.mikuni-ccbc.co.jp
7 Coca-Cola Central Japan Co., Ltd., Kanagawa, Shizuoka, Yamanashi, Aichi,
Gifu, Miehttp://www.cccj.co.jp
8 Hokuriku Coca-Cola Bottling Co., Ltd. Toyama, Ishikawa, Fukui, Naganohttp://www.hokuriku.ccbc.co.jp
9 Shikoku Coca-Cola Bottling Co., Ltd. Kagawa, Ehime, Kochi, Tokushimahttp://www.shikoku.ccbc.co.jp
10 Coca-Cola West Co., Ltd.Fukuoka, Osaka, Shiga, Nara, Wakayama,
Kyoto, Hyogo, Okayama, Tottori, Hiroshima,
Shimane, Yamaguchi, Saga, Nagasakihttp://www.ccwest.co.jp
11 Minami Kyushu Coca-Cola Bottling Co., Ltd. Kumamoto, Kagoshima, Miyazaki, Oitahttp://www.minami-kyushu.ccbc.co.jp
12 Okinawa Coca-Cola Bottling Co., Ltd. Okinawahttp://www.okinawa.ccbc.co.jp
Bottling Partners Territories Bottling Partners Territories
Sales offices
Approx.
490
Total employeesExcluding temporary and
part-time workers
Approx.13,000
Vending machines
Approx.
980,000
Plants
28Including
the Moriyama Plant (manufacturing
concentrates)
Sales routes
Approx.
8,200Retail outlets
Approx.
1.1 million
Affiliates
15
Delivery trucksApprox.
14,000
6
Beginning from the year 2010, The Coca-Cola Company has established the “2020 Vision,” a long-term growth strategy
under which we are aiming to double the scale of our global business by the year 2020. We believe that addressing
sustainability is an essential requirement to achieve this goal.
Together with a wide range of stakeholders, including consumers, local communities, and entities representing the
global environment, we will work in close cooperation with our bottling partners and af�liates to promote initiatives in
core areas shared around the world and achieve sustainability in both society and our business activities.
Coca-Cola System's Sustainability Framework
Coca-Cola System's Sustainability Framework
Coca-Cola System's Business Activities
Marketplace
Com
mun
ity
Workpla
ceEnvironm
entCorporate G
overnanceLega
l Com
plia
nce
Beverage Benefits Active Healthy Living
Com
mun
ity
Workpla
ce
Energy and Climate
Water Stew
ardshipSustainable Packaging
Stakeholders
Consumers
Employees
Share Owners / Investors
Business Partners
Community
7
7 core areas in their 4 respective domains Relevant pages
Core Areas in the Coca-Cola System's Sustainability Initiatives
pp. 17–20
p. 16pp. 21–28
pp. 29-30
pp. 31–32
2020 Vision
Beverage BenefitsWe strive to offer beverages for every lifestyle and occasion while providing quality that
consumers trust.
Active Healthy LivingAs a manufacturer of soft drinks that proposes healthy lifestyles and the well-being of our consumers, we provide beverage related information, promote awareness of dietary education and proper rehydration through beverages, and promote active, healthy lifestyles through the sponsorship of sports programs. We are proactive in carrying out a variety of initiatives that provide consumers an entryway into exercise and sports.
Energy and ClimateWe strive to reduce the emissions and resultant impact of greenhouse gases, including
CO2, and aim to be the beverage industry leader in these efforts.
Sustainable PackagingWe will continue to pursue innovative technologies that will help minimize the utilization
of natural resources for packaging. We are also building systems to reuse
post-consumer packaging materials in the manufacturing process.
Water StewardshipWe will reduce the amount of water used in production, as well as recycle water used
in manufacturing and return it safely to the environment. Our goal is to return an amount
of water equivalent to what we use in our beverages and their production.
CommunityOur business will not grow unless the surrounding communities are also robust. We
value our ties with local communities and aim to satisfy local needs by serving as a
corporate citizen.
WorkplaceWe aim to provide workplaces that allow all the people involved in our business to work
in diverse and open environments. We will foster environments allowing each individual
to perform to the best of their individual abilities.
Mar
ketp
lace
Wor
kpla
ceCo
mm
unity
Envi
ronm
ent
Beginning from the year 2010, The Coca-Cola Company has established the “2020 Vision,” a long-term growth
strategy under which we are aiming to double the scale of our global business by the year 2020. We have set
targets related to each priority item required to achieve this vision—including the workplace, customers, profit,
products, the environment, and operational efficiency. We are also working together with our bottling partners
and affiliates in Japan to realize the “2020 Vision.”
8
Special Feature: Sustainability Stories
Creating a Healthy and Affluent Future for Japan — Health Promotion Is about Community and Human Resources Development
Takashi Arao, Ph.D.ProfessorLab of Exercise Epidemiology, Department of Waseda School of Sport Sciences
Takashi Arao, Ph.D.ProfessorLab of Exercise Epidemiology, Department of Waseda School of Sport Sciences
9
Raising the Standard of Health in Japan as a Whole — Pursuing a New Population Strategy for Health Promotion
A Vision of Communities Where the Environment Is Right for Human Health —“In Addition to Business-Government-Academia Cooperation and Participation by Local Government and Residents, I Want Corporations to Use Their Resources for Health Promotion”
Professor Arao says that health promotion under a population
strategy requires health-oriented community development. Today,
it is desirable that elderly people, as long as they remain fit, get
out and play a role in the community rather than stay at home.
This is also the secret to leading a healthy life even in old age. “I
would like to create a society where elderly people can continue
to seek self-fulfillment right up to the very end. It means they will
need individual talents, but the environment is also crucial.”
In other words, the lifestyles of elderly people will have a
big influence on the quality of life of communities as a whole.
“Unless we create a new culture for the elderly to embrace, we
cannot survive through this super-aging society. As a researcher,
I hope we can build at least one model community where the
environment is the right match for our health.”
Professor Arao’s activities focus on working with local
governments to implement health promotion initiatives with
community-wide involvement. “Instead of local governments
going it alone, we will have residents taking part and sharing
responsibility right from the planning stage.” Government provides
funds and facilities; residents pool their wisdom, effort and ideas.
“Health promotion is not possible without implementation by
residents themselves. If they get involved from the planning stage,
they are likely to continue those efforts.”
Corporations also have an important role, he says. “There
used to be no contact between corporations and the community,
but corporations can make their resources available for health
promotion.” He suggests corporations ought to be open entities
playing a role in the community. “The mature approach for
corporations is taking a good look at the impact of your activities
and acting to resolve any issues that arise from that impact.”
“Japan today is going through a third period of ‘restoration’ after
the Meiji Restoration and reconstruction after the Second World
War,” says Professor Takashi Arao of Waseda University’s School
of Sport Sciences. By “third restoration,” he is referring to reform
of Japan’s super-aging society, which is like no other in the world.
“Japan is the first country in the world to become a super-aging
society and eyes are on us to see what type of society we create.
We must therefore create a model that the rest of the world can
follow.” Professor Arao conducts ongoing research into the creation
of a healthy and affluent super-aging society.
“Conventional health promotion has consisted of secondary
prevention, whereby health checkups are followed up by people
at risk seeking improvements at medical institutions. I have also
engaged in this kind of activity in the past in the community and
in corporations.” But the approach does not improve the overall
standard of health and medical costs keep rising. “Through my
association with secondary prevention, I realized that life would be
hard under this approach in a super-aging society. My involvement
on the Healthy Japan 21* strategy development panel was also
instrumental.”
“In the practical sciences, we are driven by a strong desire
to help people with their health directly.” Professor Arao also
has a doctorate in medicine. He is pursuing development of
a “population strategy for health promotion” as a new health
promotion initiative intended to raise the base standard of health
of communities and Japan as a whole.
* See embedded column in bottom right of page
Diverse expertise, particularly in the area of public health, is
vital for these activities. “Health promotion is all about human
resources development.” Establishing new partnerships between
residents and local government also requires the development,
in government and the community, of human resources who
can advance those efforts. “I have in mind a system in which
elderly people are human assets who can be employed in
the community.” This, he says, is the ultimate form of health
promotion. “People who have only just reached the mandatory
retirement age are particularly valuable assets. I always think how
good it would be to cooperate with corporations in this area.”
Many young researchers with diverse specialities who wish
for health-oriented community development have gathered under
Professor Arao’s wing. One exchange student from China has
declared that he wants to apply what he has learned from him
when he returns to China. Professor Arao says, “Japan may be the
first country in the world to have become a super-aging society,
but at some time in the near future China, with its one-child policy,
will find itself under far more strain than Japan. Our eyes are on
China as this is an international issue.”
Health promotion takes time to plan and implement and then
to achieve results. Professor Arao concludes by sharing his
expectations of the noble-minded young researchers around
him who will be the foundations for “restoration” in a super-aging
society watched by the world. “I want these students to quickly
become experts so they can then nurture researchers in this
field. I can only do so much on my own.”
Healthy Japan 21A health promotion campaign to improve the health of
Japanese citizens launched in 2000 by the Ministry of Health,
Labour and Welfare. The campaign focuses on advancing
measures to strengthen prevention of lifestyle diseases
before they occur. Coca-Cola Japan
participates in the campaign support
group, Healthy Japan 21 Council
Secretariat, and works to advance
development of a health-oriented
society through business-government-
academia cooperation.
Health Promotion Begins with Human Resources Development — Expectations Also Placed on the Efforts of Young Researchers
10
Nothing Can Be Taken for Granted — Disaster Taught Her the Importance of Daily Routine
At 2:46 p.m. on March 11, 2011,
everything changed. “I didn’t have
school that day and I was walking to the
station on my way home after doing my
part-time job. By the time the shaking
stopped, I could no longer stand. Around
me, buildings had collapsed, sending up
a thick cloud of dust. It was as if I had
Special Feature: Sustainability Stories
Great East Japan Earthquake and an Overseas Homestay Program— Two Experiences Which Shaped a Woman's Future Ambitions
Chisato KamataDepartment of Nutrition and DieteticsFaculty of Family and Consumer SciencesKamakura Women’s University
slipped through time to a strange world,
another age,” says Chisato Kamata,
recalling her experience. She was 16 and
about to start her second year of high
school.
She spent the night at her workplace.
She had no information. “We lived not
even a minute’s walk from the sea, so
I was worried about the tsunami.” She
eventually found out via SMS text that
her family was safe and where they had
evacuated. “I was so relieved.”
Ms. Kamata was reunited with her
family the next day. “The area down by
the sea was a totally different place from
the day before. You could see the sea
from places you shouldn’t be able to…”
She says she could not stop shaking after
seeing the familiar environment where she
grew up turned upside-down. “When I
met up with my family, I clung to my father
out of relief and burst into tears.”
They lived not far from the Fukushima
Daiichi Nuclear Power Plant. As the
accident there unfolded, they moved from
one evacuation center to another before
relocating to an acquaintance’s house
in Yokohama. “In the evacuation centers,
there was no privacy and not enough
food, so we breathed a little easier after
moving to Yokohama.”
“Through the disaster, I realized you
can’t take anything for granted.” She saw
the precious value in things she had not
given much thought to before, like family,
being able to live a normal life and always
having access to food.
11
Aspiring to Become a Dietitian and Improve Relief Meals So People Can Recharge during Disasters
“A Lot of Work Still Needs to Be Done in Disaster-Hit Areas. Please Give Them Your Ongoing Support.”
Knowing the World Was with Them — Eyes Opened by TOMODACHI Summer Program
Ms. Kamata first heard about the
TOMODACHI Summer 2012 Coca-Cola
Educational Homestay Program in autumn
of 2011, six months after the earthquake.
“It had been a dream of mine to travel
overseas ever since junior high.” After the
disaster, she had all but forgotten about
her dream until an ad in the newspaper
calling for applications caught her eye.
She did not think twice about applying.
“The fact that the program was for
children affected by the disaster appealed
to me. People were supporting us and it
made me happy.”
She spent around three weeks in
the United States on a homestay. The
language barrier initially made it hard
settling in with her host family, but it did
not take long for them to warm to each
other. “I kept saying, ‘easy English,’ and
they began to speak to me slowly and in
simple English so I could understand.”
She still corresponds with her host family
via email.
While in the United States, she was
asked a lot about the Great East Japan
Earthquake. “They listened with interest
and affection. They asked how I had
coped and said how hard it must have
been, and they offered encouragement
saying, ‘We’re in this together’.” She was
not alone. Nothing pleased her more
than knowing that people all over the
world were concerned and offering their
support.
“The homestay opened my eyes. Many
of the others on the program said the
same thing and we keep telling each other
how we want to go back.”
At 2:46 p.m. on March 11, 2011,
everything changed. “I didn’t have
school that day and I was walking to the
station on my way home after doing my
part-time job. By the time the shaking
stopped, I could no longer stand. Around
me, buildings had collapsed, sending up
a thick cloud of dust. It was as if I had
Since April 2013, Ms. Kamata has
been studying at university to become
a registered dietitian, a career course
stemming from her experience of
the Great East Japan Earthquake. “In
Fukushima, we were always short of
food because the nuclear disaster made
delivery of relief supplies difficult.” A
meal consisted of just one cold rice
ball the size of a ping-pong ball and so
naturally lacked nutritional balance. “We
needed to eat to be able to think and to
conjure up energy for our next activity.”
The experience really brought home the
importance of food.
Ms. Kamata had an opportunity to
think about nutrition during her stay in the
United States, too. “My host family told
me that a lot of Americans have diabetes.”
Food is a big factor in lifestyle diseases.
With knowledge about nutrition, she could
certainly be of help to the people she
cared for. This was another major catalyst
in her decision to become a dietitian.
“I particularly want to study about
menus for meals served in times of
disaster. Clever techniques for cutting
vegetables and preparing the food could
be devised to allow equal provision of
nutritious meals to everyone.” Meals
were sometimes the reason for quarrels
in the evacuation centers. Above all, she
knows food is a source of energy when
living in extreme circumstances and this
provides great motivation for realizing her
ambitions.
Disasters can occur anywhere in the
world. “I want to develop good menus
and share them with others everywhere.”
Her vision keeps growing.
slipped through time to a strange world,
another age,” says Chisato Kamata,
recalling her experience. She was 16 and
about to start her second year of high
school.
She spent the night at her workplace.
She had no information. “We lived not
even a minute’s walk from the sea, so
I was worried about the tsunami.” She
eventually found out via SMS text that
her family was safe and where they had
evacuated. “I was so relieved.”
Ms. Kamata was reunited with her
We closed by asking what she most
wanted to communicate as a person
directly affected by the disaster. “I’ve
received all kinds of support from so
many people, for which I am very grateful.
But a lot of work still needs to be done in
disaster-hit areas. Please give them your
ongoing support.”
family the next day. “The area down by
the sea was a totally different place from
the day before. You could see the sea
from places you shouldn’t be able to…”
She says she could not stop shaking after
seeing the familiar environment where she
grew up turned upside-down. “When I
met up with my family, I clung to my father
out of relief and burst into tears.”
They lived not far from the Fukushima
Daiichi Nuclear Power Plant. As the
accident there unfolded, they moved from
one evacuation center to another before
relocating to an acquaintance’s house
in Yokohama. “In the evacuation centers,
there was no privacy and not enough
food, so we breathed a little easier after
moving to Yokohama.”
“Through the disaster, I realized you
can’t take anything for granted.” She saw
the precious value in things she had not
given much thought to before, like family,
being able to live a normal life and always
having access to food.
TOMODACHI Summer 2012 Coca-Cola Educational Homestay Program
The Coca-Cola Japan Reconstruction Fund is a strategic partner of the
TOMODACHI Initiative, led by the United States and Japanese governments
and the U.S.-Japan Council. As an additional form of reconstruction aid, this
educational support is to be implemented over the three-year period from
2012 to 2014. The homestay program gives
high school students from areas affected
by the Great East Japan Earthquake the
opportunity to visit the United States and
spend three weeks on homestays in various
cities. In 2012, 60 students took part and 120
students will take part in each of 2013 and
2014.
12
Tomohide TabataGeneral ManagerVS Planning DepartmentSales & Marketing Planning Division*Coca-Cola Central Japan Co., Ltd.
Uniting as a Company to Consider How to Contribute to Society through Vending Machines and Take Action
Special Feature: Sustainability Stories
* Position at the time of interviewing
13
Rolling Suspension of Cooling Achieved through Cohesive Efforts as One Link in the Coca-Cola System
Efforts Recognized by Energy Conservation Grand Prize — Vending Machines Harbor Great Potential
The Coca-Cola system has not let up in its efforts to improve vending machine energy efficiency since. Besides introducing LED illumination, the Coca-Cola system has developed “peak shift” vending machines that run cooled for a maximum 16 hours a day, cutting power consumption by up to 95%. The machines are
being deployed from fiscal 2013. These efforts were recognized in January 2013 with the Coca-Cola system receiving the Energy Conservation Grand Prize for excellent energy conservation equipment sponsored by the Ministry of Economy, Trade and Industry. “I was delighted as the award acknowledged our unified and forward-looking efforts in addressing a very complicated issue. It meant we had done the right thing.”
“There is a lot we can do for the local community and society at large through vending machines besides power saving,” Mr. Tabata adds. The Coca-Cola system has already incorporated a wide range of initiatives, including showing information on digital displays in times of disaster; offering beverages inside vending machines covered by disaster relief pacts for free in the event of a major earthquake; and affixing address labels to vending machines, with the help of the police, to allow identification of a place if an incident or accident occurs. “Vending machines are no longer just machines for buying a beverage. Now they are also tools providing information and safety. We are extremely pleased about this, too.”
“Our rolling suspension of vending machine cooling during summer 2011 was a first for us and we carried it out tentatively,” says Tomohide Tabata. Responsible for coordinating vending machine sales activities, his department set about implementing measures to save electricity.
The catalyst was the power shortage resulting from the Great East Japan Earthquake and associated accident at the Fukushima Daiichi Nuclear Power Plant. “Following a request from the Japanese government, the area serviced by the Tokyo Electric Power Company (TEPCO) went into full power-saving mode.” Vending machines were up against the tide of public opinion at the time. “Some customers who had installed our vending machines were asking us to turn off the machines out of consideration for consumers.”
The Coca-Cola system had been working to enhance the environmental friendliness of vending machines even prior to the disaster, for example by introducing a peak-time energy reduction function that shut cooling off during hours of peak power usage and through improvements to the properties of machine materials. But given the circumstances, bottling partners advanced an additional measure—rolling suspension of vending machine cooling functions between 9 a.m. to 8 p.m.—to reduce power consumption over the summer period, when power usage traditionally jumps.
“Many people, including general retail operators and even people within the Coca-Cola system, did not fully understand the difference between electric power, the amount of electricity and the cost of electricity.” To be able to explain to customers and have them cooperate with rolling suspension of cooling, unified knowledge and information was required in-house.
Coca-Cola Central Japan serves a broad area encompassing Kanagawa, Shizuoka, Yamanashi, Aichi, Gifu and Mie prefectures and the initial reception to power-saving efforts was very different in areas serviced by TEPCO and those that were not. “Cross to the other side of the Oi River and the response was completely different. Ours was a company-wide effort and we proposed rolling suspension of cooling for all areas.”
As a result, rolling suspension of cooling for some 55,000 vending machines in the sales territories of Coca-Cola Central Japan began on July 1, 2011. In Kanagawa and Yamanashi prefectures, customer cooperation was almost 100%.
“With only about a month’s preparation, we wouldn’t have achieved what we did if it were not for the cooperation of customers and the cohesion of the Coca-Cola system. I believe we all felt the same way about it, as one link in the Coca-Cola system, and of that I’m proud.”
“Everyone understood that wasteful use of electricity wasn’t acceptable as environmental concerns have been voiced over many years. But the experience of the Great East Japan Earthquake really brought it home.” More than two years on from the disaster, it might be expected that such awareness would wane. But, “Japan as a nation is starting to take the view that power-saving efforts are required as a matter of course.” And that means, “we will be called upon to put forward selling methods that do not waste electricity.”
Mr. Tabata closes by saying it is important to continue using a variety of opportunities to raise awareness in society. “The Coca-Cola system is Japan’s leading soft drink manufacturer and operates the most vending machines, and because of that we need to act based on a mindset of contributing to the local community and society at large, not just selling beverages. I believe this is the approach of the entire Coca-Cola system. The crucial element here is continuity.”
As Leading Soft Drink Manufacturer the Coca-Cola System Must Propose Energy-efficient Selling Methods and Possess a Mindset of Contributing to Environment, Community and Society
Peak Shift Vending MachinesVending machines that run cooled for a maximum 16 hours
during the daytime, cutting power consumption by up to 95%. Installation started in January 2013. By improving the overall cooling system, as well as airtightness and insulation performance, peak shift vending machines can dispense cold beverages even when the cooling system is shut off during the daytime, when power demand increases. The machines also provide greater convenience for users such as of�ces and hospitals as the hours that the cooling shuts off can be adjusted so that cooling takes place at a time when noise is not a concern.
14
Achieving Sustainable Growth
Making the Most of Diverse Values Leads to Sustainability
STAKEHOLDER ENGAGEMENTDiscussion on the Sustainability of Society and Business
The panel discussion gave us the opportunity to hear a wide
range of comments and opinions on the Coca-Cola system’s
activities.
Commenting on health-related initiatives, Mr. Miyachi explained
that “health is fundamental to the sustainability of the planet,”
and said, “the Coca-Cola system should be commended for its
efforts in encouraging consumers to make the right decisions by
displaying calories and nutritional information on products.” Also
expressed were expectations that the Coca-Cola system, as a
corporate entity, will play a role in the national health promotion
strategy for Japan announced in 2012 given that collaboration
among consumers, corporations and government will be crucial.
In regard to the environment, the Coca-Cola system was
commended for its water stewardship activities. Mr. Taniguchi
also explained that “we are now in an age when companies are
called out if their activities are not realistic.” He suggested that
environmental activities needed to be strengthened even more.
“People with the power to spread information and people with
purchasing power undeniably go for companies that make an
honest effort to address environmental issues.”
There were also calls for the Coca-Cola system, as a global
corporation, to do more to promote diversity. Ms. Sasaki said,
“In the future, achievements of corporations won’t be measured
solely in terms of short-term sales and the extent to which they
make people happy will be examined. Companies need to be
popular and respected, and diversity is the key to achieving
long-term growth.”
The panel discussion ended with the following statement:
“When discussing sustainability, it needs to be asked, ‘How
can corporations be of service to society?’ By inquiring about
a broad range of values, assimilating those values and giving
back to society in any way possible, corporations can fulfill their
responsibility and help guarantee the sustainability of society.”
Professor Kusunoki kicked off the program with his keynote
speech. He explained, “corporations care about a number of
important aspects, like profit, market share, customer satisfaction
and employee satisfaction, and they are all linked. To be able
to achieve a sustainable profit, a corporation has to make a
contribution to society.”
The keynote speech was followed by an introduction to the
Coca-Cola system’s sustainability strategy. The Coca-Cola
system has achieved business growth by providing employment
opportunities and contributing through partnerships to
development in local communities where its products are sold.
Specific ways in which we help to preserve the health of the
environment and of communities, as is fundamental to business
growth, were explained. They include water stewardship, climate
protection, programs promoting empowerment of women
entrepreneurs, and support for reconstruction efforts in the wake
of the Great East Japan Earthquake.
Event Outline
Theme Date Hosted by Program
The Sustainability Strategy of a Global LeaderSeptember 19, 2012Nikkei Inc. Digital Business BureauKeynote Speech: Competitive Strategy as a Narrative Story—Succeeding as a Corporation
Ken Kusunoki, Professor, Graduate School of International Corporate Strategy, Hitotsubashi University
Speech: “The Coca-Cola System’s Approach to Sustainability”
Panel Discussion: “Sustainability Strategy for Global Corporations of the Future”
Tetsuya Taniguchi, Nikkei Ecology
Motohiko Miyachi, National Institute of Health and Nutrition
Kaori Sasaki, ewoman, Inc.
Joanna Price, The Coca-Cola Company
Yumi Goto, Coca-Cola (Japan) Co., Ltd.
15
I Look Forward to Source Water Protection Activities Matching Local Conditions
STAKEHOLDER ENGAGEMENTOutline of Source Water Protection Group Training
I found the groundwater seminar
very interesting. I think the information
that was presented will be useful when
talking to people in the community and
backs up our activities with scientific
evidence. Because all employees
need to take a greater interest in water
resources, I would like to share what I
learned with the rest of the company
and encourage participation in water
stewardship activities.
Toyama has an abundance of water
and feelings about the importance of
water run deep in the local community.
Hokuriku Coca-Cola Bottling runs a
forest development program as a way
to cultivate watersheds and I sense
that local government and community
residents really do want corporations
to play a role. I would like to carry
out sustained activities together with
the community to ensure that future
generations will continue to have access
to water resources.
Bottling Partners Nationwide Unite to Protect Water Resources
The drying up of water resources
is a worldwide issue and Japan is not
exempt. Japan tends to be viewed
as a country with abundant water,
but precipitous topography means
rivers are short and the volume of
water resources per capita is small
compared to other nations.
In order to protect water resources,
it is important that you first identify where the water you use
is actually coming from. It is wonderful that the Coca-Cola
system has already finished surveying water sources and is now
advancing watershed cultivation initiatives, having set a lofty target
of being water neutral by 2020.
A region’s water resources are valuable assets and it is
therefore vital that you maintain communication with people in
the region with whom you share that water. As well as disclosing
information as appropriate, it is important that you strengthen
awareness of water resources and engage in detailed dialogue
on an ongoing basis. During the training, I spoke in general terms
and the actual issues differ from region to region. Each company
has to consider the best action in the context of the situation in
its region and I believe advancing water stewardship activities
that match local circumstances will lead to continual growth for
both community and company.
Date Venues
Participants
Program
April 18–19, 2013Taishogura, Wakatsuru Shuzo Co., Ltd.Tonami Plant, Hokuriku Coca-Cola Products Co., Ltd.52 employees of Coca-Cola Japan and bottling partners and other affiliates nationwide Day 1: Water resources seminar by outside lecturer — Participate in a seminar on groundwater by an outside lecturer in order to gain basic knowledge and skills relating to water resources for use in promoting water stewardship according to regions
Day 2: Field trip to region with hydrological features — Observe the topography of an alluvial fan (where groundwater accumulates) and groundwater welling up downstream from the alluvial fan
Makiko NakanishiPublic Relations & CSR
Promotion Group*Public Relations &
Environment DepartmentHokuriku Coca-Cola
Bottling Co., Ltd.
Toshimitsu Takahashi
Environment Team Manager Public Relations & CSR
Administration Department*Coca-Cola Central Japan
Co., Ltd.
Kenji ItoNissaku Co., Ltd.
* Position at the time of interviewing
16
Our MissionIn response to the diverse lifestyles of consumers, we are dedicated to offering products for every drinking occasion based on
thorough quality management that consumers can trust.
Our products offer a wide range of value for consumers’ lifestyles, from such functional value as rehydration to the emotional
value of enjoyment and refreshment. We will continue to listen to the opinions of consumers and respond to their needs by
discovering innovative new value.
2012 Goals 2012 Results Current Goals¡ Enrich product portfolios
¡ Maintain safe and reliable ingredients and management structure
¡ Maintain and manage product quality consumers can trust
¡ Added new products, including Schweppes British Lemon Tonic, Taiyo no Matecha, Aquarius Zero and burn, to the product portfolio
¡ Confirmed, through internal and external audits, the conformity of ingredients and product quality levels to KORE and Supplier Guiding Principles
¡ Expand product portfolios by introducing products to meet consumers’ needs
¡ Maintain safe and reliable ingredients and product quality conforming to KORE and Supplier Guiding Principles
BEVERAGE BENEFITS
17
Communication with Consumers
Currently, the Coca-Cola system’s product lineup spans
more than 300 products for every kind of consumer lifestyle and
preference, ranging from sparkling beverages, to coffee drinks, sports
drinks, tea beverages, water, energy drinks, juice, and “active lifestyle
beverages.” In 2012, the lineup was expanded with the introduction
of products such as Schweppes British Lemon Tonic, a sparkling
beverage for adults in their 40s or older; Taiyo no Matecha, a new tea
category based on mate tea, the immensely popular drink in South
America where the diet is meat-centric; Aquarius Zero, a sports drink
supporting health management; and new energy drink brand burn.
The Coca-Cola system performs operational management
based on the Coca-Cola Operating Requirements (KORE), a
proprietary management system used throughout its global
operations. The system’s strict standards are also applied to
product quality management. KORE encompasses all of the
standards for quality, product safety, the environment, and
occupational health and safety for every operational process,
starting with ingredients procurement, through production,
distribution, transportation, and sales, and ending when
our products reach consumers. The KORE system satisfies
the requirements of ISO standards and applicable laws and
regulations, and even includes more stringent voluntary
standards.* Certification bodies assess our performance against
the various standard requirements at least once a year. This
objective evaluation from a third-party organization ensures that
the Coca-Cola system’s KORE management system operates in
a fair and equitable way.
* Quality standards are based on ISO 9001; Product Safety standards on
FSSC 22000; Environment standards on ISO 14001; and Occupational
Health and Safety standards on Occupational Health and Safety Assessment
Series (OHSAS) 18001
A Diverse Lineup to Meet Needs and Tastes of Our Consumers
Initiatives to Ensure Safety and ReliabilityPreserving Quality with the KORE Management System
Using Consumer Feedback to Improve Our Business
Procurement of Ingredients and Production
Distribution and SalesThe Coca-Cola system in Japan takes responsibility for all
post-production processes—from shipment from the plant to
delivery—in order to ensure that the Coca-Cola system’s quality
standards are instilled until the product reaches the consumer’s
hand. We make painstaking efforts to manage the quality of our
products during transportation and sale according to the KORE
management system requirements. Even after shipment, we
purchase and conduct surveys of products on sale to confirm
that the level of quality expected of Coca-Cola system products
is being maintained in the market.
Internal System to Respond to Consumer Feedback
The Coca-Cola system in Japan declared in November 2007
that the entire system is now compliant with ISO 10002, the
international standard that provides guidance on complaints
handling. This declaration represents our commitment to
incorporating consumer feedback into the way we manage our
business and increasing consumer satisfaction by providing safe
and reliable products and services.
ISO 10002 does not have a third-party certification system,
and so, while any company can self-proclaim that it complies
with the standard, the Coca-Cola system in Japan declared its
compliance after receiving an independent compliance audit.
As a way to govern our ISO 10002 management system, we
verify and revise operating conditions of the system in a biannual
meeting of managers from the consumer service center, which
handles feedbacks from consumers.
In addition, Coca-Cola Japan set up a Consumer Feedback
Portal to allow all of its employees to view all consumer feedback
received by the Consumer Service Center. In fiscal 2012, around
73,000 questions and comments were received by the Consumer
Service Center and distributed via monthly reports as feedback to
the relevant departments.
The Coca-Cola system requires its global supply chain to
operate in compliance with its Supplier Guiding Principles, a set
of standards for ensuring that ingredients are of a high quality and
for evaluating the integrity of ingredient suppliers. When procuring
ingredients for products, inspection certificates and data for the
ingredients submitted by Japanese and overseas suppliers are
confirmed. Coca-Cola Japan also re-inspects the ingredients. To
secure product quality, we also take maximum precautions when
it comes to security during transportation.
In addition to implementation of the KORE management
system, all 28 plants of the Coca-Cola system in Japan are making
progress in obtaining certification for international standards such
as ISO 9001, ISO 14001, and OHSAS 18001. Particularly with
regard to product safety, we led the industry with FSSC 22000; as
of March 31, 2011, all of our bottling plants have obtained FSSC
22000 certification.
Consumers
12 nationwide bottling partners
Consumer Service Center
Executives / Quality Assurance / Marketing /
Other related departments
Related departments
Coca-Cola Japan
18
2012 Goals 2012 Results Current Goals ¡Start Healthy Japan 21 Active Healthy
Lifestyle Project
¡ Improve information disclosure on product labels
¡Enhance brand portfolio towards health- conscious consumers
Our MissionAs a beverage company, the Coca-Cola system aims to propose healthy and sound lifestyles. To achieve this, we not only
provide consumers with information on our beverages, but also promote activities to educate consumers about proper
rehydration and diet. Additionally, we sponsor sporting activities and provide an array of opportunities for people to enjoy
exercise and sports as ways to support their active and healthy lifestyles.
ACTIVE HEALTHY LIVING
¡Held seminar and dietary education event as part of Healthy Japan 21 Active Healthy Lifestyle Project
¡Started displaying calorie information on front of product packaging
¡ Introduced new products for health- conscious consumers, including Taiyo no
Matecha and Aquarius Zero
¡Promote better provision of product-related information based on scientific facts
¡Expand product portfolios for health- conscious consumers and promote better
prov is ion o f in format ion to suppor t consumers’ product choices
¡Promote lifestyles incorporating physical activity
19
Provision of Accurate Knowledge and Product Information
The Coca-Cola system supplies numerous beverage products
for which a wide range of ideas supporting the active and healthy
lifestyles of consumers, from product concepts to ingredients
used, are incorporated into the manufacturing and sales process.
In Japan, the lineup comprises more than 300 products across
eight categories. Some representative products are Coca-Cola
(no preservatives or artificial flavoring) and Coca-Cola Zero (zero
sugar, preservatives and artificial flavoring), as well as
Fanta Grape and Fanta Orange (no artificial flavoring or colorant)
and Minute Maid Qoo Waku Waku Orange (no preservatives or
artificial colorant). Consumers can choose from an extensive
range of products depending on their preferences, lifestyle and
health-consciousness.
Coca-Cola system products are also supplied in packaging of
various sizes to meet the diverse needs of consumers, who drink
in different situations and have varying preferences.
Transparency of Information on Beverages and Active Healthy Living
Health awareness is high and there is strong interest in the
ingredients and nutritional value of food and beverages that
people consume. Recognizing our responsibility as a soft drink
manufacturer to respond to consumer interest in health, the
Coca-Cola system works to provide accurate information useful
to healthy living and promote greater understanding. We provide
information on product ingredients through packaging and our
websites, improving and revising our disclosure methods as
needed in order to make the information easier for consumers to
understand. In 2012, we started displaying calorie information
on the front of product packaging to help consumers choose
products best suited to their needs.
Promoting Correct Knowledge about Rehydration
One important function of beverages is fluid replacement. The
Coca-Cola system communicates information about rehydration
using the Aquarius sports drink, and makes available related
educational content developed together with experts, such as a
simple and fun website learning program. Employees are taught
correct knowledge about the topic through an in-house learning
program. The Coca-Cola system also has an active involvement
in collaborative initiatives between business, government and
academia aimed at raising the quality of life. For example, we
team up with media organizations and expert authorities like
Healthy Japan 21 and the International Life Sciences Institute
Japan (ILSI Japan) to hold seminars.
Providing Products that Meet Consumers’ Needs
Promoting Active, Healthy Living through Sports
The Coca-Cola system provides support for global sporting
events such as the Olympic Games (a partner since the Amsterdam
1928 Olympics), the FIFA World Cup (since 1978) and the Special
Olympics for people with intellectual disabilities (since 1968), as well
as numerous sporting events in Japan. We also carry out initiatives
that draw upon the unique characteristics of individual brands to
support the active, healthy lifestyles of consumers. For example, the
sports drink Aquarius is used to deliver correct knowledge about
rehydration and the juice Minute Maid Qoo promotes “Kana-Kana
Aerobics,” an education program for parents and children.
Contributing to Healthier, Happier Lives On May 8, 2013, The Coca-Cola Company commemorated
the anniversary of Coca-Cola by announcing the following four
global business commitments. In the more than 200 countries
where we do business, we will endeavor to contribute to healthier,
happier communities by partnering with business, government
and civil society on efforts to promote active, healthy living.
1) Offer low- or no-calorie beverage options in every
market
2) Provide transparent nutrition information, featuring
calories on the front of all of our packages
3) Help get people moving by supporting physical
activity programs in every country where we do
business
4) Market responsibly, including no advertising to
children under 12 anywhere in the world
Product Portfolio of the Coca-Cola System in Japan
Sparkling beverages
28.4%
Other 2.0%Water 12.1%Energy drinks1.1%
Sports drinks15.4%
Tea 21.7%
Coffee 16.1%
Juice 4.8%
(Volume share in 2012; according to research by Coca-Cola Japan)
20
As global environmental objectives to be achieved by 2020, The Coca-Cola Company aims to be the global leader in
sustainable water resource use, and the industry leader in packaging, climate protection and energy efficiency.
Based on this policy, the Coca-Cola system in Japan has established medium-term environmental targets (2015 Environmental
Targets) and is implementing initiatives to meet the targets together with nationwide bottling partners.
Core Areas of Environmental Performance
The Coca-Cola system has specified “energy and climate,”
“sustainable packaging” and “water stewardship” as three
core areas of environmental performance in which the system,
as a beverage manufacturer, seeks long-term improvements.
The Coca-Cola system in Japan additionally addresses “waste
management” as a core area requiring improvements to
contribute to the development of a recycling-oriented society.
The Coca-Cola system in Japan also operates a proprietary
database to efficiently manage the environmental performance
data of the entire system in Japan, keep track of progress and
revise the plan when necessary.
ENVIRONMENTAL MANAGEMENT
Environmental Impact in 2012
Water23,020,000m3
For producing beverages,
rinsing containers,
etc.
Energy7,820,000GJElectricity for
operating production lines,
etc.
Energy3,350,000GJ
Fuel for vehicles to transport products,
etc.
Energy1,170,000GJ
Electricity and other energies used in
building air conditioning(heating and cooling),
lighting and other systems
Recycling of resources
Raw Material910,000t
Concentrates, coffee beans,
tea leaves, sugar, containers, etc.
CO2 380,000t
NOX 294t
SOX 277t
Solid waste110,000t
Coffee grounds, used tea leaves,
sludge, etc.
CO2
50,000t
Energy16,650,000GJ
Electricity for vending machines
CO2
710,000t Emissions
from generating electricity
INPUT Resources and energy used in business activities
Water17,160,000m3
For rinsing containers, etc.
CO2 230,000t
NOX 1,476t
SOX 6t
OUTPUT Waste generated from business activities
Distribution/Transportation
Production Off ices Collection/Recycling
Sales
Data DisclosureThe range of data that the Coca-Cola system discloses on its environmental impact covers production, distribution/transportation, offices, and sales activitiesEnvironmental impact at the time of sales is calculated based on the amount of CO2 emitted from electricity consumed by vending machinesThe amount of energy used during distribution/transportation is the sum total consumed for all processes, from concentrate manufacturing to transporting products to vending machines and retail outlets
The joule (J) is an internationally recognized unit for measuring an amount of heat1J = Approx. 0.24 calories; 1GJ (gigajoule) = J×109
CO2: carbon dioxide; NOx: nitrogen oxide; SOx: sulfur oxideThe basis for calculating some of the data has been changed due to an improvement in data collection accuracy
21
Working toward the Medium-Term Targets
The Coca-Cola system believes that the basic requirements
for its sustainable growth as a company are the achievement of
both a reduction in its environmental impact and the expansion of
its business. On the basis of this approach, the system is currently
promoting initiatives to achieve its medium-term environmental
plan with 2015 as the target year. The medium-term targets
are a comprehensive set of environmental performance goals
for reducing environmental impact across the entire supply
chain, from production to distribution and transportation, sales,
collection and recycling. They cover the four action areas of
energy, packaging, water, and waste—the largest sources of
environmental impact in a beverage business.
In 2013, we will conduct an interim review of the Coca-Cola
system’s environmental performance targets for 2015 based
on progress made and commence formulation of a further set
of medium- to long-term targets to achieve by 2020. The entire
Coca-Cola system will work together to advance initiatives to
achieve these environmental targets. The Coca-Cola System’s Medium-Term Targets for 2015
2012 Performance Results: Targets and Results for Energy (CO2 emissions reduction)
Energy (CO2 emissions
reduction)
Water
Packaging
Waste
Area CategoryTargets
Numerical Target (Aggregate)
100% implementation of Source Water Protection projects at all plants
Source Water Protection
Further reduce packaging weight compared to 2004 to realize industry top levels
Start mechanical bottle-to-bottle (B to B) recycling* to turn used PET bottles into new PET bottles
Recycling and reuse
Achieve zero waste at all plantsIndustrial waste reduction
High value-added reuse of waste
-30.3% (compared to 2004)System total
Production
Distribution
Sales (vending)
Of�ces
Lightweight packaging
-10% (compared to 2004)
-5% (compared to 2004)
-45.5% (compared to 2004)
-3% (compared to 2004)
(Completed at existing natural mineral water plants by 2010)2011: Implement at plants that use well water2012: Implement at plants that use industrial and municipal tap water
Reduce packaging weight
Review technical assessment and operational models
Promote waste recycling
Explore possibilities of high value-added reuse of waste, such as biomass recycling
Shift energy source in plants; introduce cogeneration systems; switch to roll-fed label systems; use steam and compressed air more ef�ciently; etc.
Expand introduction of energy-ef�cient vending machines; replace existing vending machines; enhance lineup of HFC-free vending machines with heat pump systems
Switch to LED lighting, replace and update air conditioning systems
* Mechanical recycling: The process of turning used containers into new container material (recycled resin) by shredding and washing them, and then removing impurities from the recovered material by treating it under high temperature, reduced pressure, or other conditions for a set period of time
Measures
Production
Distribution
Sales
Offices
Reduction
Reduction Need more efforts
On-track
On-track
On-track
On-track
Reduction
Reduction
Reduction
Total for the Coca-Cola system
2012 Targets (compared to 2004) 2012 Results (compared to 2004) Results
-8.3% 33,453tCO2 -5.5% 22,362tCO2
-5.0% 15,785tCO2 -27.6% 87,155tCO2
-33.9% 396,154tCO2 -38.9% 454,484tCO2
-2.0% 1,143tCO2 -9.5% 5,599tCO2
-24.4% 475,188tCO2 -29.3% 569,599tCO2
Increase transport ef�ciencyRevise supply network, increase direct delivery from plants, improve accuracy of order transactions, promote modal shifts
Increase vehicle fuel ef�ciencyReplace low-ef�ciency vehicles with hybrids and other high-ef�ciency vehiclesEncourage eco-driving habits by installing digital tachographs, etc.
Replace existing vehicles with hybrids
22
Our MissionThe Coca-Cola system advances initiatives based on the acknowledgment that achieving environmental impact
reductions concurrently with business growth is a basic requirement for the sustainable growth of the company.
We are currently making efforts to reduce CO2 emissions in all business operations, including production, distribution
and transportation, sales and of�ce operations, as we aim for medium-term targets set for 2015.
2012 Goals 2012 Results 2015 Targets (compared to 2004)
¡Reduce energy consumption and CO2
emissions in all operations ¡Conduct research and share information
on advanced environmental measures¡Contribute to solving environmental issues
o f l oca l commun i t i e s t h rough t he establishment and implementation of environmental measures by bott l ing partners corresponding to the unique characteristics of each community
¡Reduce total CO2 emissions across all operations by 30.3%
¡Reduce CO2 emissions in production by 10%
¡Reduce CO2 emissions in distribution by 5%
¡Reduce CO2 emissions in sales (vending machines) by 45.5%
¡Reduce CO2 emissions at offices by 3%
¡CO2 emissions reductions (compared to 2004): 5.5% in production; 27.6% in distribution; 38.9% in sales
¡Announced “peak shift” vending machines that reduce energy consumption at hours of peak power usage
¡Held seminar on advanced environmental initiatives of Coca-Cola system
ENERGY AND CLIMATE
23
The Coca-Cola system is striving to meet its targets for 2015
primarily through greater productivity improvements. Initiatives
include switching from heavy fuels to natural gas or processed
natural gas as an energy source, mainly for plants, as well as the
introduction of cogeneration systems and making efficient use of
steam and compressed air.
As of the end of 2012, we had switched to natural gas or
processed natural gas at 20 plants across Japan and had installed
cogeneration systems at seven plants. CO2 emissions at the end
of 2012 were 380,000 tons. This was a 5.5% reduction from 2004,
but needing a further 2.8% reduction we fell short of the 2012 goal
due to an increase in product output.
In order to contribute to the establishment of a recycling-
oriented society, the Coca-Cola system maintains a waste
management policy by which it minimizes the use of ingredients
throughout its business, reuses materials wherever possible,
and recycles post-consumer containers into resources with the
highest possible added value.
We appropriately manage and process solid waste generated
by our business activities to comply with laws and regulations
as well as the Coca-Cola system’s KORE management system
requirements.
Solid waste in the Coca-Cola system in Japan consists largely
of coffee grounds, used tea leaves, and sludge from plants, and
containers and vending machines from sales offices. We recycle
all waste that is recyclable.
Production
As a medium-term target, the Coca-Cola system aims to
achieve, by 2015, a 5% reduction in CO2 emissions from 2004
in distribution and transportation. Measures include improving
efficiency in distribution for procurement and sales through
consolidation of distribution points and revision of distribution
routes; modal shift; promotion of eco-driving practices through the
use of digital tachographs and drive recorders and driving courses;
and the introduction of smaller vehicles and low-emission (primarily
hybrid) vehicles. As of the end of 2012, a total 942 low-emissions
vehicles were being used across the Coca-Cola system.
As a result of these initiatives, CO2 emissions at the end of 2012
were 230,000 tons, a 27.6% reduction from 2004.
Distribution and Transportation
SalesImproving the Environmental Performance of Vending Machines
In addition to a medium-term target to reduce CO2 emissions
from sales operations 45.5% by 2015 compared to 2004, the
Coca-Cola system in Japan has set a goal of making all vending
machines in the market HFC-free by 2020.
As part of those efforts, all new can and PET bottle vending
machines purchased after 2011, except for some special models,
have an HFC-free heat pump system,1 and all new cup vending
machines purchased since 2012 are HFC-free. Every newly
purchased machine also features LED lighting as standard.
CO2 emissions at the end of 2012 were 710,000 tons,2 a
38.9% reduction from 2004.
Efforts made over the past 15 years or more to develop
vending machines with superior energy efficiency have managed
to reduce the annual energy consumption of the latest models
to one third the level consumed by models of 15 years ago.
We actively develop and deploy environmentally friendly models
such as ecoru/Solar vending machines fitted with solar panels
that consume no energy for nighttime lighting,3 and “green roof”
vending machines, which have a sheet of greenery affixed to the
roof to shut out heat and curb increases in surface temperature.
In November 2012, Coca-Cola Japan unveiled the “peak shift”
vending machines that were jointly developed with Fuji Electric
Co., Ltd. as a way of reducing energy consumption during hours
of peak power usage, a measure necessitated by consequences
of the Great East Japan Earthquake. Deployment of the machines
began in January 2013 with a target of 25,000 installations in the
first year.
1. Vending machines that use HFC-free refrigerants with low global warming
potential and are equipped with a heat pump waste heat recovery system
for efficient heating and cooling
2. Emissions from generating electricity
3. Conditions (theoretical values) for solar-powered illumination of nighttime
lighting:
(A general target of) 20 hours of direct sunlight or more over a six-day period
is needed for illumination of lighting (assuming 30 beverages are sold during
the night). This varies according to factors such as the actual installation
environment.
Waste ManagementOur Mission
The Coca-Cola system in Japan has continually worked to
recycle solid waste produced by our plants in order to achieve
a “zero waste” goal for plants. In particular, coffee grounds and
used tea leaves, which account for around 76.5% of solid waste,
are 100% recycled for uses such as livestock feed and agricultural
fertilizer, and we will continue efforts to find effective uses for these
resources.
For example, the Tokai Kita Plant of Coca-Cola Central Japan
Products Co., Ltd. operates a methane fermentation processing
system, which ferments coffee grounds, used tea leaves and
sludge from wastewater treatment and converts them into an
energy source. This reduces the weight of solid waste to one
tenth, helping to lower the environment impact.
Furthermore, the Ibaraki Plant of Coca-Cola East Japan
Products Co., Ltd., has been supplying plant-generated coffee
grounds as biomass fuel to the Kashima Thermal Power Station
of Nippon Steel & Sumitomo Metal Corporation since 2009,
helping the power station reduce its fossil fuel consumption and
CO2 emissions. The company’s Ebina Plant has been supplying
coffee grounds for use as fuel to Kawasaki Biomass Electric
Power Corporation since 2012, contributing to a carbon-neutral
energy supply that uses no fossil fuels.
Effective Use of Solid Waste from Plants
24
Our MissionThe Coca-Cola system maintains a “zero waste” vision for packaging, which is a valuable resource, and advances initiatives
in line with a global strategy. As well as promoting the 3Rs (reduce, reuse, recycle) throughout the lifecycle of products—from
ingredient procurement to collection and recycling—we strive to develop product packaging that fulfills the basic
requirements of ease of use and safety for consumers and representation of the brand’s underlying philosophy. We call this
approach “sustainable packaging.”
2012 Goals 2012 Results 2015 Targets ¡Continue to reduce packaging weight as
leading beverage company
¡Research on feasibility of mechanical bottle to bottle (B to B) recycling*
¡Promote and achieve further packaging weight reductions as leading beverage company
¡Start mechanical B to B recycling
¡Reduced weight of 1.5L sparkling beverage PET bottles from 48g to 42g
¡Researched mechanical B to B recycling
* Mechanical recycling: The process of turning used containers into new container material (recycled resin) by shredding and washing them, and then removing impurities from the recovered material by treating it under high temperature, reduced pressure, or other conditions for a set period of time
SUSTAINABLE PACKAGING
25
’82 (year)’83 ’84 ’94 ’95 ’96 ’03 ’04 ’08 ’09 ’10 ’11 ’12 ’13’98’88 ’90
As a new initiative in sustainable packaging, the Coca-Cola
system in Japan introduced in 2009 the PlantBottle
next-generation PET bottles, which are partially (5–30%) made
from plant-based materials. Retaining the shape, weight and
strength of conventional bottles, PlantBottle packaging is 100%
recyclable at existing recycling plants. It is used for water brand
I LOHAS and flavored water products I LOHAS Mikan and
I LOHAS Ringo in all sizes (280ml, 340ml, 555ml, 1,020ml and
1,555ml), as well as for the new coffee brand launched in May
2013, LUANA.
Use of PlantBottle packaging has led to a reduction in
environmental impact equivalent to a 4,800kl2 reduction in crude
oil consumption between 2009 and the end of 2012.
2. The amount of crude oil required to produce 1 ton of PET resin
multiplied by the 2012–2011 sales volume of products using
PlantBottle. This calculation is based on the assumption that each PET
bottle contains an average of 22.6% plant-based materials.
Sources: LCI Data Report on Petrochemical Products (updated version)
issued by the Plastic Waste Management Institute (March 2009);
Manual for Calculating and Reporting Greenhouse Gas Emissions (Ver.
2.4) issued by the Ministry of the Environment and Ministry of Economy,
Trade and Industry (March 2009)
Five bottling partners and an affiliated company of the
Coca-Cola system in Japan operate recycling centers, where
they sort, compress, and process collected post-consumer
containers. One of them, Hokuriku Recycling Center Co., Ltd., is
registered as a recycling business compliant with the Containers
and Packaging Recycling Law and undertakes recycling of not
only containers for Coca-Cola system products, but also those
collected by local governments.
Post-Consumer Container Collection and Recycling
The Coca-Cola system proactively adopts a range of
business products, including office goods, post-consumer
container collection boxes, and uniforms, made from recycled
PET materials. In 2012, we purchased 72,000 post-consumer
container collection boxes and 57,000 uniforms system-wide,
which converts to around 8.3 million 500ml PET bottles. We also
actively promote PET bottle recycling through local community
cleanup initiatives and public relations campaigns encouraging
the sorting and collection of post-consumer containers.
Promotion of Recycling
Lightweight Containers and Next-Generation MaterialsPackaging Weight Reductions and Designs
The Coca-Cola system in Japan has been developing
lightweight containers and packaging since the 1970s as a way
to promote the effective use of limited resources. Water brand
I LOHAS, a product exemplifying our use of lightweight packaging,
uses ecoru Bottle Shiboru, which is designed to crush easily after
drinking. In 2012, we reduced the weight of 1.5L PET bottles for
sparkling beverages from 48g to 42g, the lightest in Japan for that
size.1 Labels are also lighter. In 2011, we introduced roll-fed labels
for large sparkling beverage PET bottles, reducing label weight
from 1.5g before the change to 0.5g.
We have also developed bottles that, besides being light,
have designs making them easy to hold and pour, such as the
ecoru Bottle Raku-mochi for 2L water, sports drink and tea
products.
And in April 2012, we introduced a PET bottle with a new size
and design, the 1.25L Smart Bottle, for some products in the
Hokkaido area.
1. As of April 2013; according to research by Coca-Cola Japan
Timeline of Packaging Weight Reductions for the Coca-Cola System in Japan
0
10
20
30
40
50
60
70
80(g)
75g
37g
14g 13g
36g
29g
64g
65g
32g
65g
35g
55g
27g
20.5g
49g 48g
42g
55g
48g
34g
12g
38g
47g35g
12g
Coca-Cola1.5L PET bottle
Tea2.0L PET bottle
Coffee190g can
Water500ml class PET bottle
(I LOHAS size since 2011 is 555ml)
Water2.0L PET bottle
Coca-Cola350ml can
Made Using Renewable PlantBottlePlant-based Materials
26
Our MissionThe Coca-Cola system worldwide has a common goal of becoming the global leader in sustainable water resource
management by 2020. To achieve that goal, we are advancing water stewardship projects comprising three elements:
“reduce” the amount of water used in production processes; “recycle” water used in production by returning it to the natural
environment after proper treatment; and “replenish” water resources through watershed cultivation.
2012 Goals 2012 Results 2020 Goals¡Reduce water use ratio (volume of water
used for producing 1L of product) at plants¡Achieve 100% compliance with wastewater
management requirements of Japanese laws and KORE
¡Complete water source identification, risk evaluation, and protection plans for all system plants
¡Study and promote watershed cultivation measures for each area
¡Achieve water neutrality by returning to nature the same amount of water used in production processes, essentially using no water
¡Reduced water use ratio of plants by 5.9% (from previous year)
¡Achieved 100% compliance with wastewater management requirements of Japanese laws and KORE
¡Promoted watershed cultivation measures by bottling partners in their respective areas with aim to achieve water neutrality
WATER STEWARDSHIP
27
The Coca-Cola system’s plants across Japan promote the
efficient use of water during production while complying with
the quality standards of the KORE global management system.
In 2012, the amount of water used during production was
23,020,000m3, a reduction of 840,000 tons, or 5.9%, from
the previous year. The Coca-Cola system in Japan has also
improved water use efficiency by around 15.7% over the last five
years, currently using an average 5.25L of water to produce 1L
of product (2012 actual data).
Water is mainly used to extract tea and coffee and to clean and
sterilize containers and production lines. We closely manage the
amount of water used in production and reuse used water. For
example, water used for cleaning during the production process
is purified by removing impurities with a special filter called a
reverse osmosis (RO) membrane and then reused to clean plant
floors and returnable glass bottle cases. At the Tonami Plant of
Hokuriku Coca-Cola Products and the Sapporo Plant of Hokkaido
Coca-Cola Products, electron beam sterilization systems using
no chemicals and enabling dramatic reductions in water used for
cleaning have been introduced to bottle sterilization processes.
Reduce Water Use in Production
REDUCE
As part of its global water stewardship project, the Coca-Cola
system conducts surveys to identify water sources for plants and
their vulnerabilities and promotes efforts to protect water resources
around the world.
In Japan, we enlist the help of expert authorities to identify the
water sources of plants through scientific surveys and assess the
vulnerability of those water sources before formulating Source
Water Protection plans. By the end of 2012, we had completed
water source surveys and protection plan formulation at all 28
plants of the Coca-Cola system in Japan. Source Water Protection
plans are drawn up with the purpose of ensuring that natural
watershed environments can continue to nurture water resources
into the future. Plans incorporate methods for protecting water
resources as determined with the assistance of experts and
people in the local community based on the characteristics of the
land and natural environment of the watershed area.
By the end of 2012, we had implemented Source Water
Protection activities for water sources of plants in 20 locations
nationwide, including Mt. Shirahata in Sapporo, Hokkaido, and
we have commenced participation in management of forests
and rice terraces in Ena, Gifu Prefecture, as well as in a rice
paddy flooding project through an agreement with Kumamoto
Prefecture. Future water resource management will involve such
initiatives reflecting local characteristics. We will also carry out
other activities contributing to the cultivation of water resources
through programs such as environmental education programs
and the Coca-Cola “Learn from the Forest” project.
Through these efforts to reduce water use in production,
manage plant wastewater and protect source waters of plants,
the Coca-Cola system aims to achieve its goal for 2020 of water
neutrality, by returning to nature the same amount of water used
in production processes, essentially using no water.
Protect Water Resources
REPLENISH
Manage Plant WastewaterRECYCLE
Recovery processing
Water treatment
Reuse
Well water, municipal water, industrial water
Use in the manufacturingprocess for cleaning
plant floors, etc.
To products
Wastewater treatment
Water Recycling System
Five Elements of Water Stewardship by the Coca-Cola System
Wastewater from Coca-Cola system plants, including water
used for cleaning or cooling containers and equipment, is
discharged into sewage systems or rivers and streams after
appropriate treatment. Plants that discharge water into sewage
systems release the water after removing suspended solids,
adjusting the pH level and performing other processes in order
to meet standards established by law or requested by local
sewage authorities. Plants that discharge water into rivers and
streams treat the water on plant premises using the activated
sludge process, with microorganisms, or another method and
manage the release in compliance with the Coca-Cola system’s
own KORE management system, which sets higher water quality
standards than required by the Water Pollution Control Act and
other Japanese laws.
Through these wastewater management measures, we
maintain 100% compliance with related Japanese laws and
KORE.
Water Stewardship
Water intake
Water quality management
Efficient use of water
Wastewater management
To rivers/streams
or sewage system
s
Water Stewardship
Wastewater management
Water intake
Efficient use of water
Water quality management
Returning to nature the water we use
28
Our MissionThe Coca-Cola system makes an effort to contribute to local communities, recognizing that a business is not sustainable
unless the community is healthy.
Besides implementing disaster relief, crime prevention, community development and other activities through our business
using vending machines and delivery trucks, and in collaboration with local governments and law enforcement agencies
nationwide, we engage in a wide range of activities in the community, such as providing support for local sporting and cultural
events, and education programs for children.
2012 Goals 2012 Results Current Goals ¡Continue activities in conjunction with
Coca-Cola system’s environmental and active healthy living initiatives
¡Continue activities of Coca-Cola Japan Reconstruction Fund supporting recovery of areas affected by Great East Japan Earthquake
¡Continue activities in conjunction with Coca-Cola system’s environmental and active healthy living initiatives
¡Continue and expand activities of Coca-Cola Japan Reconstruction Fund supporting recovery of areas affected by Great East Japan Earthquake
¡Promoted environmental education and practical activities in communities, primarily relating to water stewardship
¡ Implemented program in which top athletes communicate importance of dreaming for the future and joys of exercise
¡ Installed solar power generation and storage facilities at public elementary and junior high schools and implemented homestay program
COMMUNITY
29
Fostering the Generation of Tomorrow through Sports
The Coca-Cola system in Japan actively supports the
development of safe and secure communities using its highly
accessible vending machines and delivery trucks.
As of the end of December 2012, we had installed nationwide
around 8,000 vending machines with disaster relief functions. In
times of disaster, such as after an earthquake, these machines
can supply products free of charge and provide disaster-related
information on pre-installed digital displays. For crime prevention,
we place address stickers on vending machines and also
collaborate with local law enforcement agencies by transmitting
crime-prevention information on the digital displays. Individual
bottling partners support environmental preservation and local
development initiatives advanced by NPOs or the community
through operation of vending machines with community support
functions.
Delivery trucks used for transporting and restocking cooperate
by reporting suspicious activity and helping people in need along
their routes. They are also used to transport relief supplies in times
of disaster.
Since the 1960s, the Coca-Cola system in Japan has carried
out local community cleanup and post-consumer beverage
container collection activities. In the 1970s, we launched a
beautification and cleanup campaign featuring the slogan “Keep
Japan Beautiful,” and in 1998 we promoted container recycling
awareness with the slogan, “Yes! Recycling—No! Littering.” We
commenced support for “green bird,” an NPO that organizes
community cleanup campaigns, in 2008. In 2012, the Coca-Cola
system and green bird launched a project to retrieve discarded
materials from Japan’s “100 famous mountains,” thereby
expanding the scope of activity from towns to mountain areas.
Worldwide, Coca-Cola system employees participate in
the International Coastal Cleanup Campaign run by Ocean
Conservancy, an environmental NGO supported by The
Coca-Cola Company. In continuation to efforts in 2011,
employees of the Coca-Cola system in Japan supported the
campaign by collecting and disposing of flotsam in 2012 on
Shichigahama beach, Miyagi Prefecture caused by the Great
East Japan Earthquake.
Contributing to Local Communities through Vending Machines and Delivery Trucks
The Coca-Cola system is helping communities in northeastern
Japan rebuild by financing projects with the help of the Coca-Cola
Japan Reconstruction Fund, a fund established soon after the
disaster with a gift of 2.5 billion yen from The Coca-Cola Company.
In 2012, a total 23 public elementary and junior high schools were
selected as recipients of a second stage of grants for solar power
generation system installation. School buses were also donated to
three prefectural high schools and two special education schools
in Iwate Prefecture as a form of direct assistance to municipalities.
In addition, a total 78 junior high and high school students took
part in an overseas homestay program, immersing themselves in
another culture in the United States or the United Kingdom.
Coca-Cola Japan Reconstruction Fund
Environmental Activities Beautification and Cleanup Activities—Thinking Globally, Acting Locally
“Aquarius—Begin Your Dream for the Future” Project
“Coca-Cola—Learn from the Forest” Project
In 2006, Coca-Cola Japan launched the “Coca-Cola—Begin
Your Dream for the Future” project encouraging children to hold
on to their dreams. Under the project, specialists at the forefront
of a variety of fields are dispatched nationwide to draw on their
experience and expertise in interactive programs teaching children
the importance of having dreams for the future, setting and
working toward targets, and always taking on new challenges.
The project has been implemented as the “Aquarius—Begin Your
Dream for the Future” project since 2011.
In 2012, swimmer Kosuke Kitajima took part as instructor
for day-long swimming classes on two occasions: in Tokyo and
Miyagi Prefecture.
Fostering the Generation of Tomorrow through Education and CultureSponsoring the All Japan Inter-Middle School English Oratorical Contest
In support of the contest’s mission of furthering English
education to raise internationally minded youth and, in so doing,
promote Japanese cultural development and international
goodwill, the Coca-Cola system in Japan has sponsored the
H.I.H. Princess Takamado Trophy All Japan Inter-Middle School
English Oratorical Contest every year since 1963. At the 64th
finals competition held in December 2012, junior high school
students selected from among 1,867 participants from all 47
prefectures of Japan delivered outstanding English speeches.
The Coca-Cola system in Japan has been implementing the
“Coca-Cola—Learn from the Forest” project as an environmental
education program for children, our leaders of tomorrow, since
2006 with bottling partners nationwide and the backing of the
Ministry of the Environment and the Forestry Agency. The project
teaches children about the relationship between water—which
is essential for life on Earth—and forests through nature
observation and games. Tree planting, forest thinning and other
fieldwork activities contributing to cultivation of water resources
are also carried out as part of the Coca-Cola system’s global
water stewardship initiative. The project has its own website,
providing information on forests and nature along with activity
reports. A special website for elementary and junior high school
students, “Forest Doctorate,” provides a study program on forest
ecosystems and global warming.
In 2011, we launched a new program, “Letters to the Forest,”
to gather letters on protecting the natural environment through a
special website. For every letter submitted, the program provides
one pencil made from Japanese wood produced through
forest-thinnings to nationwide elementary schools taking part in
environmental activities.
30
Our MissionEveryone who engages in our business serves as the face of the Coca-Cola system.
The Coca-Cola Company values the relationship it has with its employees and strives to provide rewarding work environments
based on the belief that the success of the Coca-Cola system’s globally operated business hinges on its employees.
Coca-Cola Japan, in accordance with this global policy, aims to be a company that inspires its employees to realize their
maximum potential by fostering safe, healthy, and diverse work environments that give individual employees sufficient control
to feel motivated in their work.
2012 Goals 2012 Results Current Goals ¡Continue thorough implementation and
progress management of action plans
¡Make ongoing efforts to foster supervisors
¡ Implement global human resources development program in Japan and implement mentoring program
¡Bolster and promote various kinds of diversity
¡Provide ongoing support for development of Japanese leaders
¡Continue and bolster efforts to foster female leaders
¡Promote rewarding workplace creation through employee awareness surveys, work efficiency improvements and introduction of flexible working arrangements
¡Conducted supervisor feedback survey and formulated action plan
¡ Implemented new programs, including “visionary career” workshop, and made available global career development tools
¡Held event with full female employee participation to raise gender diversity awareness
WORKPLACE
31
Coca-Cola Japan adopts basic workplace policies common to
the Coca-Cola system worldwide—the Workplace Rights Policy,
which guarantees the same rights for all employees, and the
Code of Business Conduct, which serves to guide the actions of
employees.
The Coca-Cola Company vows to treat all employees fairly,
with dignity and respect based on the principle that respecting
human rights forms the foundation for conducting business.
Our Human Rights Statement and Workplace Rights Policy are
based on international human rights standards including the
Universal Declaration of Human Rights, the International Labour
Organization’s Declaration on Fundamental Principles and Rights
at Work, and the United Nations Global Compact.
Basic Approaches and Policies of Human Resources
The Coca-Cola system in Japan implements health and safety
initiatives at workplaces system-wide based on the KORE global
management system. Coca-Cola Japan’s Moriyama Plant strives
to promote employee awareness and maintain safe working
environments by performing employee health checks before
work each morning and by issuing reminders and conducting
inspections to prevent accidents. To ensure employee safety
in times of disaster, we store emergency equipment, food and
beverage supplies and hold regular emergency evacuation drills.
Coca-Cola Japan’s health management initiatives include
regular health check-ups and vaccinations, while mental health is
promoted through a support program. Employees and contract
employees can receive free, anonymous counseling from an
outside organization. The privacy of employees in relation to
consultations—which are conducted face-to-face, by phone or
by e-mail—is protected even from the company.
Occupational Health and Safety
The Coca-Cola system is committed to creating truly diverse
workplaces, and promoting the employment, skills development
and career advancement of women is put forward as an important
management strategy in the 2020 Vision, our global strategy for
growth to be achieved by 2020.
As part of our initiatives to create diverse workplaces, we
at Coca-Cola Japan also strive to develop the skills of female
employees, foster female leaders, and create workplaces which
raise motivation. Women represent 36% of all employees (not
including Moriyama Plant) and 25% of managers at Coca-Cola
Japan as of December 31, 2012. We will continue to actively
promote female employees to managerial positions.
Creating Rewarding WorkplacesEmpowering Female Employees
At Coca-Cola Japan, employee performance targets are set
by breaking down goals for the company as a whole into goals for
individual employees so that each employee’s accomplishment
of personal goals contributes to the accomplishment of
company-wide goals. Employees are required to talk with
their supervisor and reach agreement concerning their annual
performance targets, career plan, and skills development plan,
and then translate their goals into actions. Performance targets
are managed through globally consistent processes and systems,
and the year-end evaluations are finalized after supervisor and
department-level reviews, and a company-wide evaluation
meeting.
Career Development SupportEvaluation System
To support career and skill development, Coca-Cola Japan
offers employees educational programs through Coca-Cola
University, a virtual in-house global university established by The
Coca-Cola Company. Employees can receive training, participate
in educational programs, and take e-learning classes according
to a globally set curriculum or learning path designed for various
occupational areas.
Programs are developed and implemented each year
according to the need of employees and the organization. In
2012, we implemented new programs, including a “visionary
career” workshop, cross-cultural communication training and “7
Habits” training.
Coca-Cola University
Supporting Flexible Work Styles
As part of our effort to create rewarding work environments,
Coca-Cola Japan offers a flextime work option (not including
employees at Moriyama Plant), childcare leave, family nursing care
leave, and other programs to help employees come up with their
own flexible work styles. We also started trialing a home-based
work system in March 2013. Additionally, we help employees lead
physically and mentally healthy, fulfilling lives, for example, through
the provision of welfare programs that employees can select
according to their own life stage, and support for employee club
activities.
Coca-Cola (Japan) Co., Ltd. Shibuya Head Office, Moriyama Plant, and Coca-Cola Tokyo R&D Co., Ltd.
2010
415
176
591
2011
398
172
570
2012
386
179
565
Male
Female
Total
Employees by gender
2010
5
2011
11
2012
20
Employees seconded to bottling partners
2010
505
86
591
2011
482
88
570
2012
471
94
565
Shibuya Head Of�ce, Tokyo R&D
Moriyama Plant
Total
Employees by workplace
Employee Numbers
3432
Coca-Cola Japan’s Management Committee, comprising
senior executives, meets weekly to review progress against
business plans and to discuss and make decisions on
management issues. For some business issues, the Management
Committee delegates authority to internal departments to enable
swifter, more flexible responses to the various issues that arise in
day-to-day operations.
Corporate Governance StructureCorporate Governance of Coca-Cola Japan
MANAGEMENTAs a member of The Coca-Cola Company, a corporation conducting business in over 200 countries worldwide, Coca-Cola Japan
manages its business activities in accordance with the various policies and rules of conduct established by The Coca-Cola Company.
These include the Code of Business Conduct, Supplier Guiding Principles, and Workplace Rights Policy. Our governance system
administers these policies and rules by enabling employees to consult and receive direction from their immediate supervisor or the legal
department of their respective business units at any time.
Our Basic Policies
Corporate Governance
Freedom of Association and Collective Bargaining
Forced Labor
Child Labor
Discrimination
Work Hours and Wages
Safe and Healthy Workplace
Workplace Security
Community and Stakeholder Engagement
The Coca-Cola Company’s mission is to refresh and inspire
moments of happiness to all people in countries where it
operates and endlessly strive to create new value and make
a positive difference to the world through its business. To
accomplish this mission, all employees involved in carrying out
business activities in the Coca-Cola system are required to act
with honesty and integrity in all matters as prescribed by The
Coca-Cola Company’s global Code of Business Conduct. The
Code of Business Conduct, in addition to legal compliance,
defines rules and policies for six key categories of conduct,
including avoiding conflicts of interest, safeguarding information,
and dealing with customers and suppliers. Certain actions
referenced in the Code of Business Conduct require the written
approval of Local Ethics Officers appointed to business units in
each country.
Code of Business Conduct
The Supplier Guiding Principles communicate these values to
suppliers and serve as a foundation for promoting them together
with The Coca-Cola Company through its global operations.
In addition to compliance with each country’s applicable laws
and regulations, they require suppliers to observe 10 additional
principles that include prohibition of child labor, prohibition of
forced labor, freedom of association and collective bargaining,
healthy and safe work environments, and environmental
responsibility. The Coca-Cola system in Japan enters into new
business agreements with suppliers after first explaining the
Supplier Guiding Principles and making sure they understand
it. After we begin trading activities with suppliers, we conduct
third-party audits as needed to verify that they are conforming to
the principles.
Supplier Guiding Principles
The Coca-Cola system formulates and carries out annual
business plans for each country in line with global business goals.
In Japan, we operate business according to annual business
plans agreed upon by the presidents of Coca-Cola Japan and its
nationwide bottling partners. The system holds various meetings
and conferences as needed throughout the year depending on
the nature of the business matter, including presidents meetings
and national meetings, to share and discuss information and reach
agreements on matters significant to the system’s operation.
Governance of the Coca-Cola System in Japan
Workplace Rights PolicyThe Coca-Cola Company formulated its Workplace
Rights Policy based on international human rights standards
such as the Universal Declaration of Human Rights and the
United Nations Global Compact as a guide for creating positive
work environments. Coca-Cola Japan also observes this policy.
The Workplace Rights Policy comprises the items below.
Third-party audits are conducted annually to confirm the
company’s conformity with the Workplace Rights Policy.
33
Coca-Cola Japan strives to ensure ethical behavior and legal
compliance in the workplace by providing all employees access
to information and guidance on compliance-related issues at any
time. If an employee discovers a violation of the Code of Business
Conduct established by The Coca-Cola Company, the employee
can anonymously call or e-mail the Ethics Hotline, The Coca-Cola
Company’s global online and telephone information and consulting
service, to seek guidance or make a report.
Internal Reporting System
Once a year, the Coca-Cola system in Japan assesses 300
categories of potential risks relating to its business activities and
examines the risks in order of priority before reporting to The
Coca-Cola Company.
In the event that a risk is actualized during daily business
activities, a risk management coordinator promptly assembles
an initial assessment team comprising representatives of the
relevant departments to gather information, take initial action
and assess the risk level and scope in accordance with the
IMCR global risk management program. If the problem seems
likely to spread, a risk management committee is convened to
discuss responsive measures and consider what and how to
communicate to consumers, business partners, the media, and
other stakeholders. Bottling partners use the same procedures,
thus unifying risk management procedures across the Coca-Cola
system.
IMCR Structure
The Coca-Cola system in Japan regularly implements
system-wide risk management training to prepare itself to
appropriately handle events involving risk at any time. During
2012, 100 risk management personnel from Coca-Cola Japan
and its bottling partners and other affiliates participated in
workshops before returning to their respective companies with
programs which they then implemented.
Risk Management Training
Coca-Cola Japan maintains a policy of protecting the
Coca-Cola brand, and thereby contributing to business success,
through consistent and effective management of risks to
information assets. Information security management is carried
out in keeping with this policy and in accordance with information
protection provisions established by The Coca-Cola Company
and applicable laws and regulations. An information security
committee comprising legal affairs, IT, human resources and risk
management personnel coordinates the activities and conducts
audits on a regular basis. The committee also implements
in-house training to ensure that employees handle personal
information and classified corporate information in an appropriate
manner during performance of their duties.
Information Security Management
As a foundation for compliance at Coca-Cola Japan, employees
are asked to practice sound judgment in accordance with The
Coca-Cola Company’s Code of Business Conduct and applicable
laws and regulations.
The Code of Business Conduct can always be referenced in a
handbook distributed to all employees or via the intranet.
Systems are also in place allowing employees to consult and
seek direction from their immediate supervisor or legal affairs
department at any time they have ethical or legal concerns or are
hesitating over a decision during the performance of duties.
Our Basic Policies
Legal Compliance
Our Basic Policies
Risk Management
Coca-Cola Japan is a member of The Coca-Cola Company’s
Ethics & Compliance Committee. Together with personnel in
legal affairs, our human resources and financial departments
participate in cross-functional committee activities to promote
legal compliance in Japan. In the event of an incident potentially
in violation of the Code of Business Conduct—which is the
foundation of compliance—occurring during the business
activities of Coca-Cola Japan, legal affairs personnel head an
inquiry by relevant departments into the circumstances of the
incident and action is taken accordingly.
Compliance Organization
Coca-Cola Japan implements training programs, including
in-house workshops and e-learning programs, as needed to
enhance employees’ understanding of compliance. In 2010, the
Coca-Cola system globally implemented a process for verifying
that employees understand the Code of Business Conduct and
are complying with its rules, requiring all employees to participate
in online training and demonstrate their compliance.
Compliance Training
The Coca-Cola Company groups its assets into the following five
categories: people and organizations, products and marketing,
information, infrastructure, and financial assets. These assets,
along with such intangible assets as the image and reputation of
our organization and business, are protected using the global
Incident Management & Crisis Resolution (IMCR), which the
Coca-Cola system in Japan also adopts to manage its assets. As
a global program, IMCR has two primary functions: one for
managing risks in normal situations, and the other for resolving
crises when they arise.
34
Initiatives from around the WorldThe Coca-Cola system conducts business in more than 200 countries worldwide and seeks a sustainable balance between
business activities and communities in each country through a variety of initiatives.
These efforts are also concerned with the demands and issues of the global community, such as the core subjects of ISO
26000 issued in 2010, and the U.N. Millennium Development Goals.
This section introduces programs being run by Coca-Cola system companies around the world.
35
The Tram Chim National Park is a remnant of Vietnam’s Plain
of Reeds, a vast wetland area once covering more than 1.7
million acres where natural resources, such as bountiful fisheries
supported by the annual floods of the Mekong River, used to
be abundant. Much of the Plain of Reeds was converted to rice
paddies, diminishing the amount of resources that could be
obtained from this ecosystem. With the support of The Coca-Cola
Company and the World Wide Fund for Nature (WWF), Tram Chim
National Park has established six Sustainable Resource User
Groups that co-manage natural resources with local communities
Former teacher Lelani Abutay says her old classroom used
to remind her of a pigsty or a chicken coop. It was small and
cramped. The floor was made of mud. And there was no furniture
or teaching materials. The students could not move around freely
and had to stay where they were seated the whole time.
Today, the children in Trento, a town in the Philippines
Agusan del Sur province, have a proper school building, built
through Coca-Cola Philippines’ Little Red Schoolhouse program.
Launched in 1997, the program works to improve education for
In Colombia’s largest cities, young people have hardly any
sporting spaces or access to recreational programs that may lead
to healthy habits. An experimental new soccer league program
that also allows participants to develop social skills is changing
that.
Fútbol para la Esperanza (Football for Hope) will reach out to
the families of 14,000 young people between the ages of five and
18 in the capital Bogota and Cali. The children will not only play
soccer, but will also develop social skills and learn about staying
A Bright Future for People, Nature and Business
Vietnam
Building Better Rural Schools
Philippines
Hope in the Shape of a Soccer Ball
Colombia
to enable sustainable harvesting of firewood, fish, eels, grasses,
water lilies, lotus flowers, vegetables and shellfish. The aim is
to achieve balance between protecting the park’s rich habitat
and ecosystem and maintaining the economic viability of local
communities.
Nearly 3,000 local people have joined the Sustainable
Resource User Groups to date, raising their awareness about
conservation. Use of more environmentally friendly fishing
practices has led to stable sources of income, improving the
livelihoods of communities. Also, water flow improvements in
the wetlands have helped to triple the area of grassland and
increase bird populations fivefold since 2001.
children in impoverished areas by replacing substandard school
buildings with new ones. The program has built schools in 93 rural
communities so far in partnership with the Philippine Business for
Social Progress.
Enrollment in most Little Red Schoolhouses increases from
45% to as much as 200% in the school year immediately after its
completion, and attendance remains at almost 100%.
Former students are also now contributing to the community,
for example as nurses, police and skilled workers.
healthy, both physically and emotionally. They will experience the
connection and camaraderie of being part of a team and learn that
there are alternatives to violence, drugs and crime. Psychologists
and social workers will support the program, filling roles as crucial
as that of coaches.
Coca-Cola Colombia is a proud sponsor of the program along
with FIFA, the Colombianitos Foundation, the Inter-American
Development Bank, local governments, and others. Program
outcomes will be used for future efforts to reduce violent behavior
among youth.
36
For inquiries concerning this report:
Coca-Cola (Japan) Company, Limited4-6-3, Shibuya, Shibuya-ku, Tokyo, Japan 150-0002Consumer Service Center: 0120-308509 (Toll free)
http://www.cocacola.co.jp (Japanese only)
COCA-COLA, COCA-COLA ZERO, GEORGIA, LUANA, SOKENBICHA, KARADA MEGURI-CHA, AYATAKA, KOCHAKADEN, TAIYO NO MATECHA, AQUARIUS, AQUARIUS ZERO, VITAMIN GUARD, FANTA, SPRITE, REAL GOLD, QOO, MINUTE MAID, MORI-NO-MIZU DAYORI, I LOHAS, BURN, and REAL are trademarks of The Coca-Cola Company.SCHWEPPES is a registered trademark of Atlantic Industries.CANADA DRY is a registered trademark of Canada Dry Corporation Limited.©The Coca-Cola Company
Published: August 2013Public Affairs & CommunicationsCoca-Cola (Japan) Company, Limited
The Coca-Coca Sustainability Report 2013 is produced from FSC®-certified paper, vegetable ink and VOC-free ink using a waterless printing method.
