Corporate Responsibility & Sustainability

CORPORATE RESPONSIBILITY & SUSTAINABILITY REPORT 2010/2011

COMMITTED TO 2020: SHAPING A SUSTAINABLE FUTURE IN EUROPE Contents 14

About this report Inside front cover A message from our Chairman and CEO 02 A message from our President, European Group 04 Where we operate 05 Our business at a glance 06 20 Our products 08 Energy conservation/climate change 14 Water stewardship 20 Sustainable packaging/recycling 24 Product portfolio 28 Community 32 Active healthy living 34 Workplace 36

GRI Index and CEO Water Mandate Index 40 Assurance statement 41 24 UN Global Compact Index and further resources 43

Front cover feature: The front cover shows our biogas truck, which is powered by gas from a landﬁ ll site, delivering to customers in London. It has around two-thirds less CO2e emissions than a regular truck and we plan to introduce another 13 trucks over the next two years to our ﬂ eet.

Address: Coca-Cola Enterprises, Inc. 2500 Windy Ridge Parkway Atlanta, GA 30339 +1 678 260-3000 CCE Website Address: www.cokecce.com

Designed and produced by Salterbaxter. Printed by Innovative Output Solutions. 34 This report has been printed on 9 Lives paper which is certified as FSC 100% recycled, and certified ISO 9001 and ISO 1400. About this report

Reporting boundaries operations in Norway and Our Scope 1 and 2 emissions are Determining materiality and standards Sweden and workplace data for independent of any greenhouse and boundaries of — our headquarters in the United gas trades. We have set 2007, responsibility States. We aim to integrate the year when we fi rst calculated This is Coca-Cola Enterprises’ sixth — Norway and Sweden fully into our corporate footprint, as our annual Corporate Responsibility Coca-Cola products are made our 2011/2012 report. baseline year. and Sustainability (CRS) Report by over 300 bottling companies and our fi rst as a European worldwide on behalf of The Our carbon footprint is calculated Additionally, the water use data business. It replaces CCE’s 2009 Coca-Cola Company, which in accordance with the WRI/WBCSD in this report refers to production Corporate Responsibility and creates and markets brands and Greenhouse Gas Protocol. facilities, where we have the Sustainability Report and contains trademarks and manufactures An operational control consolidation greatest water use, and energy a full year of data from January 1, syrups and concentrates. Licensed, approach was taken to determine data includes only the distribution 2010 to December 31, 2010 for independent bottling companies organizational boundaries. impacts of beverages that we our business operations in six such as Coca-Cola Enterprises (CCE) Data is consolidated from a distribute but do not produce, European territories: Great Britain, purchase these items and produce variety of sources, including our such as Ocean Spray products. France, Belgium, Luxembourg, and package beverages to sell and manufacturing facilities, fuel use All fi nancial data in this report is in The Netherlands and Monaco. distribute to retail and wholesale information and estimated cold U.S. dollars, unless otherwise stated. It also includes illustrative case customers. Our relationship with drinks equipment energy use, studies and business activities The Coca-Cola Company therefore and is then analyzed centrally. This report has been verifi ed by from 2011. infl uences the way we work and This report includes data covering SGS (see page 41) and is aligned how our spheres of responsibility the emissions from our whole with the Global Reporting Initiative This report is a statement of our and our material issues are business (but does not include (GRI), self-assessed at level B+. European data over the last year determined. Norway, Sweden and our United The report also serves as our and charts referring to the last four States offi ce locations), divided into Communication on Progress years represent only our legacy There are seven areas of focus for three ‘scopes’: (COP) for the United Nations European territories. This means the Coca-Cola system which are key Global Compact and the water that previously reported corporate – Scope 1: the fuel we use for to its sustainability. Each focus area stewardship chapter serves as data may differ signifi cantly as it manufacturing, our own fl eet of has a set of measurable goals and our COP-Water, as part of our also contained our North American trucks, vans and cars and our targets, and collectively these make endorsement of the UNGC CEO business which was sold in October process and fugitive emissions up the ‘Live Positively’ platform. Water Mandate. 2010. Therefore, unless otherwise – Scope 2: the electricity we use indicated, the environmental and As the local manufacturer and at all our sites workplace data in this report covers distributor of Coca-Cola products all operations owned or controlled – Scope 3: the electricity used by in Western Europe, Coca-Cola (production, sales/distribution, our coolers and vending Enterprises’ own sustainability combination sales/production machines at our customers’ focus areas are aligned with facilities, administrative offi ces premises, our business travel ‘Live Positively’ and we work closely and fl eet) for Great Britain, byy rail and air and the fuel used with The Coca-Cola Company to France, Belgium, Luxembourg,mbourg, bbyy our third ppartyarty distributorsdistributors.. deliver against these commitments. The Netherlands and MoMonaco.naco. The national and local demands In some places, as referenced,erenced, of our countries and communities it also includes introductoryctory ddataata sometimes require our own for our newly acquired bbusinessusiness approach, goals or targets within this framework. Our seven commitments are shown opposite. Material information Country reports – where to fi nd it Each of CCE’s territories produces — a Coca-Cola system report in conjunction with The Coca-Cola CCE’s CRS programs are Company. Each of these reports communicated in a number of gives local examples of how CCE’s ways in a variety of publications. Energy conservation/climate change: Reduce the overall CRS commitments are being This report is a summary of our carbon footprint of our business operations by an absolute brought to life in our communities. key initiatives. We also provide 15 percent by 2020, as compared to our 2007 baseline. These reports can be found online Coca-Cola system reports in at each of the following websites: Water stewardship: Establish a water-sustainable operation each country, which give more detail on how we work in each by protecting our water sources, minimizing our water use Great Britain: www.coke of our territories. Additionally, and replenishing the amount of water used in our beverages. corporate responsibility.co.uk The Coca-Cola Company provides reports and resources which Sustainable packaging/recycling: Reduce the impact of France: www.coca-cola-rse.fr our packaging; maximize our use of renewable, reusable provide further information on some of the global issues that and recyclable resources; and recover the equivalent of Belgium and Luxembourg: touch our business. 100 percent of our packaging. www.cocacolabelgium.be This report Product portfolio: Provide refreshing beverages for every The Netherlands: lifestyle and occasion, while helping consumers make — www.coca-colanederland.nl informed beverage choices. This report aims to provide a concise overview of the progress CCE has Norway: www.coca-cola.no Community: Make a positive social, economic and made against our CRS commitments environmental contribution to the communities in which in 2010 and our ambitions for the Sweden: www.coca-cola.se we operate. future. It includes information on our business, our governance The Coca-Cola Company Active healthy living: Support active healthy living through and management of CRS, our — physical activity programs, nutrition education, and by stakeholders and the work we The Coca-Cola Company providing a wide choice of products. are doing in each focus area. provides many global sources It contains a summary GRI Index of information to detail its Workplace: Create a culture where diversity is valued, every and indices showing our compliance ‘Live Positively’ commitments. employee is a respected member of the team, and our workforce with The UN Global Compact and its These include its website, is a refl ection of the communities in which we operate. CEO Water Mandate. www.thecoca-colacompany.com, which contains many corporate Online – www.cokecce.com codes and policies which inform In addition, there are issues such as On our corporate website we cover CCE’s own approaches to CRS. sustainable agriculture that, while the same issues as in this report, Referenced in this report in particular important to our business and its based on our CRS focus areas. Here is The Coca-Cola Company’s work long-term sustainability, have varying we sometimes provide further detail on water replenishment and impacts across the Coca-Cola system. and case studies, for example on sustainable agriculture, further The management of these issues is our carbon footprint. On our website details of which can also be found led at a global level by The Coca-Cola you can also fi nd our CRS-related on its website. The Coca-Cola Company and we support this work policies and direct weblinks to other Company’s 2009/2010 Sustainability as it applies to our territories policies and documents in this report Review, found at http://www. (see page 23 – Replenishment in our as well as a detailed GRI index. supply chain). thecoca-colacompany.com/ citizenship/index.html, contains a summary of the global Coca-Cola system sustainability work. Corporate Responsibility & Sustainability Report 2010/2011 01

IT’S OUR COMMITMENT…

...to be the leader in Corporate Responsibility and Sustainability in the food and beverage industry. In 2009, we created ‘Commitment 2020’, a set of goals and targets in key areas where we believe we can make the most difference to our company and the world around us. Today, as a European business, we are reviewing these commitments and listening to our stakeholders to understand how we can continue to make progress towards our leadership aspirations. We know the path to sustainability is a long one and we have a long way to go. We look forward to your views and support.

This report illustrates our progress along this journey so far...

For more information visit: www.cokecce.com Message from John Brock

30 percent emissions reduction within the food and beverage This is an exciting time in the history target by 2020. CRS is integral to industry. To begin this next part of of Coca-Cola Enterprises and we everything we do and is built on our journey, we are developing a the belief that we can continue our new CRS vision in response to these enter this new era with Corporate growth trajectory in a responsible challenges, encapsulating how and sustainable way. In this – we aim to grow our business Responsibility and Sustainability our fi rst CRS Report as a European sustainably in the coming decade. at the very core of our business. business – we hope to show We will then set new goals and you how. targets in each of our focus areas to make this vision a reality, revising In recent years, we have made our established ‘Commitment 2020’ signifi cant strides and are proud of metrics. We aim to achieve what is our progress, but we also recognize right for our business and also for the challenges that are ahead of our communities, and I look forward us. Our stakeholders’ expectations to sharing our new commitments are rising and they want more from and targets with you later in the year. us – increased transparency, better results and a renewed exploration By now, most organizations realize of how we can be part of the that sustainability is not a niche solution to some of the pressing pursuit or something that is ‘nice to environmental and social issues do’. There are real benefi ts to being facing our territories. a sustainable, responsible company. For CCE, CRS drives operational As we entered this expanded effi ciencies and effectiveness and European operating environment, helps create better relationships we asked a number of stakeholders with our suppliers and customers. to tell us what sustainability Our commitment to sustainability leadership entails – now and in the addresses the expectations of future – and how we should shape policymakers, NGOs and other A new era for Coca-Cola CCE’s journey. They told us that stakeholders, and helps us build Enterprises we must embed CRS deeper into a company for which our employees — the heart of our business, that our are proud to work. This is an exciting time in the history responsibilities extend beyond our of Coca-Cola Enterprises. In October immediate operations and exist We are committed to CRS, and to 2010 we completed a transaction throughout our value chain, and 2020 and beyond. We look forward with The Coca-Cola Company (TCCC) that we should choose an area for to continuing our CRS journey in by acquiring their bottling operations leadership in which we can begin to Europe with you. in Norway and Sweden and selling challenge current business models. our North American operations to Above all, we know we need to be TCCC. We enter this new era with a more visionary, expanding our solid history of success, a platform infl uence beyond the concept of for continued growth and a strong ‘reducing our impacts’ and exploring John Brock heritage as The Coca-Cola ways to drive true change. Chairman and CEO Company’s pre-eminent strategic Coca-Cola Enterprises, Inc. (CCE) bottling partner in Western Europe. These conversations helped us expand our thinking around Even at this time of transition, sustainability leadership, and we Corporate Responsibility and are now working to understand Sustainability (CRS) remains at the what this means for our business forefront of our priorities. We are a and our communities. In fact, signatory to the UN Global Compact we do not believe that striving to and its CEO Water Mandate and we be the most sustainable company in have recently signed a ‘business call’ the beverage industry is enough any for the European Union to adopt a more. We want to be the CRS leader Corporate Responsibility & Sustainability Report 2010/2011 03

The path to leadership

What is sustainability What does CCE We want to be the leader in Corporate leadership? need to explore? Responsibility and Sustainability within the — — • A holistic approach – integrating food and beverage industry. In early 2011 • Articulating a strong, memorable sustainability thinking into core CRS vision we asked our stakeholders what we need business models to do to get there. “Being a leader is something to be • Taking broad responsibility – demonstrated, judged by a clear up and down the value chain vision and backed up by action.” • Having a compelling vision – • Developing stronger targets of a sustainable future in priority focus areas • Strong leadership – from the “We’re talking about 2020 CEO, supported by strong and what will be demanded governance of companies in 2020 is signiﬁ cantly greater than • Development of innovative what is required today.” solutions – to global problems, through research and • Expanding our work to reduce development impacts up and down the value chain • Leading edge aspirations – leaders will aim high and set “It will be important to identify the targets that they may not at ﬁ rst various elements in the value know how to achieve; their goals chain where greater sustainability aim to meet the greater needs is needed and the responsibilities of society of the companies involved.” (From left to right, seated at table) Now is the right time to Hubert Patricot, Executive Vice President and • Transparency – leadership President, European Group, CCE; John Brock, evaluate what we must is a journey and honest Quotes are from participants Chairman and CEO, CCE; and Graham Baxter, do to continue on our in our stakeholder roundtable. Director of Global Programmes, International communication along the Business Leaders Forum, Roundtable Chairman. leadership path in Europe. way builds credibility — Our ambition is to be the leader • Focusing on material issues in Corporate Responsibility and – leaders focus on where they CCE Commitment 2020 Roundtable: Sustainability within the food and have expertise, but must participants from across our territories beverage industry. In early 2011, demonstrate best practice met via telepresence. we convened a group of 25 key across all areas stakeholders from our European territories using telepresence • Collaborating and networking technology to tell us what they – with experts and other believe leadership entails, and businesses to deliver what what CCE needs to do next to get society needs. there. Their counsel, along with benchmarking studies and advice from regular advisors, is now guiding the development of our new ‘Commitment 2020’ goals and targets. Message from Hubert Patricot

Three key areas of progress during in 2012, the facility is expected to 2010 was a great year for CRS in Europe. 2010 demonstrate how we are double the amount of recycled PET We have made considerable progress working towards industry leadership available in the country at present and creating a step change in – a demonstration of our against key targets and are proud of our business: commitment to creating a low-carbon future. It will also • Energy conservation/climate what we have accomplished. help us ensure that we have the change: In 2010, we reduced our greenest bottle at the 2012 London overall carbon footprint by 35,600 Olympic Games, made from tonnes CO e (four percent) from 2 a combination of PlantBottle 2009, while growing our volume and 25 percent recycled PET. by four percent. We invested $8.1 million in making our cold drinks equipment more efﬁ cient Looking to the future and installed 2,800 doors on our — open-fronted coolers, reducing Our CRS business planning helps the emissions from each cooler us develop programs which meet by around 50 percent. This the needs of our business and our industry-leading practice is stakeholders. In 2011, we introduced changing the way that soft drinks ‘carbon allowances’ for each of our are sold throughout our territories. business units, providing guideline limits for carbon emissions, and • Water stewardship: We are driving our reductions yet further. succeeding in driving down the We are looking for new innovation amount of water we use to make and ideas and are excited to learn our products. In 2010 we used from the sustainability successes an average of 1.42 liters of water of our colleagues in Norway and to produce one liter of product, Sweden as we integrate their down from 1.51 liters/liter in businesses. We know there are 2009. This exceeded our target challenges ahead related to the Operational one year ahead of schedule. environmental and social issues successes this year • Sustainable packaging/ facing our planet, from climate — recycling: We introduced change to public health. We want Our strong work on Corporate PlantBottle, a fully recyclable to be part of the solution and are Responsibility and Sustainability PET bottle made from a blend excited to set new goals and targets throughout 2010 has helped us of petroleum-based materials to make this happen. bring added value to our suppliers, and plant-based materials, our customers and decision on some products in Norway We need your partnership and 4% makers throughout our territories. and Sweden and will introduce collaboration and will share our In particular, we hosted our ﬁ rst this in Great Britain, France and progress with you. — ever Supplier Sustainability Benelux in 2011. In early 2011, volume growth Summit, bringing together we also announced our while reducing representatives from our top $7.75 million investment in a joint our overall carbon 50 suppliers to discuss how we venture with ECO Plastics to footprint by 35,600 can work together to innovate develop a new purpose-built tonnes CO e and reduce our impacts throughout recycling facility in Lincolnshire, 2 our value chain. We believe that Great Britain. This will be one of Hubert Patricot developing partnerships with the biggest plastic reprocessing Executive Vice President stakeholders such as these facilities in Western Europe and and President, European Group across our territories will be key a step change, we believe, in the Coca-Cola Enterprises, Inc. (CCE) to meeting the challenges along British plastics reprocessing our CRS journey. industry. When fully operational Corporate Responsibility & Sustainability Report 2010/2011 05

Where we operate

Coca-Cola Enterprises in Europe

Serving 165 million people Our countries of operation across seven countries in In 2010 we added the Coca-Cola Western Europe, Coca-Cola bottling operations in Norway and Enterprises (CCE) is one Sweden to our existing European of the world’s largest territories – Great Britain, France, independent bottlers of Monaco, Belgium, Luxembourg Coca-Cola beverages. and The Netherlands. 17 — manufacturing sites 7 — countries

CCE European Headquarters Country head ofﬁ ces Bottling plants

Figure 1: Coca-Cola Enterprises in Europe – key statistics

2010 DATA Great Belgium & TOTAL Britain France Luxembourg Netherlands Norway Sweden

Employees per country 4,600 3,000 2,600 850 1,400 850 13,3001 Number of manufacturing sites 65 3 11117

2 3 Carbon footprint (‘000s metric tonnes CO2e) 476 99 107 113 n/a n/a 794 Water use ratio (liters water to make 1 liter product) 1.36 1.33 1.76 1.48 2.474 1.86 1.425

1. Please note we also retain an ofﬁ ce of 160 people at our headquarters in Atlanta 2. Great Britain is our largest market and has carbon-intense electricity 3. Not including Norway and Sweden 4. Norway’s water use ratio is higher as we use water to wash our reﬁ llable plastic bottles 5. Not including Norway and Sweden – to be added in 2011 Our business at a glance

CCE is one of more than 300 Figure 2: Our impacts - bottling companies that produce the manufacturing and distribution process and distribute Coca-Cola products as part of the world’s largest 95 percent of our products are made from concentrates supplied by our brand owners. beverage distribution system. The rest are ﬁ nished products that we distribute. Our sweeteners, juices, mineral waters, carbon dioxide, fuel and packaging materials come from a range of approved suppliers. We purchase Our business approximately 11 billion bottles and sugar directly, but our low calorie sweeteners — cans (or 560 million physical cases) are already contained in the concentrates we throughout our territories during In 2010, Coca-Cola Enterprises sold buy. We are looking at ways to reduce the carbon its North American operations to The 2010 and generated approximately $6.7 billion in revenues and and water impacts of these raw materials in our Coca-Cola Company and acquired supply chain. The Coca-Cola Company’s bottling $810 million of operating income. We remain a public company

operations in Norway and Sweden, Our supply chain adding to our existing operations in incorporated and headquartered in Great Britain, France, Belgium, the United States and publicly traded The Netherlands, Luxembourg and on the New York Stock Exchange Monaco and creating a European under the symbol CCE. In May 2011, beverage business. Our operations we announced CCE’s secondary within Europe have achieved listing on the NYSE Euronext in Paris. year-over-year growth in volume We are committed to continuing and operating income for the last our success in Europe and creating fi ve years. Including the contributions more opportunities for European We use water, energy and packaging materials of Norway and Sweden in the investors to benefi t from our to produce our beverages. We are focused on fourth quarter of 2010, we sold long-term growth plans. increasing our operational effi ciencies and minimizing our waste. The distribution of our products uses fuel, so we are looking for new, low-carbon ways to get our products to market. $6.7 billion As an employer of approximately 13,500 people, in revenues we provide jobs and pay taxes in the countries and communities in which we operate. Our business Our 11 billion bottles and cans

1.42 liters Our wide range of products reﬂ ects the changing needs and demands of our consumers across average water our territories. Refrigerating our products uses use to make 1 liter energy, so we are increasing the efﬁ ciency of our of product coolers on our customers’ premises. Our empty packaging becomes waste unless it is collected for recycling, so we are working to increase $810 million recycling rates across our territories. The marketplace operating income Corporate Responsibility & Sustainability Report 2010/2011 07 13,500 — employees

Our business has environmental and social impacts across the life cycle of our products, from the sourcing and use of raw materials and ingredients, to the manufacturing of our Concentrate plants products, to their disposal. We aim to reduce our impacts at each stage of our value chain and to make a positive difference to the communities in which we operate. Figure 2 shows the different impacts of our business at each stage of the value chain, and Packaging materials identiﬁ es where, in the (pages 24-27) Ingredients and raw remainder of this report, you materials (page 21) can read about how we are Third-party transport CCE manufacturing seeking to reduce them. facilities by road/rail (page 17) (page 16)

CCE ﬂ eet transport (page 17) So far we have mainly focused on measuring and reducing our operational impacts and the impacts we can control, such as emissions from our cold drinks equipment. Being a leader means taking responsibility up and down our value chain. We are increasing our work with suppliers and customers to identify ways to reduce these wider impacts. 165 m — consumers

Customers Cold drinks equipment Consumers (pages 11,26) (pages 18-19) (page 11) 90 % — volume from brands owned by The Coca-Cola Company Our products

Our portfolio of beverages includes owned by The Coca-Cola Company Coca-Cola Enterprises (CCE) manufactures some of the most recognized brands and its afﬁ liates represent more and distributes some of the most popular in the world: Coca-Cola, Diet Coke, than 90 percent of our volume, Coca-Cola light, Coke Zero, Fanta we distribute several brands for beverage brands in the world. and Sprite, as well as a growing other franchise partners, such range of water, juices and juice as Capri Sun and Ocean Spray. drinks, sports drinks, energy drinks The Coca-Cola Company is our and ready-to-drink teas. We strive primary strategic partner. to offer the leading brands in each of these categories. While beverages

Product category1 Sparkling soft drinks

Brand Coca-Cola Diet Coke/ Coke Zero Fanta Sprite Dr Pepper Schweppes Fernandes Lilt Coca-Cola light

Country

Belgium & Luxembourg France2 Great Britain Netherlands Norway Sweden

Product category1 Juices and juice drinks (continued) Energy

Brand Fanta Still Mer 5-alive Appletiser Innocent Kuli (still) Oasis Burn Monster

Country

Belgium & Luxembourg France2 Great Britain Netherlands Norway Sweden Corporate Responsibility & Sustainability Report 2010/2011 09

Top 5

— during 2010, our top ﬁ ve brands by volume were: Coca-Cola, Diet Coke/Coca-Cola light, Fanta, Coca-Cola Zero and Capri Sun

Waters and enhanced waters Juices and juice drinks

Tab X-tra Urge GLACÉAU Chaud- Bonaqua Rosport Schweppes Viva Minute Capri Sun Ocean TM vitaminwater fontaine Abbey Well Maid Spray

Sports RTD teas and coffees Squash

Nalu Relentless Urge Powerade Aquarius Nestea Chaqwa Kia-ora Intense

1. As defi ned by Canadean 2. Including Monaco $ 2.6bn — spent with over 12,000 suppliers in 2010. Of this, 90 percent was spent in our countries of operation. Did you know...? Stakeholders — CCE was ranked #1 in the Food and Beverage industry A wide range of stakeholders infl uence and in Newsweek’s 2010 Green are infl uenced by our business. We listen to Rankings. We are also listed their views and use them to shape the way on the FTSE4Good index of socially responsible companies. we operate and plan for the future.

Who are our Figure 3: How we work with our stakeholders stakeholders? — At the beginning of our CRS No n-gov journey, we mapped our es ernm loye organ en mp isati tal stakeholders into key groups E ons (see Figure 3). We are currently ny Employee engagement surveys, reviewing this landscape within a s p r intranet, community projects, e focus groups, newsletters, m nt, Europe to see how we can better o n S C w tours, u o me p la d CRS in Action Week p understand and incorporate o n l a ie C r r our stakeholders’ views and - b s a erships c r Top-to-top bottler mee listening o e engage h ensure that we align with C h t p new pro e o ilots, procur h d their expectations. T n regula a duct/in ontracts wit ategic partnerships, ationship r contact at a oard memb of the organiza str ier ement b novation pl tings, Roundtables, While all our stakeholder groups plier Rel Sup contracts, internet-based are important, we have focused Procurement‘Sup c ll levels Management’ (SRM) tion process, our CRS engagement on our C Sustainability Summit u s

t employees and on subject a o i

m d Press rel matter experts who have e eases, digi Dedicated customer e tal m r M such as edia management teams s been able to provide valuable Twitter and recycling team insight into how we can improve our efforts. Annual Repor conferen shareo t, quarterl c s w e t satisf ner meetings calls, r groups (through The Coca-Cola y s e y G Consum l g o a u Brieﬁngs, meetings, act , v s n l regulatory ﬁlings r a e Company), consion surveys and focus a r ‘T comp o t race t , o n s Community engagement engagement Community e s

m programs,volunteering r r ts, r research, e y r e e laint hotlines and v a Your Coke’ websites n n ns In u t w t h a o e o n gs, repo r r d i umer a t h ie s s ollaboratio > 1m Meetinc

— Tr customers, from ad e rs a e small independent ss um oc ns retailers to large iat Co ion international chains. s Local communities, and civic organizations

Stakeholder groups Ways we engage with each stakeholder Corporate Responsibility & Sustainability Report 2010/2011 11

Our key collaborations Customers in 2010 include: Our customers range from small Engaging our suppliers: Sustainability Summit 2010 — — independent retailers to large international chains and we seek In 2010, we held our fi rst ever Supplier Sustainability Summit, Non-Governmental to be their most valued supplier. attended by representatives from 50 of our top suppliers to Organizations We set annual targets for customer discuss our goals, targets and the ways we can work together. We are a signatory to the UN satisfaction and measure our This meeting demonstrated our commitment to CRS to our Global Compact and its CEO Water performance using surveys such supply chain and created an opening for innovation and Mandate and work closely with as those by the Advantage Group. collaborative dialogue. The meeting helped us develop a the International Business Leaders In 2010, for the fi fth consecutive year, number of key CRS projects, from piloting ‘Eco-Combi’ trucks Forum (IBLF). We also work with we remained the top supplier in the in The Netherlands (see page 14) to harmonizing the colors the World Wildlife Fund as part of Advantage Group rankings of most of our bottle caps. We held a second meeting in 2011, focused The Coca-Cola Company’s global valuable fast-moving consumer on reducing carbon in our supply chain. partnership and we maintain a wide goods suppliers in Great Britain. range of relationships with national A workshop at our 2010 Supplier Summit. In 2010 we also received the #1 rating NGOs such as those involved in in Benelux and the #2 rating in France. packaging recovery (see page 27). In 2010, we convened a roundtable We want to continue to meet our with water experts from academia customers’ expectations. In 2010, and NGOs in North America we worked with the Institute of and Europe to discuss our water Grocery Distribution (IGD) and asked stewardship approach and our design agencies, packaging experts replenishment target. In 2011, and retailers to think about ‘The Store we aim to convene a further three of the Future’. We sought to examine roundtables on different topics shopping in 10 to 15 years’ time material to our business. and the role of technology in the shopper experience. The fi nal Employees report suggested that CRS will In 2010, we launched a partnership remain very important to ensure that with the University of Cambridge our products meet our customers’ Sustainability Leadership Program evolving environmental needs. and developed a tailored sustainability course into which we Engaging our employees: CRS in Action Week Consumers enrolled more than 80 members of — The Coca-Cola Company leads CCE’s senior management with the To celebrate Coca-Cola Enterprises’ commitment to on consumer engagement and aim of embedding CRS further into Corporate Responsibility and Sustainability, we held research, monitoring brand our decision-making. In 2011, we ‘CRS in Action Week’. From 11 to 15 October 2010, we engaged performance and consumer will continue to run more courses. in community and environmentally focused activities across trends, and CCE operates consumer We also held our third ‘CRS in Action all our countries. This was launched via a video message response centers to monitor Week’ (see case study opposite). from our Chairman and CEO and employees were involved consumer feedback and product in a wide range of initiatives – from bike races to river and issues. In 2010, we received 82,539 Suppliers beach clean-ups; from healthy eating to workshops turning consumer contacts, of which We spent more than $2.6 billion waste packaging into works of art. The week was well-received 16 percent were product quality- with over 12,000 suppliers in 2010. by our employees and communities and we are planning related. This represents 1.23 product Of this, 90 percent was spent in another week of action in 2011. quality complaints per million units our countries of operation and 96 sold, six percent lower than the percent within the EU. We expect previous year. Our consumers want Employees removing litter in France. all our suppliers to adhere to our to know more about our products, Supplier Guiding Principles (SGPs), our ingredients and where they are a set of standards that includes made. In 2010, we introduced ‘Trace health and safety, human rights, your Coke’ in Great Britain, Benelux labor, environment and business and France – a website that allows integrity. We also incorporate consumers to receive information environmental criteria into our about a product, where it was Supplier Relationship Management produced and its carbon footprint process, which covered 80 percent by selecting the brand and package of our 2010 spend with suppliers. type and entering a code printed We are looking at ways to work on the pack. with our suppliers to encourage innovation throughout our value chain (see case study opposite). Governance

Our leadership team also Risk management and CCE’s vision is to be the best beverage participates in The Coca-Cola business planning sales and customer service company. Company’s European System CRS — Board, a pan-European leadership Social and environmental risks are group which includes other Our Operating Framework outlines the strategic business risks and are Coca-Cola bottlers. This group meets assessed annually. Risks that could strategic priorities that will help us drive bi-annually to evaluate policy on adversely affect our business and matters of strategic environmental consistent, long-term, profi table growth fi nancial results are disclosed in the and social importance to our Form 10-K found in our company’s and CRS is a key pillar of this framework. business. Outputs from these Annual Report and quarterly meetings infl uence our own internal fi nancial reporting. These risks policy and decision-making. include health and wellness trends, cost or limitations of raw materials, Our CRS Advisory Council is a adverse weather, and global cross-functional body of senior Our governance structure required to meet our internal rate climate change2. As the Executive managers who chair Steering Groups — of return standards. We assess the Leadership Team (ELT) member for each CRS focus area. They meet We are committed to doing business fi nancial costs and environmental responsible for CRS, Laura Brightwell fi ve times per year to review progress, responsibly and strive to maintain a and reputational benefi ts of each is accountable for CRS risks. CRS is discuss challenges and identify the leadership position in the consumer project and provide this information also one of the performance future direction and priorities for CRS at goods sector in Europe, recognizing to our senior leadership. They then objectives that determine the CCE and report back to the CRS Board that this is a journey, not a destination. allocate capital on a fully-informed variable compensation of all Committee. The CRS Advisory Council basis. The committee is chaired by members of the ELT. is chaired by Laura Brightwell, Senior We are embedding CRS into our Cal Darden, former Senior Vice Vice President of Public Affairs and everyday decision-making President, U.S. Operations, United In recent years we have enhanced Communications. processes. Our strategy is guided Parcel Service, Inc. The other the development process for any by the CRS Committee of the Board members are John Brock, our major project, product or new Supporting our CRS Advisory Council of Directors1 which meets fi ve times Chairman and CEO; Curt Welling, investment, to consider its impact is a network of CRS managers and an a year to review our progress. President and Chief Executive, on our CRS commitments. CRS is Environmental Stewardship team that The committee also oversees the Americares Foundation; and incorporated in each Business manages quality, environment, safety capital expenditure allocated from Véronique Morali, Chairman of Unit’s business plan and we have and health across our operations. a specifi c CRS budget designated Fimalac Développement and Vice compiled a fi ve-year Long Range Members of this team also participate for CRS projects and technologies. Chairman, Fitch Group, Inc. Plan for CRS at CCE. in the Global Coca-Cola Environment These funding decisions are not and Safety Council.

Figure 4: Operating Framework VISION Be the best beverage sales and customer service company “Best” means: Being #1 or strong #2 in every category in which we compete Strategic Priority: Grow value of existing brands and expand our product portfolio Being our customers’ most valued supplier Strategic Priority: Transform our go-to-market model to improve efﬁ ciency and effectiveness Establishing a winning and inclusive culture Strategic Priority: Attract, develop and retain a highly talented and diverse workforce Drive consistent long-term proﬁ table growth

World class capabilities • Revenue Growth Management • Supply Chain • Sales & Customer Service

Executional excellence every day Corporate responsibility and business our sustainability is An effective relationship with The Coca-Cola Company Values • Accountable • Customer-focused • Team-driven Corporate Responsibility & Sustainability Report 2010/2011 13

Ethics and compliance Compact, which CCE signed in incidents are investigated — 2007. It is published on our website appropriately and all activity is We are committed to a culture and intranet and all new employees reported to the Audit Committee Figure 5: CCE operational of ethical behavior across all are informed of the Code during of the Board of Directors and structure roles and geographies. their inductions. reviewed by our new Code of Business Conduct Violation Review CCE’s Compliance and Risk Committee to evaluate trends CCE Board of Directors At CCE, we follow the RIGHT Way Chairman: John Brock model of ethical values. Our actions, organization aims to foster and and ensure consistent application decisions and behavior must always enhance the ethical environment of the Code of Business Conduct. maintain Respect, Integrity, Good throughout CCE by embedding judgment, Honesty and Trust. These ethics and compliance into risk Management systems, Executive Leadership Team (ELT) values are the foundation of our management and monitoring policies and standards Chief Executive Offi cer Code of Business Conduct and compliance with the Code of — Executive VP and President, we aim to embed them in Business Conduct. Our Compliance European Group We are participating in everything we do, every day. and Risk program provides training, Executive VP and Chief Financial Offi cer the Coca-Cola system’s transition communication and change SVP, General Counsel and to ISO standards for quality, Strategic Initiatives management related to the Code Our revised global Code of Business food safety, environment and SVP, Public Affairs and Communications of Business Conduct and other Conduct is the cornerstone of our occupational safety. Sixteen of our SVP, Human Resources Ethics and Compliance program and key risks. SVP, Chief Information Offi cer 17 production facilities now have helps us comply with the U.S. Foreign these standards in place. Corrupt Practices Act and the recent For our Code to be effective, employees must feel confi dent UK Bribery Act. The Code outlines Guiding our management in raising concerns or questions the behavior we expect of every systems are a series of overarching Operating Leadership Team (OLT)* without fear of retaliation. CCE has employee and identifi es 12 guiding corporate policies which we review an Ethics and Compliance hotline principles. These include promoting periodically. This year, we have health and safety in the workplace, to report such violations3. Employees again reviewed our Environmental complying with anti-corruption laws are also encouraged to speak to Policy to further align it with the CCE Business Units and upholding our environmental their manager or to call or email expectations of our stakeholders. commitments. Our Code is one of the Ethics and Compliance offi ce the ways we comply with the 10 to discuss concerns or to report universal principles of the UN Global suspected violations. All reported Great Britain France

Figure 6: Management systems coverage

Benelux Focus Area Standard Number of % of facilities facilities in in compliance compliance4

Norway and Supply Chain Quality ISO9000 16 94% Sweden Food Safety ISO22000 16 94% Environment ISO14001 16 94%

* Support functions represented on OLT Occupational Safety OHSAS18001 16 94% and throughout the business units

CCE CRS Governance (from left to right) Cal Darden, Chair, CRS Board Committee Laura Brightwell, Chair, CRS Advisory Council Véronique Morali, Member, CRS Board Committee John Brock, Chairman and CEO, and member of CRS Board Committee Curt Welling, Member, CRS Board Committee

1. Further details of our Committee and its members can be found at www.cokecce.com 2. More details on our climate change risks can be found in our submission to the Carbon Disclosure Project, www.cdproject.net 3. In all countries except France 4. Includes all owned manufacturing production plant facilities only and does not include our co-packer partners, distribution- only operations or commercial facilities (e.g. Cold Drinks Operations or Vending sites). Also includes manufacturing operations in Norway and Sweden. Low-carbon distribution — We now have fi ve ‘Eco-Combi’ trucks in our Dutch fl eet. These improve the carbon effi ciency of our deliveries by transporting 38 rather than 26 pallets at once, reducing CO2e emissions by 20 percent per pallet.

ENERGY CONSERVATION/ CLIMATE CHANGE

Introduction cause additional costs and reduce Our 2010 progress — our ability to manufacture and Climate change, caused by distribute our products. We want to 2007 2008 2009 2010 man-made greenhouse gas minimize our climate impacts by Operational carbon footprint 795,760 850,438 830,802 795,181 emissions, is considered by many reducing our emissions, increasing (metric tonnes CO2e) as the greatest threat to our planet. our effi ciency and changing the We recognize the effects that a way we source and use energy1. Direct energy used in operations (MWh) 203,088 223,352 221,887 218,033 changing climate could potentially Natural Gas (%) 88.73% 83.62% 83.32% 84.66% have on the sustainability of our LPG (%) 11.27% 14.33% 14.30% 14.24% business and supply chain: threats Light Fuel Oil (%) not reported 0.59% 0.16% 0.19% to water availability, increased energy prices and regulation could Diesel (%) not reported 1.46% 2.22% 0.92% Indirect energy used in operations (MWh) 328,777 324,273 321,216 319,139 Electricity (%) 100% 100% 100% 100% 1. For more detail on our climate risks, refer to the CCE Form 10-K 2. See ‘About this Report’ section for more detail on footprint boundaries. 3. A variety of methodologies were used to measure each part of this footprint. More detail can be found on the CRS section of our corporate website, www.cokecce.com. 4. Our 2010 data includes acquisition of our Morpeth, Great Britain Energy used in cold 1,234,078 1,588,036 1,471,943 1,439,269 plant (Abbey Well), in-sourcing of pre-form manufacture at our Wakefi eld plant and enhancements to our Cold Drinks Equipment drinks equipment (MWh) source data. These additions equate to less than 5% of our total carbon footprint. Initial calculations suggest that to incorporate these data improvements into our original 2007 baseline would increase it to an estimated 809,000 tonnes. Additionally please note that because we use anaerobic waste water biogas at Wakefi eld, Great Britain, this generated emissions of 137.4 metric tonnes of CO2e in 2010. We do not include this in our footprint but report it separately, in alignment with the WRI/WBCSD Protocol. Corporate Responsibility & Sustainability Report 2010/2011 15

Our carbon footprint In 2010, using the WRI/WBCSD Greenhouse Gas Protocol, we measured the carbon footprint of our business, not including 2 Norway and Sweden, at just over 795,000 metric tonnes of CO2e . This represents the emissions we generate in our manufacturing processes, facilities, ﬂ eet, and by our cold drinks equipment3.

Our commitment Our carbon footprint 2007-2010 (metric tonnes CO2e)

Total795,760 850,438 830,802 795,1814 Reduce the overall carbon footprint of Manufacturing Xxxx Cold drinks equipment our business operations by an absolute CCE ﬂeet Third party distribution 15 percent by 2020 as compared to our Other (including business travel) 2007 baseline.

2007 2008 2009 2010 Our energy conservation/ largest part of that footprint and that Initial indications are that the addition of CCE Norway will cooling accounts for the second- climate change strategy increase our carbon footprint by approximately 13,000 tonnes, largest part. Our work on sustainable — and CCE Sweden by 12,500 tonnes5. packaging (pages 24–27) shows This chapter concentrates on the how we are reducing the carbon way we are reducing carbon Our 2010 emissions by scope and source footprint of our packaging. within our own operations – the 6 Greenhouse Gas (tCO2e) manufacturing, distribution and Reducing our emissions Carbon Nitrous Hydroﬂ uoro- Total cooling of our products. Dioxide Oxide Methane carbons (scope) % — (CO2) (N2O) (CH4) (HFCs) (tCO2e) Footprint

However, over the last few years Our emissions reduction program 7 Scope 1 Direct 112,636 76 444 255 113,411 14% we have been working to better is based on our greatest operational (tCO2e) emissions understand the carbon embedded carbon impacts. In 2010, we invested (e.g. fuel) $10.4 million of capital expenditure 2 Indirect 98,187 n/a n/a n/a 98,187 12% in our value chain because our emissions product carbon footprinting work on carbon reduction projects. (e.g. electricity) We have focused mainly on our has highlighted that our supply chain 3 Related 582,587 62 934 n/a 583,584 73% is where most of our carbon impact cold drinks equipment, but have 3rd Party emissions lies. Our initial calculations of our also worked to improve efﬁ ciencies (e.g. cold drinks value chain carbon footprint show in manufacturing and distribution. equipment) that packaging is responsible for the Total (GHG) 793,409 138 1,379 255 795,181 We are growing our business but not the carbon it produces. During 2010 we reduced our carbon footprint by 35,600 metric tonnes of CO2e in comparison with 2009, while increasing sales volume by four percent.

Figure 7: Estimated carbon emissions across our value chain

CCE supply chain CCE operations 8 (1.4m metric tonnes CO2e) (795,000 metric tonnes CO2e) Ingredients Packaging Manufacturing Distribution Selling – cooling and vending

% CCE core business emissions – – 22% 16% 62% % CCE value chain emissions 16%10 48%11 7% 6% 23% (estimated)9

5. We are currently aligning the methodologies by which the Norwegian and Swedish carbon footprints are calculated and we will include their carbon emissions in our 2011 footprint calculation, in accordance with our Base Year Recalculation Policy. 6. Please note, all numbers are rounded so may not add together to create totals. We do not have PFCs or SF6 emissions. 7. These emissions are classifi ed into three different “Scopes,” depending on their source and origin. Our core emissions are from Scope 1 (the direct emissions from our facilities and our fl eet) and Scope 2 (the electricity we purchase). We also choose to report our Scope 3 emissions (emissions that do not occur at the sites of our business operations but that result from our business). For us, these are mainly emissions generated by the electricity used for our cold drinks equipment, which is operated by our customers on their premises. Under the Protocol, reporting Scope 3 emissions is optional; however, we measure and seek to reduce our Scope 3 emissions because they are almost 2.5 times greater than our core emissions. 8. This number is estimated and has not been subject to external verifi cation. 9. Not including Norway and Sweden 10. Based on carbon footprint modeling for bulk ingredients (e.g. sugar), and does not include fl avor components. 11. Based on life cycle analysis data for our main packaging types. Reducing our emissions – continued Reducing our energy use in Sidcup, Great Britain — In our facility in Sidcup, Great Britain, we have invested $125,000 to replace our standard fl uorescent light tubes with new Light Manufacturing blowers, compressors and chillers. Emitting Diode (LED) technology. Each new LED uses a quarter of — These tell us where energy is the energy of a fl uorescent tube, so will save 416 MWH of energy Our manufacturing operations make being used and how effi ciently per year, (one percent of Sidcup’s total usage) and around 197 the equipment is working, and up 22 percent of our core business tonnes of CO2e. As LEDs last longer, we will also make annual emissions and around 80 percent of help us to identify energy-reduction maintenance savings of around $6,000. We have also installed this comes from energy used at our strategies. We installed M&T systems a Ground Source Heat pump at our Sidcup plant. This technology 12 manufacturing and distribution sites. throughout Great Britain in 2009 uses the cooling properties of the cold water in the aquifer In 2010, we used nearly two percent and in 2010 invested $1.8 million beneath our plant to cool compressors and bottle blowers instead less energy in our manufacturing to install the technology in fi ve further of using energy from the grid for refrigeration. We estimate that it operations than in 2009 – a total of facilities. We aim to reduce site will produce year-on-year carbon savings of around 1,612 tonnes 494,000 megawatt hours (MWH), energy consumption by around and save us $300,000 in energy costs per year. down from 504,000 MWH – while three percent year-on-year. We are increasing production volume. also using M&T systems to reduce Monitoring energy at our Sidcup, Great Britain, plant. We have achieved this reduction water use (see page 22) and will through monitoring energy use, extend the systems to monitor planning and training, energy- losses of carbonation CO2, also effi cient technologies, and known as ‘fugitive CO2’. investing in renewable energy. ‘esKO’ training: Energy use monitoring, We have participated in ‘esKO’ – planning and training a Coca-Cola system-wide energy-saving program. In 2009, — six of our manufacturing facilities13, We believe you can’t manage what along with other Coca-Cola bottling you don’t measure, so in 2010 we plants in other countries, undertook improved the systems by which we in-depth energy use assessments. monitor energy. Each facility’s Our fi ndings informed a catalogue environmental data is reviewed of best-practice energy-effi ciency regularly by senior management examples for European bottling and we want to develop even plants. In 2010, we held a series greater awareness at plant level. of training workshops for Two key initiatives in 2010 helped environmental, maintenance and us to do this: engineering managers on how Energy-effi cient Lighting to use the catalogue and identify Over the last two years we have Monitoring and targeting (M&T) technologies future effi ciency opportunities, invested in lighting improvements. We have placed energy meters — supplementing our existing Depending on the location and its on production lines and energy- We are rolling out new, energy- environmental training. lighting requirements, we have intensive equipment such as bottle effi cient technologies where installed new technologies such as possible. In 2010, we focused energy-effi cient bulbs and sensors, our investment on new lighting, intelligent lighting systems and Light compressed air and heat recovery. CRS Masterplans Emitting Diodes (LEDs). These projects will save approximately 560 tonnes — Compressed air of CO e per year. We continue to In 2010, each site mapped its energy and water use and We use compressed air throughout 2 investigate new technologies such developed a CRS Masterplan to identify short, medium our bottling plants for running as sun pipes which we are piloting and long-term projects to reach our currently established our machinery and drying bottles at our plant in Milton Keynes, energy, water and waste best practices by 2014. Each plan and cans before we add labels. Great Britain. includes projects such as strategic equipment replacement, However, the process is expensive optimization procedures, refurbishment and awareness and energy-intensive. In 2010, Heat recovery training for employees. we commissioned a survey of Following successful pilots, we are compressed air leakages across also expanding our use of heat all our sites to identify problems recovery. This works by piping heat and make repairs. We identifi ed energy from boilers to be reused around 4,700 tonnes of CO e 2 for other production processes, savings and formed the to reduce our use of natural gas. ‘100 Percent Club’ for sites that have repaired all their leaks.

12. Except for Abbey Well (Morpeth), which is our newest site. 13. Ghent, Chaudfontaine, Clamart, Grigny, Sidcup and Wakeﬁ eld. 14. This equates to 0.6% of our 2010 mileage in France. Corporate Responsibility & Sustainability Report 2010/2011 17

Renewable energy geography and location. We are in our facilities investigating a water turbine at — Chaudfontaine, Belgium along with wind turbines in Northampton, Although renewable energy Great Britain and Dongen, technologies tend to be more The Netherlands and solar panels expensive than traditional fossil on our factories at Edmonton, Great energy sources, we believe they Britain and Marseille, France. We will have a part to play in helping hope to invest in combined heat and Our river transport trial in The Netherlands. us to meet our carbon reduction power, which would allow us to use targets. By adopting such Third-party fl eet waste heat from energy generation Transportation technologies at an early stage, we Most of our deliveries are carried out in our own processes in Wakefi eld, — can reduce costs in the longer term. by third-party haulers. In partnership Great Britain. To implement these Transporting our products currently with them we saved 900,000 road projects we must fi rst meet individual accounts for 16 percent of our core We are exploring the most suitable miles and 3,300 tonnes of CO e planning-related requirements business emissions. We are working 2 renewable and low-carbon energy emissions in 2010. Our partnerships at each site. to improve the effi ciency of our own solution at each site, depending on vehicles and those of our distribution have also helped us increase the partners, and to optimize our logistics use of other modes of transport such network and routes to market. as rail in Great Britain and France and river in The Netherlands. A river Reducing emissions transport trial showed we could Employee spotlight from our fl eet reduce our CO2e emissions by up We are piloting different engine to 20 percent per pallet, so we plan and fuel technologies across our to carry out further shipments in 2011. geographies, assessing their In France, more than eight percent capabilities and rolling out those of our transport miles are now by rail. Darren O’Donnell best suited to our needs. In The In 2011, we aim to increase this by a Logistics Asset Manager Netherlands we have introduced further 125,000 miles, to 10 percent Uxbridge, Great Britain fi ve new ‘Eco-Combi’ trucks (see of miles travelled in the country. — page 14). “I’m proud to have helped put CCE at the forefront of green Backhauling and vehicle technology. I was given the task of reducing carbon In Great Britain, we are trialing network optimization emissions from our transport fl eet in Great Britain and biogas-powered vehicles (reported We are also expanding backhauling investigated a number of options. Biogas gives us maximum with customers and suppliers in to achieve up to 65 percent CO2e emission reductions without compromising our operations. savings across the life cycle of the Great Britain and France – an We now have one biogas truck, powered by gas from organic vehicle) as well as investigating the arrangement by which customers waste at a landfi ll site. This produces up to 65 percent less ways in which aerodynamics and or suppliers use empty vehicles on emissions than a normal truck. We now plan to introduce stop-start engine technology can a return journey to collect or move another 13 of these environmentally-friendly vehicles over the save fuel. In Belgium, we piloted product. For example, we introduced next two years and are the fi rst operator in the British logistics hybrid vehicles using Renault backhauling with Carrefour in France sector to be running dedicated biogas trucks.” technology in 2009 and are on two routes, to their warehouses in continuing to investigate new Bassens and Libercourt. Backhauling alternative technologies to fi nd in France saved 780 deliveries, the best solution for our markets. 122,500 miles14 and 210 tonnes of CO2e in 2010. We are also working to reduce the environmental impacts of the Network optimization has brought vehicles in our conventional fl eet. real carbon benefi ts. Through Trials indicated that ‘eco-driving’ improved network planning in techniques, such as early gear France, for example, we have been changes, speed limiters and able to remove about two and a minimal braking could achieve fuel half miles from every trip, saving savings of fi ve to ten percent, so we approximately 260,000 miles will roll out training to our drivers. and 443 tonnes of CO2e per year. We have signifi cantly improved the Through better route strategy, emissions from our corporate car production changes, and warehouse expansion and and van fl eet by introducing CO2 caps for cars, providing green planning, we will continue to create choices to our employees and network and distribution effi ciencies. selecting only best-in-class energy-effi cient vans. Reducing our emissions – continued

Technology used to improve the efﬁ ciencies of our coolers.

Our cold drinks equipment 1 Fitting doors – 3 Energy management Vending machine programming — We have approximately 21,000 devices (EMS-55) – We can also program certain Our cold drinks equipment open-fronted coolers across Our intelligent ‘EMS-55’ device vendor models to use energy more makes up the greatest proportion our territories. By fi tting doors, recognizes patterns of use and effi ciently. In 2011, we will program (62 percent) of our core business we can reduce energy use by responds by shutting off lights over 4,800 of these, to reach seven emissions. At the end of 2010 up to 50 percent. In 2010, we and adjusting temperatures percent of our total vendor fl eet. we had approximately 490,000 fi tted 2,800 doors and in 2011, when the cooler is not being coolers, vendors and fountain we aim to fi t a further 7,500, opened regularly. In this way machines in the marketplace in to reach nearly half of our it can reduce energy our territories15, operated by our open-fronted fl eet. consumption by up to customers on their premises. 35 percent per cooler. In 2010, 2 Lighting improvement – we fi tted 24,275 EMS devices Existing coolers We are replacing standard and we aim to install a further We are working to improve the fl uorescent lighting with 43,500 in 2011 so that by the effi ciency of our existing coolers long-life LEDs which can be end of the year, we will have by in-market retrofi ts, so that we do up to 80 percent more effi cient. fi tted devices to 28 percent not take equipment out of service, We fi tted 15,700 LEDs in 2010. of our total cooler fl eet. or by refurbishment at one of our four service centers16. We are driving carbon reductions across our existing coolers in several ways:

15. Not including Norway and Sweden 16. We have four cooler refurbishment centers in our territories; Milton Keynes (Great Britain); Londerzeel (Belgium); Dunkirk and Courtaboeuf (France) 17. Pending commercial viability and technology availability 18. Excluding Norway and Sweden Corporate Responsibility & Sustainability Report 2010/2011 19

Did you Carbon allowances: know...? Driving accountability for carbon reductions — — Encouraging accountability for the carbon implications of We are committed to our business decisions is one of the ways in which we can recycling and reusing our encourage our employees to meet our carbon goals. As a equipment – we refurbished result, we developed ‘carbon allowances’ for all our business 46,000 coolers in 2010, units in 2010 and rolled these out in early 2011. We have set more than the 31,000 a maximum emissions target for each country, and our Energy that we bought new. Conservation/Climate Change Steering Group will work with each business unit to develop a carbon reduction plan based on its annual business plan.

New coolers suppliers, we aim to purchase — 100 percent HFC-free coolers by We have set high standards for the January 201317. In 2010, we bought new coolers that we buy and install over 12,500 HFC-free coolers, in our customers’ premises. For approximately 50 percent of all example, all our new coolers that our new purchases18 and four have a cubic capacity of over 250 percent of our total ﬂ eet. In 2011, liters of product now come with our we intend to purchase a further intelligent EMS device pre-installed. 16,000 HFC-free coolers.

HFC-free Other cooling innovations We have also committed ourselves We are constantly looking at new to removing hydrofl uorocarbon ideas and opportunities to reduce refrigerants (HFCs) from our the carbon footprint of our cooling equipment. HFCs can be powerful equipment. Among other initiatives, greenhouse gases if leaked to the we have started to investigate ways environment or released when in which we can reduce the energy equipment is disposed of incorrectly. used to cool fountain drinks in Our equipment is maintained by venues such as pubs and cinemas. our technical centers and our fi eld Refurbishing coolers at our Milton Keynes center. engineers. In addition, we have systems in place for safe disposal and we no longer purchase Looking to the future Working with others – global partnerships equipment that contains insulation — — with HFCs. We want to ensure that We are reviewing our carbon We are working in support of climate policy at global, our coolers use HFC-free refrigerants reduction goal in 2011, looking at national, industry and local levels. In 2009, we joined more instead, which are found in the our carbon impacts beyond our than 950 companies from more than 60 countries in signing the natural environment and present immediate operations and the Copenhagen Communiqué and in 2010 we signed the follow-up no signifi cant risk to the climate. demands of our stakeholders Cancun Communiqué. These are defi nitive statements from the Our challenge is the availability and policy makers. international business community to pursue an equitable deal of this equipment. Working with on climate change, agreed during the 2009 United Nations Climate ChangeChan Conference in Copenhagen, Denmark and thet e follow-upf l oww-u meeting in Cancun, Mexico in 2010.

MoreMore recentlyrecently,rece t we have signed a ‘business call’, organized and supportedsusuppportedo ted byb The Climate Group, WWF and the Cambridge ProgrammeProg amme ffor Sustainability Leadership, for the European UnionUn on too aadoadopto a 30 percent emissions reduction target by 2020. 6 % — improvement in water efﬁ ciency 2009–2010

Savings... — Our new bottle washer in Clamart cleans around 80 percent of all our returnable glass bottles in France. Its spraying system and water ﬂ ow management uses less than half the water of the previous machine, saving 36,750 m3 of WATER water per year. STEWARDSHIP

Introduction which we source ingredients such Our 2010 progress1 — as sugar. These problems are likely Water is one of the planet’s most to be inﬂ uenced by climate change. 2007 2008 2009 2010 precious resources. It is the main We aim to act as responsible stewards of water and to reduce Water use ratio 1.64 1.57 1.51 1.42 ingredient in our products and we (average liters of water per also use it for cooling, washing and the impacts of our business on the liter of product produced) world around us. rinsing at our manufacturing plants. Total water use (billion liters) 8.79 8.64 8.66 8.37 Although Europe is widely seen as a water-abundant continent, we Volume of water municipal 2,683,117 2,462,988 2,347,720 2,167,038 discharged to treatment face issues of water quality and plants (m3) sometimes scarcity in some of our countries of operation as well as Volume of water treated by 873,735 842,296 762,467 586,570 3 2 further away in the countries from CCE treatment plants (m ) % water discharged meeting 100 100 100 100 aquatic life standards

1. Not including Norway and Sweden 2. Includes water from three of CCE’s water treatment plants (Chaudfontaine, Ghent and Marseille) which discharge directly to a watercourse. Our wastewater treatment plant at Wakeﬁ eld discharges processed water to the municipal treatment system. Corporate Responsibility & Sustainability Report 2010/2011 21

“Over the last fi ve years we have increased our production by around 12 percent, yet reduced our overall use of water by fi ve percent. Our operations in Great Britain and France are the most effi cient in the global Coca-Cola system.” Our commitment

potential water risks to our business, Establish a water-sustainable operation the local community and the Working with partners by protecting our water sources, minimizing ecosystem. Less than 20 percent to inform our water of the water we use comes from stewardship strategy our water use and replenishing the amount groundwater withdrawal on-site — and these on-site wells are licensed Many external infl uences of water used in our beverages. by government. The remaining inform the ongoing 80 percent of the water we use development of our water comes from municipal sources. stewardship strategy. Our Our SVAs found no critical issues Water Roundtable brought in terms of water availability. together representatives from water-focused NGOs that over time we should develop Nevertheless, water stress could Our water such as the World Resources our focus beyond protecting our own worsen over time in some of the stewardship strategy Institute (WRI), the World water sources and reducing our heavily populated areas where — Wildlife Fund (WWF) and operational water use to reducing we manufacture our products. In 2009, we calculated the The Nature Conservancy. and safeguarding the water in our water footprint of Coca-Cola We also participate in supply chain. While our present Our vulnerability assessments have produced at our Dongen plant in industry alliances and focus is on increasing our operational informed the development of The Netherlands3. The results public-private partnerships water effi ciencies (see page 22), technical Source Water Protection showed that a 500 ml plastic (PET) on water policy in our we are also beginning to investigate Plans (SWPPs) for each production Coca-Cola bottle has an embedded countries of operation ways in which we can reduce our site in conjunction with water water footprint of 35.4 liters of water4. – one example being water use impacts across our whole providers, government agencies Of this, 99 percent is used in our the Federation House value chain (see page 23). and community organizations. supply chain, and 76 percent At the end of 2010, we had Commitment which asks specifi cally for the growing and completed SWPPs at all sites except the food and beverage refi ning of sugar beet. Although the Protecting our industry in Great Britain water sources Morpeth, Great Britain, and Oslo, footprint varies depending on the Norway, where the work will be to reduce its water use by calculation methodology, it is clear — completed in 2011. In 2011, we 20 percent by 2020. that our water impacts extend We aim to sustain high quality will implement these plans at We submit data and beyond our business and into our water sources and to minimize our each site and will update them participate in water- value chain. impacts on local communities and every two years, engaging our effi ciency benchmarking ecosystems. In 2009, we started a local communities and stakeholders and the sharing of best In early 2010, we conducted a series of Source Water Vulnerability each time. practices with other roundtable with stakeholders Assessments (SVAs) at all our beverage companies and water experts to discuss production facilities. We investigated at the Beverage Industry the development of our overall the likelihood that our water sources Environmental water strategy. We heard that our will be affected by quality and Roundtable (BIER). approach should be risk-based and scarcity issues and assessed

Figure 8: Water use in our value chain

CURRENT FOCUS FUTURE FOCUS Stage Manufacturing Supply Chain: Ingredients, Packaging

Water use 1% 99%

3. A pilot study in conjunction with The University of Twente and the Water Footprint Network. 4. Footprint did not include the ﬂ avoring contained in the concentrate. Water stewardship – continued Employee spotlight

Reducing our water use Our 2020 target is to achieve an — average water use ratio of 1.3 liters Xavier Brelle We are a signifi cant user of water, of water to produce one liter of Environment Manager using 8.37 billion liters in 2010. beverage. In 2010, we used Grigny, France Although we cannot reduce the 1.42 liters/liter, down from 1.51 liters — volume of water in our products, /liter in 2009. This marks an “With technicians Stéphane Marle and Philippe Brun, I led a we can focus on making our improvement of nearly six percent ‘water mapping’ project at our Grigny plant to reduce our water cleaning and manufacturing (14 percent since 2007), exceeding use ratio. We measured and recorded our water consumption processes more effi cient. Over the our 2010 target and meeting our around the plant to see which areas needed improvement, last fi ve years, we have increased 2011 target ahead of schedule. then introduced water-saving projects such as reducing water our production by around 12 percent, in our rinsers. We also installed 13 new water meters on-site, yet reduced our overall use of water We have set a new 2011 target of connected to a monitoring device, to alert us when we were by fi ve percent, highlighting the 1.38 liters/liter for our operations using too much water. By the end of 2010, our water use ratio success of this work. We measure excluding Norway and Sweden and was 1.32, down from 1.49 in 2008, and our plant saved about the water effi ciency of our operations 1.44 liters/liter including Norway and 39,400 m3 of water compared to 2009.” by calculating the water we use to Sweden. A target below 1.3 liters/liter create one liter of product – a term may require the use of more energy we call our ‘water use ratio’. On this and we could face a trade-off with basis, CCE’s operations in France our energy reduction goal. We will New technologies Activated water (ECA), which and Great Britain were the most continue to investigate how to Key to reducing our water use is works by electrolyzing salt effi cient in the global Coca-Cola achieve water effi ciencies below the implementation of new, effi cient added to water to create an system in 2009. this benchmark on a consistent, technologies in our plants. In 2010, acidic cleaning solution. Pilots low energy basis. At the end of 2010, we developed CRS Masterplans show that ECA reduces energy seven of our facilities had already which prioritize potential short, use by 80 percent, chemical achieved effi ciencies of less than medium- and long-term projects use by 90 percent and water 1.4 liters/liter. in each plant (see page 16) and use by 25 percent. spent $1.5 million on implementing • Bottle washers – We have proven technologies across our installed a new bottle washer business, as well as piloting new at our Clamart, France facility technologies to achieve even greater which handles approximately effi ciencies. These included: 80 percent of all our returnable • Dry lube – We are now using a glass bottles in France. With its dry lubricant, rather than soapy improved spraying system water, to move containers along and water fl ow management, production lines and are testing it uses 7.5 m3 of water per hour, its use on glass bottle lines. compared to 18 m3 per hour in the previous machine. This means • Air rinsers – Where we install new we save around 36,750 m3 of lines or replace machinery, we Figure 9: Growing our Figure 10: CCE Water Use water per year. will introduce ionized air instead business but using less water Ratio targets and progress of water to rinse pre-blown bottles 2006-2010 Monitoring and targeting (excluding Norway (excluding Norway and cans. Approximately 30 We have enhanced the way we and Sweden) and Sweden) percent of our plastic bottle and monitor our water use to identify can lines now use air rinsers. new effi ciencies. By installing 8.83 8.79 8.64 8.66 8.37 CCE • Recycle and reclaim loops – systems similar to those used for We are improving our ‘Clean in energy monitoring (see page 16), Place’ (CIP) sanitation systems we can assess our water use in which allow us to recover and real time. In 2010, we installed water 5.73 5.89 5.25 5.36 5.50 reuse rinsing water for further metering technology at fi ve plants. cleaning processes. We are also In 2011, in Dongen, The Netherlands, trialing other CIP techniques such we will pilot software which links as the use of cold rather than hot the meters to give a comprehensive view of effi ciencies. If successful, 1.42 Target water, new cleaning chemicals Target 2020 and blowing with air. We are we will roll it out further. 2011 1.3 1.38 testing Electro Chemically

2006 2007 2008 2009 2010 2004 2020 Total water use (billion liters) Liters water used to Production (billion liters) make 1 liter of product Corporate Responsibility & Sustainability Report 2010/2011 23

Recycling the water we use Replenishment in Replenishment — our communities in our supply chain Looking to the future — Our water use ratio 2020 target of Although not yet contributing to this Following our water footprint study 1.3 liters/liter is made up of one liter overall goal, the key replenishment in The Netherlands (see page 21), We will review our water of water that goes into our beverage and watershed protection projects The Coca-Cola Company has led stewardship goal and targets and 0.3 liters that is wastewater. we carried out across our territories a second phase of validation work, in 2011, developing a Although we aim to reduce this in 2010 are: in partnership with our sugar replenishment strategy informed suppliers. By using specifi c, rather by stakeholder feedback we wastewater, it is our responsibility • Protecting aquifers – than public, sugar beet farming have received and working with to treat this water to a level that In Chaudfontaine, Belgium, CCE is data, it emerged that less water was The Coca-Cola Company to supports aquatic life before working as part of a public-private required for irrigation than previously address the wider impacts of we return it to the municipality partnership with the municipality, thought. This reduced the original water use in our value chain. or ecosystem. regional authorities and the water footprint calculation of a University of Liege, to protect the 500 ml PET bottle of Coca-Cola from In 2010, we treated 100 percent natural hot spring from pollution. The Netherlands by nine percent7. of our wastewater to these high We identifi ed the contamination standards. The majority of our risks such as fi lling stations, fuel As a next step, The Coca-Cola production facilities divert their tanks, cattle farms and sewerage Company has begun further work wastewater back to municipal systems and the Walloon Region in Europe on a water footprint water treatment plants after it is supported us in implementing 5 sustainability assessment covering pre-treated on-site . However, 300 local protection measures four of our facilities have on-site the environmental impacts of refi ned between 2008 and 2013. 8 wastewater treatment plants. sugar from sugar beet . It is engaging Last year, we discharged a total • Protecting aquifers – In Dongen, with European stakeholders and of 2,753,608 m3 to the environment The Netherlands, where our water beet sugar suppliers for consultation at standards supporting aquatic comes from an on-site well, CCE and advice. CCE will continue to work life. Of this, 2,167,038 m3 was has worked with the province with The Coca-Cola Company in this treated by municipal wastewater of North Brabant to assess how area, and will ensure that this work treatment stations, and 586,570 m3 best to protect the groundwater. informs the development of our by our own treatment plants6. A 25-year protection zone has replenishment strategy. been introduced to regulate new Replenishing and boreholes in the vicinity. The aim protecting our watersheds is to reduce the likelihood of Did you — aquifer contamination from surface pollution and to ensure Our business depends on clean that groundwater extraction know...? water and healthy watersheds and is carefully regulated. — we aim to replenish the water we In 2010, we treated 100 • Reforestation – CCE’s Marseille use in our beverages by working percent of our wastewater with our employees, engaging with manufacturing site is located in local communities and collaborating the French village of Les Pennes- to levels supporting aquatic with Non-Governmental Mirabeau. The local forest, the life before returning it to the Organizations (NGOs). Massif de la Nerthe, has suffered municipality or ecosystem. recent fi re damage and has Each year, the Coca-Cola system lost some of its ability to retain quantifi es and publishes the impact rainwater. In November 2009, of its community water partnerships we signed an agreement with around the world, to show progress the Pennes-Mirabeaux city against its target of replenishing authorities and the French 100 percent of the water it uses in National Forest Authority to Coca-Cola and WWF’s Water Saver toolkit its fi nished beverages by 2020. reforest badly burnt areas by — The current estimate is that projects planting around 2,000 trees in The ‘Water Saver’ tool developed by The Coca-Cola Company implemented by the end of 2010 will two hectares to help to retain (TCCC) and the World Wildlife Fund helped us to reach our 2011 provide a benefi t of approximately rainwater and reduce run-off. water effi ciency target a year early. Each participating plant 42.8 billion liters/year, representing • Participating in clean-up initiatives must record water use and production data daily and send 31 percent of the target. In 2011, we – We support local community it for external review every week, to raise awareness of the will develop a replenishment strategy water needs by cleaning up importance of saving water. The tool benchmarks each plant to enable us to quantify and include waterways, river banks and and identifi es its optimal water performance based on product CCE projects in this calculation. beaches. We participated in a and packaging mix, then provides improvement suggestions. wide range of clean-up activities As a result of our success in using the tool, TCCC has asked us in 2010 with key activities in France to share best practices with other bottlers. and Sweden (see page 32).

5. We treat our water by neutralising the acidity, removing solids or oils, and regulating any organic pollution in the water (Chemical Oxygen Demand) before returning it to the municipality for further treatment. 6. Excluding Norway and Sweden. 7. Further information from a report by The Nature Conservancy and The Coca-Cola Company: “Product Water Footprint Assessments: Practical Application in Corporate Water Stewardship”, 2010. 8. In six countries in Europe – Great Britain, France, Spain, Benelux, Romania and Greece. 21 tonnes — of packaging was collected at 20 of the biggest festivals in Great Britain, France and Belgium in 2010. Our new recycling program engaged volunteers from CCE and ‘Vinspired’, a youth volunteering organization, who collected 840,000 bottles and cans over the course of the summer.

SUSTAINABLE PACKAGING /RECYCLING

Introduction In 2010, we used a total of 396,752 tonnes of packaging materials of different — types across our countries of operation3. Our packaging plays a vital role Our packaging footprint 1 Our 2010 progress in delivering our beverages safely to our customers and consumers. Materials used Tonnes Key performance indicator 2007 2008 2009 2010 It also remains our most visible and high-proﬁ le environmental Aluminium 42,650 Packaging materials avoided N/A 6,800 4,782 5,300 (metric tons) issue. It can be carbon-intensive Steel 48,044 Avoided packaging as a N/A 1.8% 1.3% 1.3% and, while our packaging materials Plastic2 170,902 can be recycled, our packages % of total used Glass 66,744 all too often end up in landﬁ ll. Recycled PET content (%) Start of 5% 10% 17.9%4 Secondary packaging 68,412 program (cardboard) CCE recycling rate 95.8% 98.4% 99.3% 99.5% (production facilities)(%)

1. Not including Norway and Sweden. 2. Includes PET, HDPE, LDPE, LLDPE, PE and PP types of plastic. 3. Not including Norway and Sweden 4. Total percentage for December 2010 5. Derived from sugar and by-products of its production. 6. For further information, see Alupro’s website: http://www.alupro.org.uk/facts-and-ﬁ gures.html 7. Depending on the type of plastic being recycled and reprocessed. Corporate Responsibility & Sustainability Report 2010/2011 25

it is chemically and physically or steel means that the maximum identical to traditional PET. Because level in each can is around of its sustainable component, it also 50 percent. Our suppliers, the has a lower carbon footprint than can manufacturers, are trying traditional PET. By 2020, we intend to increase this fi gure by improving that all PET bottles will be made from can recovery rates. a combination of recycled PET (rPET) and plant-based materials. The market for recycled PET is less Our commitment developed, so rPET is not available In 2010, we launched PlantBottle in such large quantities and is more for selected Bonaqua bottles in costly. However, it takes around 60 Reduce the impact of our packaging; Norway and on Coca-Cola products percent7 less energy to produce rPET in Sweden. Our bottles are made than virgin PET – so, by increasing the maximize our use of renewable, reusable, half from PlantPET and half from rPET content of our bottles, we can recycled PET. 30 percent of the signifi cantly reduce their carbon and recyclable resources; and recover the PlantPET is plant-based material. footprints. In 2010, we invested $0.78 equivalent of 100 percent of our packaging. We are conducting a life cycle million of our CRS capital expenditure analysis to see how its carbon on technology related to rPET in our footprint differs from our regular plants and in December 2010 we Bonaqua bottles. In 2011, we will reached an average of 17.9 percent be launching PlantBottle with 22.5 rPET in our PET packaging across our percent plant-based material for territories. We will continue to invest Our sustainable Sustainable materials our small PET Coca-Cola products to meet our targets of 22.5 percent packaging/recycling — in Great Britain, Benelux, France rPET by 2011 and 25 percent by 2012. strategy Key to developing sustainable and Sweden. — packaging is ensuring that the Sustainable secondary Packaging is responsible for materials we use come from Using recycled materials packaging nearly half the carbon emissions sustainable, renewable sources. Where possible, we aim to use We are seeking opportunities to across our value chain (see page 15) PET is one of the most recycled types recycled materials in our packaging. introduce Forestry Stewardship and we want to reduce this impact. of plastic, but is still sourced from These tend to have lower carbon Council (FSC) certifi ed cardboard for In 2010, we studied our packaging non-renewable fossil fuels. We are footprints; for example, it takes our secondary packaging. We will from source to disposal, looking at therefore seeking new ways to use 95 percent less energy to produce convert Capri Sun and corrugated where we can intervene most renewable materials instead. recycled aluminum than aluminum trays in Great Britain to FSC-certifi ed effectively to reduce our impacts. from bauxite ore6. The current cardboard in 2011. Our fi ndings have informed our PlantBottle availability of recycled aluminum strategy and we are now working In 2009, The Coca-Cola Company at every stage in the process to introduced PlantBottle, an alternative “We want to focus on the carbon impacts of our reduce the embedded carbon to fossil-fuel based PET. A fully- packaging across its life cycle. This approach will in our packaging (see Figure 11). recyclable PET bottle made from a blend of petroleum-based help us reduce the carbon footprint of each pack materials and approximately at each stage from design to disposal, and will 30 percent plant-based materials5, ultimately defi ne the packaging of the future.”

Figure 11: Our packaging and recycling value chain

1 2 3 4 5

Stage Sourcing our Turning our materials After the disposal Recovering Reprocessing our packaging materials into packaging of our packaging discarded packaging packaging waste

Our focus Sustainable Reduce Inﬂ uence consumer Recovery Reuse materials and redesign behavior and recycling Sustainable packaging and recycling – continued Employee spotlight

Reduce and redesign reduce the carbon footprint of — a 500 ml bottle of Coca-Cola by Our aim is to reduce the weight of our around fi ve percent. packaging without compromising its Steve Neeson quality. We do this through re-design Infl uence consumer Production Planner and call this process ‘lightweighting’. behavior Uxbridge, Great Britain Avoiding the use of materials — — reduces our packaging carbon To meet our goal of recovering the “For fi ve days last summer I volunteered to help spread the emissions and also our costs. equivalent of 100 percent of the recycling message at the rock festival, Sonisphere, near London. bottles and cans we place on the I worked with other CCE volunteers to encourage festival-goers Our bottles and cans market, we must raise consumer to swap their used PET bottles for recycled PET ‘swag’ such as In 2010, we met the target we set awareness of the need to recycle. torches and T shirts. We also collected rubbish, talked to people in 2008 to reduce the amount of Our research identifi ed that most about the importance of recycling and created a ‘recycle packaging we use by 35,000 tonnes. of our bottles and cans are thrown garden’ with furniture made out of bottles. Over the weekend, We aim to remove a further away when people are at home, we collected more than six tonnes of cans and PET bottles, 25,000 tonnes by 2014. Our 2010 not when they are on-the-go, so our swapped 23,800 bottles for 2,260 items, and hosted 1,683 lightweighting initiatives focused greatest opportunity to recover more people in our recycle garden. It was a great experience, on reducing the plastic in our bottle material is by encouraging recycling and I came away feeling I’d helped to make a real difference.” closures, the thicknesses of our bottle at home. walls and the amount of glass in our glass bottles. By introducing shorter In Belgium and Holland, the • Event recycling – Our new In 2011, we aim to expand these closures on PET bottles, for example, household recycling infrastructure recycling program at 20 of the programs further, bringing bespoke we remove plastic from both the is well established and packaging biggest festivals in Great Britain, initiatives to major retailers across closure and the bottle neck, saving recovery and recycling rates are over France and Belgium aimed to our European markets. We will roll 5,600 tonnes of material per year. 80 percent in both markets. In Great increase the recycling of out a series of campaigns with a Britain and France, however, the use packaging, and encourage single focus – improving consumer Secondary packaging of ‘at home’ recycling schemes is event-goers to change their behavior at the point of disposal. In 2010, we trialed the removal of much lower and recycling rates for behavior. Our efforts in Great cardboard trays from our cases of PET bottles are less than 50 percent Britain were awarded the ‘Best Partnering for change PET bottles to meet both our own in both countries. Sponsor Activation’ award at the To reduce the quantities of used and our customers’ packaging 2010 UK Festival Awards. packages being sent to landfi ll, reduction requirements. The success A key part of our strategy is to work particularly in Great Britain and • ‘Recyclo-Man’ – Working with of this trial means that in 2011 we with our customers and other France, we must increase recovery the French restaurant chain, will remove these trays from our stakeholders and use our brands rates by investing and partnering Leon de Bruxelles, we developed small PET packages, saving 3,350 to inspire, motivate and incentivize with others to develop the recovery a ‘Recyclo-Man’ table set for tonnes of cardboard per year, recycling, focusing on Great Britain infrastructure. Our studies showed children in their restaurants or 15 percent of the corrugated and France. Awareness-raising that the greatest opportunity to and provided prizes for the cardboard used by our business. initiatives, undertaken in 2010 with our recover material lies at home, ‘Recyclo-man’ recycling quiz. Initial calculations show that this will customers and other partners include: so we want to work with policy- • Monoprix – Working with makers and regulators to improve Monoprix in France, we launched household recycling programs an online campaign to encourage and make them simple for people ‘at home’ recycling. This offered to understand and use. Lightweighting shoppers a small kitchen can/ — bottle compactor if they ‘Coca-Cola reduces its impact purchased Coca-Cola products. through lightweighting. You can add something through • Plastic Hero – In The Netherlands, planting fl owers’. we have been working to improve the recovery of our small PET In Belgium, the Coca-Cola bottles by infl uencing consumers system launched its fi rst ever to recycle by taking a leadership shopper promotion related to role in the successful Plastic lightweighting. The ‘Plant a Flower’ Heroes campaign. campaign gave consumers packets of fl ower seeds when they purchased Coca-Cola products, linking our packaging reduction work with encouraging consumers to add something back. Corporate Responsibility & Sustainability Report 2010/2011 27

Packaging recovery Centerparcs and Merlin and at the re-process waste bottles and cans particularly where recycling rates — end of March 2011, we had 130 zones into high quality material for new are low, we fi nd it more diffi cult CCE’s focus has been on working in place. We have also established a beverage packaging. to obtain the quality, food-grade, with existing national recovery Recycle Zone in France at the Louvre recycled PET that we need to systems such as Fost Plus in Belgium, Museum and will launch additional Recyclability increase the recycled content Nedvang in The Netherlands, zones in other key locations in 2011. Over 99 percent of the packaging in our PET packaging. Eco-Emballages in France, Returpak we put into the marketplace is in Sweden, Norsk Resirk in Norway We are also working to recover and recyclable. Sometimes, however, We are working on a long-term and WRAP, DEFRA and Valpak in recycle waste materials from our the infrastructure may not exist strategy to close the recycling gap, Great Britain. We believe that taking own sites and to encourage our locally to recover or process our focusing on Great Britain and a leadership role is the most effective employees to recycle. Over the last packaging, so it is not deemed France where the PET reprocessing way to raise recovery rates in each few years we have invested in our ‘fully recyclable’. In countries such infrastructure is least developed. of our countries of operation. own recycling infrastructure in as Belgium and The Netherlands, The current supply of rPET in Great offi ces and facilities and we now the waste processing stream is Britain is insuffi cient for our purposes, On a smaller scale, we are working recover 99.5 percent of all the well-developed and able to recycle so we source food-grade rPET from with other partners to install waste generated at our facilities. a wide range of products. In others continental Europe. In the meantime, packaging recovery infrastructure. where the recycling technology does 75 percent of Britain’s waste Our on-the-go Recycle Zone Reuse and recycling not exist, we are looking at modifying plastic packaging is exported for program provides branded bins — our packaging materials so they can reprocessing. By intervening in for consumers to recycle beverage To close the loop and turn the be reprocessed. the industry and supporting new packages in public areas such as material collected through recovery reprocessing infrastructure, we shopping malls, concert arenas and programs back into bottles and This year we improved the believe we can improve the plastics transport hubs. In 2010, we added cans, it must be recyclable. recyclability of GLACÉAU recycling industry in these countries more than 80 further zones through Additionally, the infrastructure and vitaminwaterTM bottles, adding and generate enough rPET to meet partnerships with customers such as technology must be in place to an extra 957 tonnes of plastic our target of 25 percent in all our to the regular recycling stream. bottles by 2012 (see case study). We continue to investigate We have already started to purchase ways to make other packages baled PET bottles for processing into – from pouches to Tetrapak – rPET for use in our bottles. more easily recycled.

Investing in the recycling and Looking to the future reprocessing infrastructure — The existence of a processing We will review our Sustainable infrastructure to recycle the material packaging/recycling goal we collect is the determining factor and targets in 2011, looking in ensuring bottle-to-bottle recycling in particular at how we can in our territories. reduce the carbon footprint of our packaging across its Recycling rates vary by material. value chain. Our challenge Nick Brown of our recycling team at the ECO Plastics facility. Aluminum and glass, for example, will be to deﬁ ne and introduce both have established recovery and the sustainable packages of PET reprocessing joint venture in Great Britain recycling systems. As the market for the future. — recycled plastic is less developed, In March 2011, CCE announced a joint venture with ECO Plastics to develop one of the biggest plastic reprocessing facilities in Western Europe. Our $7.75 million investment, when operational, will make a step change in the plastics reprocessing industry in Great Britain by producing 25,000 tonnes of rPET annually, more than doubling the amount of high quality rPET produced in the country at present. The facility will supply CCE with enough high quality rPET to include 25 percent rPET in all our plastic packaging in Great Britain by 2012.

“This investment builds on the public’s enthusiasm for recycling 99.5 % and will make it easier for them to buy recycled plastic — products such as the famous Coca-Cola bottle. Coca-Cola and ECO Plastics’ efforts are an innovative blueprint for the of the waste produced future, and show how producers can take responsibility to at our facilities is step up to this challenge.” recovered. Lord Henley Waste Minister, Department for Environment, Food & Rural Affairs (DEFRA) 33% — of our product portfolio is low- or no-calorie products

+ 10 — PRODUCT new brands since 2008, across all our territories including Norway PORTFOLIO and Sweden

Introduction Low- and no-calorie products Our 2010 progress1 — already make up a third of our We are continuously expanding portfolio, and we believe that we Key performance indicator 2007 2008 2009 2010 our product range to offer more can do more to develop these options further. At the same time % no-calorie products 30.8% 35.3% 34.4% 33.0% choice and convenience, meet new (<5 cal per 250 ml/8 oz) consumer requirements and serve we want to inform consumers about the health and hydration beneﬁ ts of % low-calorie products 31.2% 35.5% 34.6% 33.4% different lifestyles and occasions (see (<40 cal per 250 ml/8 oz) pages 8–9). All our beverages have our portfolio and the ingredients and their place in a balanced diet, but we calories they contain through clear Products containing juice 34.1% 40.8% 39.6% 41.2% recognize there are concerns about nutritional labeling and responsible % of our products from packs 18.2% 19.5% 19.8% 20.8% sugar levels in some of our drinks. sales and marketing. that are 250 ml or less % of our products from packs 59.7% 65.1% 65.2% 66.3% that are 500 ml or less % of our products with added vitamins, 2.9% 3.3% 2.3% 4.1% minerals or other nutrients

% volume with nutritional, caloric, 85% 95% 97%2 97%3 or Guideline Daily Amounts (GDAs) labels on front of pack Corporate Responsibility & Sustainability Report 2010/2011 29

Figure 12: The brands we have begun to manufacture or distribute over the last three years by country

Categories Product Country Sparkling soft drinks Caffeine Free Coke Zero Dr Pepper Our commitment Schweppes Functional waters GLACÉAU vitaminwaterTM Energy Monster Provide refreshing beverages Urge Intense for every lifestyle and occasion, Sports Powerade Zero while helping consumers make Juices and stills Ocean Spray informed beverage choices. Capri Sun Innocent Fanta Still Waters Abbey Well Our product portfolio Developing our portfolio Hot beverages Chaqwa strategy — — From 2008 to 2010, we broadened “43 percent of our volume growth from 2008–2010 Coca-Cola Enterprises manufactures the range of products we offer to came from drinks which make up our ‘Active and and distributes beverages owned consumers in all CCE territories, Balanced Choices’ portfolio. This includes beverages including Norway and Sweden. by other companies. We proactively such as Diet Coke, Coca-Cola light, Coke Zero, juices, manage our portfolio of products in Through innovation, reformulation, several ways: by introducing new acquisition and new distribution stills and waters.” brands, by selecting a wide range of agreements, we launched products, by encouraging our brand more than 10 new brands and owners to develop new products to 50 new packages4 (small packs, meet new or emerging consumer multipacks and more) to meet trends and by ensuring we distribute consumers’ needs. all our brands consistently. Our core sparkling brands such Our strategy focuses on three pillars: as Coca-Cola, Fanta and Sprite represent around half (56 percent) • Developing our portfolio: of our product portfolio5 and the introducing new products, rest is composed of waters, sports accelerating the growth of drinks, functional drinks and energy lower-calorie and functional drinks. These categories are still products and providing package emerging. Nearly half (43 percent) sizes to suit every occasion in a of our 2008–2010 volume growth balanced diet and active lifestyle. came from drinks which make • Nutritional labeling: labeling our up what we call our ‘Active and products to educate consumers Balanced Choices’ portfolio. about the ingredients and calories This includes beverages such as they are consuming. Diet Coke, Coca-Cola light, Coke Zero, juices, stills and waters. • Responsible sales and marketing: engaging with parents, nutritionists and educators to limit beverages in schools and to give clear caloric information to consumers.

1. Data for CCE legacy territories only – Great Britain, France and Benelux 2. Does not include waters which do not require GDA labeling 3. Does not includes waters which do not require GDA labeling 4. Our term for these is ‘Brand Pack Variants’ or BPVs – which we use to distinguish not only between our different brands but also the packages in which they are sold 5. In terms of Brand Pack Variants (BPVs) – see above Product portfolio – continued No- and low-calorie beverages with our brand owners to Low- and no-calorie products reformulate other beverages to now make up 31 percent of the meet consumer demands. Our total volume of drinks we sell, reformulated Fanta Still uses Truvia, or 33 percent of our product portfolio. a Stevia-based, zero-calorie natural Figure 13: Our portfolio of products 2010 We can increase this percentage sweetener, so that it now contains (by type of product) by introducing reformulated versions 30 percent less sugar and no of our popular drinks; by substituting artifi cial fl avors or colors. We are Regular sparkling soft drinks – 31% new, natural low-calorie sweeteners also continuing to expand our range No- and low-calorie sparkling from natural sources; by growing of juices and juice drinks such as soft drinks – 25% 100% juice – 7% sales of our existing low-calorie Ocean Spray and Minute Maid. Juice drinks – 14% products, particularly our Light Energy drinks – 4% Colas; and by ensuring consistent New package sizes Sports and functional waters – 9% distribution of low- and no-calorie Another way we provide choice Water – 7% products alongside regular and help consumers manage their Ready-to-drink teas and Other – 3% soft drinks. calorie intake is to offer smaller-sized packages. Around 21 percent of We are also introducing low- and our products are now available in no-calorie fi tness and energy package sizes that are less than Figure 14: Our portfolio of products 2010 drinks such as Powerade Zero 250 ml – our 150 ml cans, for (by volume) (see case study page 31) which example – and we are looking to Regular sparkling soft drinks – 58% provides functional benefi ts expand this. We have also limited No- and low-calorie sparkling without the calories. cup sizes for fountain beverages in soft drinks – 28% France and Belgium, where we no 100% juice – 2% longer sell branded cups larger than Juice drinks – 6% Functional benefi ts, added Energy drinks – 1% vitamins or minerals 500 ml in restaurant chains, leisure Sports and functional waters – 1% Since 2008, we have extended parks and most cinemas. We are Water – 3% the number of drinks with added discussing similar proposals in Ready-to-drink teas and Other – 1% vitamins, minerals or other nutrients Great Britain. (GLACÉAU vitaminwaterTM, for example) and drinks that provide functional health benefi ts such as Ocean Spray. In some cases, by Our sweeteners removing ingredients such as — caffeine, we have created new Our low- and no-calorie products offering new functional sweeteners provide our benefi ts. Caffeine Free Coke Zero consumers with the benefi ts was launched in France in 2010 of sweetness without the and is being rolled out in Belgium calories. They are chosen in 2011. We are also continuing to on taste, quality and the introduce GLACÉAU vitaminwaterTM requirements of the markets across our markets. where we operate. Recently, the Coca-Cola system has Removing artifi cial colors, started to develop low-calorie fl avors and preservatives sweeteners from nature, We are increasing our use of such as Truvia, from the natural ingredients. GLACÉAU Stevia plant. We are Employee spotlight vitaminwaterTM is naturally fl avored already using Truvia in and free of artifi cial colors and some beverages in France. preservatives, and we are working Olivier Dexemple Still Drinks Europe Portfolio Manager Paris, France — “Many people associate Coca-Cola Enterprises with our cola brands, but we also sell a wide variety of juices and fruit drinks with a huge range of nutritional and health benefi ts. In the last year, I have worked on new distribution agreements for these products, expanding the distribution of Ocean Spray (a cranberry-based fruit drink) and other fruit drinks such as % Capri Sun, GLACÉAU vitaminwaterTM and Fanta Still. I am proud 97 — that this work is beginning to drive our sales, contributing of our eligible products nearly half of our business growth in 2010.” have GDA labels Corporate Responsibility & Sustainability Report 2010/2011 31

Nutritional labeling Responsible sales — and marketing To make the right personal choices, — consumers need to know what We follow The Coca-Cola Company’s their food and drinks contain, and Global Responsible Marketing how this information relates to a Policy and we do not market any balanced diet. Our ‘Guideline Daily products directly to children under Amount’ (GDA) labeling now covers 12. We respect the requirement for 97 percent of all the drinks we sell, the school classroom to be free by volume (except waters which from commercial infl uences. CCE do not require GDA labeling), worked with the Union of European up from 85 percent in 2007. Soft Drinks Associations (UNESDA) We are discussing the introduction to develop a set of industry of GDA labeling on Monster commitments that restrict beverage products with the brand owner. sales in schools throughout our territories. We also provide extra information about ingredients and nutrition on Depending on local concerns and our pack labels to help consumers. legislation, each country has Our energy drinks, for example, are different policies on the distribution not only labeled for caffeine content of our products in schools. In France, – as required by law – but also carry for example, we do not provide any a statement that they are not suitable drinks to schools. In The Netherlands for children, pregnant women or and Great Britain, we provide those sensitive to caffeine. Where drinks only to secondary schools, our products contribute to the either indirectly through catering recommended targets for fruit and operations in The Netherlands, vegetable consumption (the Capri or as controlled by law limiting the Sun 100 percent juice range and the products we can sell, in Great Britain. Powerade Zero in Great Britain Appletiser juice range, for example) In Belgium and Luxembourg, we — this information is highlighted on the provide only waters and juices and Powerade Zero is a good example of how we are adapting our pack and on the brand website. non-branded cooling equipment to portfolio to meet new consumer needs and encourage active, primary schools and a wider range healthy living. Research showed that 52 percent of consumers We work together with The Coca-Cola of products in secondary schools. who reject sports drinks do so because they claim they contain Company to play an active part in During 2010, sales of our products too much sugar. In November 2010, CCE launched Powerade the ongoing policy dialogue on in schools represented less than Zero in Great Britain – the fi rst calorie-free fi tness drink nutritional labeling at both EU and one percent of our total sales enhanced with minerals including sodium, to hydrate and national levels. volume. Independent monitoring replenish the body without adding calories. Powerade Zero in previous years verifi ed high levels contains only natural fl avors and has no added preservatives. of industry compliance. We are launching it in France in 2011. Although we now largely meet these commitments, we continue to engage in dialogue regarding the marketing of our products. In Great Britain, for example, The Coca-Cola Company has published a Responsible Marketing Charter. This in-depth document not only guides our approach to marketing, but also serves as a discussion of dilemmas and challenges.

Looking to the future — In 2011, we will review our portfolio strategy and work with The Coca-Cola Company to develop speciﬁ c commitments regarding the nutritional content of our products. ‘Clean the beaches’ — In Sweden, we are partnering with Städa Sverige (Clean Sweden). Together, we invite sports clubs to keep their local beaches clean in return for funding for new equipment. These clean-up events were supported by 150 of our own employees who cleaned areas in the Haninge municipality. In 2011, we are adding more beaches and educational events to the program.

30 tonnes — of litter collected from 140 beaches by 1470 volunteers across Sweden in 2010 COMMUNITY

Introduction In 2010, CCE invested $4.3 million in the communities — Figure 15: Type of community in which we operate.1 investment contribution We want to be a good corporate Our 2010 progress citizen and to have a positive impact wherever we manufacture and Key performance indicator 2010 sell our products. Accordingly, we have a wide portfolio of community Charitable donations $298,761 programs, developed in conjunction Community investments $3,609,177 with local needs and demands. CCE’s bottling operations have Commercial initiatives $423,220 a long history in Europe. Over the Total community investment $4,331,159 last 20 years, our individual bottling plants have built strong relationships 1. Not including the United States. with surrounding communities. Cash contributions – 71% We aim to ensure that stakeholders Employee volunteering – 10% understand Coca-Cola is a local In-kind giving product, made by local people. (product or service donations) – 5% Management overheads – 14% Corporate Responsibility & Sustainability Report 2010/2011 33

Benelux Employee volunteering In Belgium and The Netherlands, — CCE and The Coca-Cola Company We encourage informal volunteering together have focused on promoting as part of our community initiatives a stronger sports culture (see page 35). and our CRS in Action Week (see CCE also makes numerous page 11). Last year we recorded contributions each year to a variety approximately 12,000 employee of social activities and causes. volunteering hours. In 2011, we will Our commitment These include support for the pilot an offi cial volunteering program King Baudouin and Queen Paola in Sweden. Foundations in Belgium and various Make a positive social, economic community groups. Making a positive economic impact Norway and environmental contribution to the — In Norway, our focus is on communities in which we operate. encouraging diversity, fostering At the end of 2010, we employed culture and improving our local around 13,500 people, paying environment. To this end, we have salaries and benefi ts of $900 entered into strategic collaborations million and taxes of $929 million. with NGOs such as the Norwegian In addition, our business supports Red Cross. many more jobs throughout our value chain. Our work with Professor Our community strategy Great Britain Sweden Ethan Kapstein of INSEAD and — In Great Britain, our focus has been In Sweden, our focus has been on external stakeholders showed that Our community engagement on education. Key initiatives include: providing opportunities for people to a key part of our value generation in strategy is closely aligned to fi nd their way into the workplace as our countries of operation, is the fact our seven CRS focus areas and Education Centers: we run three well as supporting environmental that we pay above average salaries. tailored to the needs of our local centers at East Kilbride, Wakefi eld clean-up activities. communities. Our community and Edmonton which offer visits investment activities focus on topics to over 20,000 secondary school such as education, diversity, active students per year. Guided by healthy living and recycling. qualifi ed, CCE-employed teachers, students connect what they learn In 2010, we worked with Professor in the classroom with real life Ethan Kapstein of INSEAD and business and manufacturing external stakeholders to understand practice. We will open a fourth the breadth of our contribution center at Sidcup in 2011. and the socio-economic impact of the Coca-Cola system in four of The Real Business Challenge: our countries of operation. Results we work with local partners to deliver showed that our business an enterprise education competition is a major contributor to the in which students from secondary communities in which we are schools form small companies located and highlighted the and work to develop new soft drink signifi cant economic effects of the product concepts. Our employees volunteer to mentor the groups. jobs we provide, the taxes we pay Students at our Real Business Challenge. and the business we generate We hope to engage 100,000 through our value chain. students in 2011. “Our work with Professor Ethan Kapstein of INSEAD France and external stakeholders shows that our company This work provides a baseline for has a signifi cant impact on each of the economies further development of our corporate In France, we have focused on youth community strategy. In the next year, from underprivileged backgrounds. where we operate – a ‘ripple effect’ exists that we aim to align our community Key initiatives include the Passport to goes way beyond our gates. Our business and work across our territories, so we Employment program which brings its communities are deeply interdependent.” can measure our progress against high school students and recent our targets. graduates from underprivileged backgrounds to CCE offi ces and External commentary prepares them for job interviews Investing in charitable Professor Ethan B. Kapstein, INSEAD and community causes (see page 38). — — “Coca-Cola also creates ‘public goods’ that benefi t entire societies. These include the training it provides its workers, In 2010, we invested $4.3 million the philanthropic activities that are vital to so many people, to support a range of community and the contributions that the company makes to support initiatives aligned with our CRS sports teams at every level.” focus areas. Wellbeing at work — We are developing an Employee Wellbeing Program (see page 39) which will support the work that we are doing in our communities to encourage active, healthy living. We are currently auditing all our current programs and will build on this platform.

ACTIVE HEALTHY Our on-site gym in Sweden being used LIVING for aerobics.

Participants in a Powerade-sponsored event in Great Britain. Introduction — Helping people to manage their caloric intake by providing a wide range of products addresses half their energy balance. To maintain a healthy body weight, people must also expend the excess calories they consume through physical activity. We aim to encourage active living by making sport and ﬁ tness activities accessible, and demonstrating their importance in a healthy lifestyle. Corporate Responsibility & Sustainability Report 2010/2011 35

Our commitment

Support active healthy living through physical activity programs, nutrition education, and by providing a wide Employees and their families participate in the Velothon. choice of products. Encouraging cycling in Brussels, Belgium through the Velothon — In 2010, CCE and The Coca-Cola Company organized their fi fth annual ‘Velothon’ in Belgium. This event was part of CRS in Action Week and was scheduled during ‘Car Free Day’ in Brussels. Approximately 900 employees and their families Our active healthy We also have a wide range of active, cycled a route of either 15 or 30 kilometers around the city living strategy healthy living initiatives across our and participated in activities along the way, from painting — territories. These include: and football to visiting a children’s farm. Our active healthy living strategy Great Britain is linked to our community strategy For the past two years, in advance (see page 33). It is still under of the London 2012 Olympic Games, “We want to encourage active healthy living in our development, but we intend to Schweppes Abbey Well water, the communities. We are still developing our program build on the work already in place offi cial water of the Games, has to invest in community-based sports and will build on the grassroots work that we already offered consumers a free swim on programs in the countries where undertake in every country where we operate.” presentation of a ‘Schwim’ cap from we operate and develop ways to an Abbey Well 500 or 750 ml bottle. educate our consumers about our Belgium and Luxembourg Norway Five hundred swimming pools products’ place in an active and CCE sponsors several sporting We aim to encourage active, healthy nationwide have been involved. healthy lifestyle. programs, in particular the Special lifestyles through campaigns such Between 2009 and 2010, over Olympics, which gives disabled as ‘Gi Jernet’ (‘Never Give Up’) and 100,000 free swims have been given Encouraging athletes opportunities to train and grassroots sponsorships, as well away and 120 swimming teachers participate in sports events. From as programmes using our sports physical activity have been trained. — January 1 2010, we introduced a drinks such as Powerade. fi ve euro fee for non-student visitors Most of our brands are aligned with France to the Coca-Cola European Visitors Sweden healthy living and sports initiatives. Our Rennes by Night program Center in Antwerp and have Through our ‘Clean the Beaches’ Through the power of the Coca-Cola keeps designated playing fi elds donated this money to the Special project, we help to provide brand, we will be encouraging and swimming pools open until Olympics. CCE also supports the equipment to sports associations consumers to take part in street 3 a.m. to encourage inner-city French (ADEPS) and Flemish (BLOSO) across the country (see page 32) games, in partnership with the teenagers to take part in sports national sports associations, and are also working on initiatives StreetGames charity, in the run-up and fi tness activities. to the London 2012 Olympic Games. which train coaches and organize that support our employees to sporting events for their linguistic lead active, healthy lives. Other brands also play important The Netherlands communities, and helps to fund roles in sports. In Great Britain, for We support Mission Olympic, the the Sports for Youth program example, Powerade is the offi cial largest secondary school sports Nutritional education (Jeugdsport Fonds Camille Paulus hydration partner of the Great Events platform in The Netherlands with — Program) which encourages series (which includes the Great over 150,000 participants aged As part of our focus on active healthy teenagers to participate in North Run the world’s largest 12–18. It aims to encourage living, we are investigating ways to organized sport. half-marathon) along with Team GB, Dutch youth to compete in school build on our existing educational the Rugby Football Union and the competitions in 16 different sports. tools and develop a nutritional Football League. Two hundred schools currently education program for our participate. By 2012, we aim to communities. We hope to implement increase the number to 300 – this strategy in 2012. half of all Dutch secondary schools. 13,500 — At the end of 2010 we had approximately 13,500 employees, of whom 96 percent were full time.

Our workforce — In 2010, we employed approximately 11,000 people in Great Britain, France, Belgium, The Netherlands, Monaco and Luxembourg. Our acquisition of the bottling operations in Norway and Sweden expands the number by approximately 1,400 in Norway and 850 in Sweden. We also have an ofﬁ ce of approximately 160 people WORKPLACE in our U.S. headquarters.

Introduction Our workforce proﬁ le — The essence of a sustainable 2009 2010 2009 2010 company lies in its people. Attracting, Workforce Total employees 11,000 13,500 Age Age proﬁ le of n/a <20 1% developing and maintaining a highly workforce talented and diverse workforce is Full-time employees 95% 96% 20–29 19% one of our three strategic business Voluntary turnover n/a 6.5% 30–39 34% priorities, as set out in our Operating Learning and Average training days – 3 40–49 31% Framework (see page 12) and a development per employee fundamental part of our Corporate Gender Females in workforce 23% 23% 50–59 13% Responsibility and Sustainability (CRS) agenda. Females on Board of Directors 23% 30% 60+ 2% Females in executive roles 9%1 25%2 Board of Directors 100% 100% Members over 40

Females in management roles3 n/a 32% Ethnic Ethnically diverse 23% 17% diversity members of the Females in non-management roles4 n/a 21% Board of Directors5 Corporate Responsibility & Sustainability Report 2010/2011 37

our newly hired or promoted We have also upgraded our employees were women. In France, careers website to provide a more we hope to achieve the Gender comprehensive overview of the Equality Label in 2011, a certifi cation variety of careers we offer. Our new awarded by the French government corporate advertising features that recognizes companies which CCE employees, focusing on their tackle discrimination, work to diversity as well as their passion and improve equal opportunities and achievements. In 2009, we launched Our commitment promote diversity. our University Talent Program (UTP) to recruit the best graduate talent Recruiting from a wide and develop a pipeline of future Create a culture where diversity is valued, cross-section of the leaders for our business across communities we serve all our territories. The program every employee is a respected member We have enhanced our recruitment provides structured training in of the team, and our workforce is a refl ection procedures to ensure applications the skills needed to develop a from a diverse pool of candidates successful career at CCE. In 2010, of the communities in which we operate. and we advertise specifi cally to we recruited 19 graduates of which minority groups. For every open half were female. leadership position at CCE, our goal is to have at least one female on every candidate list, as well as on the interview panel and to work Our workplace strategy On a more informal basis, we also with our external recruitment — encourage employee resource partners to achieve this balance. Within our workplace, we focus groups to support diversity. In France, our CRS efforts on three key issues: our female employees have formed Left to right: Donna James, Véronique Morali, two of our four female board members. ‘Elles@Coca-Cola’, to share ideas • fostering a diverse and and experiences with other inclusive culture professional women at CCE and • working towards achieving The Coca-Cola Company. During world-class safety status in 2011, we are encouraging the our manufacturing and creation of a women’s resource sales operations group in every country where we operate and are assisting the • developing a wellbeing program formation of similar groups for other to encourage our employees communities in our workforce. We to ‘Live Positively’. are also working to embed diversity into our broader training programs Fostering a diverse such as those dealing with values and inclusive culture and leadership development. — We are encouraging diversity and Focus on gender inclusion throughout our business In 2010, our total workforce was 23 percent female. Improving the by working in four key areas: “At CCE, maintaining a diverse workforce and an building an infrastructure to support representation of women is a top diversity; recruiting a diverse priority across CCE, particularly in inclusive culture is one of our three strategic business workforce; retaining and developing our leadership and commercial priorities. We want to create an engaged workforce our employees; and ensuring equal and operational roles where that thrives on all forms of difference.” opportunities for all who work at CCE. women have historically been under-represented. As a result, Building an infrastructure we have introduced manager Setting an example of diversity in our boardroom to support diversity toolkits and coaches to support — We have established a European women returning from maternity Our Board of Directors was placed top for its diversity in the Diversity Council and Business leave. We have also piloted listening ‘Women in the Boardroom 2010 Georgia Public Companies groups in parts of Great Britain to Unit Diversity Councils in Great Study’6 by the Atlanta-based Board of Directors’ Network Britain, France, Benelux and our provide support and advice on (BDN). Our four female board members include Véronique EU Supply Chain, chaired by vice achieving a balance between Morali, who was recently appointed President of the Women’s motherhood and the workplace. presidents and general managers. Forum for the Economy and Society7, and Donna James, The councils embed our diversity Our efforts are showing results: in who was appointed chairwoman of the National Women’s vision throughout CCE. 2010, approximately 36 percent of Business Council by President Obama in 2010. Ms. James also received the BDN’s 2010 Lettie Pate Whitehead Evans Award 1. Percentage of women on the European Executive Committee in 2009, as reported in 2009 CRS Report. 2. Percentage of women on the Executive Leadership Team at CCE. 3. Percentage of females Grade 101 and above. 4. Percentage in recognition of her outstanding corporate contributions of females below Grade 101. 5. Based on offi cial U.S. defi nition of diversity. 6. An organization of women and men at board level, in her community, and in helping other representing boards of directors, corporations, government agencies, academia, the legal and fi nancial professions, not-for-profi t organizations, and the media who seek to infl uence companies to further the advancement of women in women achieve their full potential in the business world. the boardroom and executive suites. 7. The forum promotes the ideas and visions of women on critical global economic and social issues. Workplace – continued Measuring our progress – Engagement — High engagement scores are a good indicator of a diverse and inclusive culture. In 2009 we conducted our fi rst global Retaining and developing on-the-job training to meet our engagement survey to measure our employees’ “commitment a talented workforce employees’ career goals, we and connection” to CCE’. We had a great response: 76 percent Our voluntary turnover rates are will strengthen our individual of our employees told us what they thought about working at already low, averaging 6.5 percent8 development planning process CCE, an increase of 14 percentage points on our engagement across CCE. However, we want to in 2011. This will include an online index from the previous survey. Their comments have informed do more to retain and develop our portal to allow employees and our action plans and human resources strategy for 2011. talent, particularly by providing managers to identify personal In particular, employees wanted more communication with competitive benefi ts and continually development opportunities which leadership, more development opportunities, and continued enhancing our development and also support the needs of the strong commitment to CRS and we are responding to these training programs. Providing wider team identifi ed through requests. We will conduct a second survey in 2011 to measure excellent learning and development TMR. We will also be expanding progress over the last two years towards our destination of opportunities strongly underpins our our leadership training, providing world-class engagement scores. diversity objectives. tools to help managers improve • Promotion/succession planning their people-management skills. Our six-monthly Talent In 2010, we provided 10,860 hours rules, market practices and social Providing equal opportunities Management Review (TMR) of specifi c leadership training. security arrangements in each We strive to offer a work environment country. Our plans are funded by that is fair and safe – one that process ensures that diverse In addition to formal training, our general assets, asset-holding encourages open and honest talent is developed and prepared we piloted formal and informal trusts and insurance contracts. dialogue, in which all employees for succession. Managers have mentoring programs in 2010. We seek to reward employees are treated with dignity, respect and the opportunity to highlight We identifi ed candidates through competitively and benchmark our honesty. As a signatory to the UN talented employees and prepare TMR and provided training for compensation on a regular basis. Global Compact, we commit to appropriate development plans mentors. We also piloted specifi c supporting internationally for them, creating a pipeline of commercial training and in 2011 We are also introducing new good, diverse candidates ready recognized human rights within our will establish a ‘Commercial policies which allow our own workplace and in those of our for leadership positions. Where Academy’ for our customer employees fl exibility in the way this is lacking, we work to recruit suppliers, as set out in our Supplier managers, fi eld sales teams they work and the ways we can 9 a wider variety of candidates to Guiding Principles . The majority and marketing employees to communicate with them. We have of our employees in Europe are refl ect the communities in which focus on customer planning, enhanced our 24-hour HR portal, we operate. covered by collectively bargained relationship building, selling ‘HeRe Online’, to allow employees labor agreements and we support • Learning and development and negotiation skills. to view their payslips, enroll for their right to membership of benefi ts and set performance In our 2009 engagement survey • Compensation and benefi ts relevant trade unions. In 2010, objectives online. In 2010, we also (see case study above), our We seek to cater for our we experienced labor disruptions gave every employee a CCE email employees asked for more employees’ diverse needs at two of our sites in France address, accessible from any learning and development at work, at home and in and Belgium; in each case, computer, and launched digital opportunities. Throughout 2010, retirement – all part of our we worked with employees and signage to communicate with our we invested $14.5 million in ‘Total Rewards’ strategy. union representatives to fi nd a training and resources, delivering plant-based employees. We will mutually satisfactory outcome. an average of three days per Our health and welfare benefi ts continue to add new tools and to employee. To ensure the right and retirement plans vary simplify processes, from contract Employees are encouraged to raise mix of coaching, feedback and according to the different eligibility changes to onboarding, in 2011. their workplace concerns or issues through a variety of channels – online, by speaking to our team of HR professionals, or through Recruiting from underprivileged communities in France our 24-hour confi dential Ethics — and Compliance hotline. We are We are working in partnership with the French Government reviewing our corporate Diversity on three key projects to promote equal opportunity and social and Equality Policy and will publish diversity. Each year our ‘Passport to Employment’ program a revised version in 2011. helps prepare 2,700 young people, mainly from deprived areas, for the world of work. The ‘Hope for the Suburbs’ program allowed us to recruit 14 percent of our new employees from underprivelaged communities between 2008 and 2010. We have also increased the number of apprenticeships we offer by 60 percent in the last two years, encouraging youth employment. This work was commended by François Fillon, French Prime Minister, in 2010.

8. This breaks down per country as follows: Great Britain, 6.5%; France, 3.9%; Belgium, 3.8%; The Netherlands, 6.7%; Luxembourg, 8.6%; Sweden, 17.2%; Norway, 12%. Data for the United States is not available because of the transaction. These ﬁ gures do not include turnover of temporary or seasonal workers. 9. See www.cokecce.com, ‘Doing business with CCE’ tab, for details of our Supplier Guiding Principles: www.cokecce.com/pages/_content.asp?page_id=248 Corporate Responsibility & Sustainability Report 2010/2011 39

Working towards achieving Developing an employee Employee spotlight world-class safety status wellbeing program — — Providing safe and healthy working In 2010, we investigated the health environments is fundamental to profi le of our workforce, including our sustainability and success as instances of absence and other Laurence Vanparis a business. trends. We wanted to understand Manufacturing Manager how we, as an employer, can better Dunkerque, France We aim to work to the highest help our employees to live healthy, — safety standards and 16 of our active lives. As a result we developed “I wanted to acknowledge International Women’s Day by 17 production facilities and three a company-wide strategy and holding a debate about the importance of women in industry commercial regions are certifi ed three-year action plan to support at our Dunkerque plant. Representatives from two leading to Occupational Health and Safety our employee wellbeing vision: women’s organizations in France – ‘Women in Industry’ and management system OHSAS 18001. ‘To promote a culture of wellbeing ‘Women Business Heads’ – joined the forum. The event was a We are working closely in all that empowers and encourages huge success and helped us to celebrate the rise in the number countries to achieve a consistent, our employees to ‘Live Positively’. of women now working at our Dunkerque plant. Twenty women high level of safety performance have been recruited from 2007 to 2010.” across our business. In 2011, we are launching a series of workforce wellbeing programs In 2010, our lost time accident to supplement many of our rate was 1.52 accidents per 100 existing initiatives. These include full-time-equivalent employees fl u vaccinations, on-site gyms or in our business as a whole, with discounted gym memberships and a rate of 1.13 in our production more. We aim to combine these facilities and 1.78 among our sales into a single corporate ‘wellbeing’ force. There were no fatalities. program and to include initiatives Our ultimate goal is to achieve such as an Employee Assistance zero accidents (see Figure 16). program which provides confi dential We are focusing our efforts on the advice on issues ranging from root causes of accidents: manual stress to fi nancial concerns. These handling, slips, trips and falls and initiatives will be tailored to cultural contact with stationary or moving differences in each country. objects. Because back injury accounts for the greatest number Recognizing diversity in Norway of lost time incidents, we have Looking to the future — an ergonomic program and — In December 2010, CCE in Norway was nominated ‘Best mechanical aids to reduce physical We will continue to strengthen Norwegian Diversity Company 2010’ by the Norwegian lifting. We are also extending our our workplace focus area over Directorate for Integration and Diversity. Because our tailor-made behavioral-based the coming year, supported by employees in Norway come from 46 countries, our bottling safety program across all territories, new initiatives and policies which plant in Oslo houses dedicated prayer rooms, offers canteen building management and underpin diversity and equality, menus to suit different religions and provides fl exible working employee involvement and safety and wellbeing at CCE. hours that respect employees’ religious celebrations and accountability. holidays. We also provide Norwegian language training to non-native speakers during work time which has had great We are also focusing on driving results since its launch one year ago. safety. We have a number of initiatives across Europe such as an online driver risk assessment Figure 16: Lost Time Accident Rate 2007–2010 program and a safe driver program to address priority risks in our fl eet of branded vehicles and company 2.71 cars. For each role in our company, we conduct safety risk assessments 2.20 and develop targeted, needs-based 1.81 safety plans, campaigns, toolkits 1.52 and training. We have in place a safety governance process and in each of our production, sales and distribution facilities, we have health and safety committees that implement our safety programs at 2007 2008 2009 2010 a local level. Number of lost time accidents per 100 full time equivalent employees 40

GRI

The summary table below shows where CCE’s information and data corresponding to the Global Reporting Initiative’s G3.0 Guidelines can be found. Page numbers refer to pages in this Corporate Responsibility and Sustainability report. Information disclosed on the Inside Front Cover is labeled ‘IFC’. Where information is disclosed in the Annual Report and 10-K (AR) and Proxy Statement (PROXY), it is also labeled accordingly. A full GRI index is available online at www.cokecce.com

Indicator Location Indicator Location Indicator Location Indicator Location 1.1 2 3.11 IFC EC 1 6, 32, AR LA 1 36 1.2 1, 2 ,12–13, AR 3.12 IFC EC 2 14 LA 2 38 2.1 IFC, AR, PROXY 3.13 41 EC 3 39, AR LA 7* 39 2.2 8–9 4.1 PROXY EC 6 11 LA 8 39 2.3 13 4.2 2, 12, PROXY EC 7 38 LA 10 36, 38 2.4 IFC 4.3. PROXY EC 8 23, 27 LA 13 36 2.5 5, AR 4.4 PROXY Environment 15, 21, 25 Human Rights 36–39 Management Management 2.6 6, AR 4.5 12, PROXY Approach Approach 2.7 5, 8–9, 28–29, 4.6 PROXY EN 1 24 HR 2 11 30–31, AR 4.7 PROXY EN 2 24–25 HR 5 38, AR 2.8 5, 6, 8–9, AR 4.8 11, 12–13, 21, PROXY EN 3 14–15 Society 11, 33 2.9 IFC, 2 4.9 PROXY Management EN 4 14–15 2.10 11, 37, 39 4.10 PROXY Approach EN 8 20 3.1 IFC 4.11 12, AR SO 1* 33 EN 16 15 3.2 IFC 4.12 IFC, 13, 19 SO 5 13, 19, 31 EN 17 15 3.3 IFC 4.13 IFC, 11, 13, 19, 21 Product 11, 28–31 EN 19 15 3.4 IFC Responsibility 4.14 10 EN 20 15 Management 3.5 IFC 4.15 10 Approach EN 21 20, 23 3.6 IFC 4.16 3, 11, 38–39 PR 1 25 EN 26 24–27 3.7 IFC 4.17 3, 11, 38–39 PR 3 28, 31 EN 27 15–19, 20–23,24–25 3.8 IFC Economic 2–9, AR, PROXY PR 6 30–31 Labor 35–39 3.9 IFC, 5, 15, 37 Management Management * partial compliance Approach approach

CEO Water Mandate

Communication are required to report progress Principle Page annually against its six core on Progress-Water 1. Direct Operations 22–23 (COP-Water) principles. Our progress detailed in the report is indexed opposite. 2. Supply Chain and Watershed 21, 23 CCE signed the UN Global Compact’s CEO Water Mandate 3. Collective Action 21, 23, 33 (CEOWM) in early 2009. This 4. Community Engagement 21, 33 public-private partnership helps us develop and implement 5. Public Policy 21 water sustainability policies and 6. Transparency 20–23, 33 practices. Endorsing companies 41

Assurance statement

SGS United Kingdom Ltd’s report on sustainability activities in the Coca-Cola Enterprises, Inc. Corporate Responsibility The assurance comprised a AA1000 ACCOUNTABILITY combination of pre-assurance PRINCIPLES (2008) and Sustainability Report for 2010/2011 research, interviews with relevant CONCLUSIONS, FINDINGS employees at European AND RECOMMENDATIONS Headquarters (Uxbridge, UK), visits to a sample of operational sites The Foundation (Ghent, Belgium; Grigny, France; Principle of Inclusivity Stockholm, Sweden; Wakefi eld, UK) The inclusion of all stakeholders NATURE AND SCOPE OF THE reporting history and capabilities and interviews in person and/ is fundamental to the AA1000 ASSURANCE/VERIFICATION of the Reporting Organization. or by telephone with personnel standards and an organization SGS United Kingdom Ltd was This report has been assured as responsible for country-specifi c needs to demonstrate that it commissioned by Coca-Cola an AA1000AS Type 2 assurance at reporting in all operational locations identifi es and understands Enterprises, Inc. (CCE) to conduct a moderate level of scrutiny using (Belgium, France, Netherlands, stakeholders, their capacity to an independent assurance of the our protocols for: Norway, Sweden, UK). engage, and their views and Corporate Responsibility and • evaluation of the report content Documentation and records were expectations. Sustainability Report 2010/2011. and supporting management reviewed and validation was The scope of assurance, based • The report includes a stakeholder systems against the AA1000 conducted where relevant, including on the SGS Sustainability Report map and gives a good description Accountability Principles (2008); the observation of the Commitment Assurance methodology, included of the boundaries of the 2020 Roundtable in March 2011. text and selected 2010 data in • evaluation of content veracity and organization, its responsibilities Additional interviews and site visits accompanying tables of this systems for reporting and collation and the delineation between were conducted for verifi cation report as described below. of data from sites and through The Coca-Cola Company and CCE of greenhouse gas reporting, to corporate level, with particular – an important delineation which as detailed in our separate The information in the Corporate focus on data related to the demonstrates the understanding verifi cation statement (available on Responsibility and Sustainability following KPIs: of the clouding of perception www.cokecce.com). Financial data Report 2010 of CCE and its by stakeholders. – Carbon Footprint – see drawn directly from independently presentation are the responsibility of separate verifi cation statement audited fi nancial accounts has not • There are excellent examples of the directors and the management against WRI GHG Protocol for been checked back to source as the inclusion of key stakeholder of CCE. SGS United Kingdom Ltd has detailed fi ndings part of this assurance process. groups in the direction of future not been involved in the preparation – Water Use Ratio strategy at a top line level and in of any of the material included in VERIFICATION/ internal engagement. It would the Corporate Responsibility and – Internal recycling and ASSURANCE OPINION be good to see this engagement Sustainability Report 2010/2011. recovery rate On the basis of the methodology expanding to other stakeholder Our responsibility is to express an – Lost Time Incident Rate; and described and the verifi cation work groups and mirrored in opinion on the text, data, graphs • evaluation of content veracity and performed, we are satisfi ed that the stakeholder engagement at and statements within the scope systems for reporting at corporate information and data contained all levels of the organisation in of verifi cation set out below with level, with particular focus on data within the Corporate Responsibility future reporting. the intention to inform all related to the following KPIs: and Sustainability Report 2010/2011 CCE’s stakeholders. • The production of country reports and within the scope verifi ed is – % Recycled PET used is a good indicator of the accurate, reliable and provides a The SGS Group has developed – % products made available commitment to embedding the fair and balanced representation a set of protocols for assurance with no/low calorie content CSR across the company and of CCE’s sustainability activities in of sustainability reports based on encouraging each country to – Females in Workforce. 2010. The assurance team is of the current best practice guidance address the local material issues. opinion that the report can be used provided in the Global Reporting The production this year can be Alignment with the Global Reporting by the reporting organization’s Initiative Sustainability Reporting used to evaluate how well the Initiative Sustainability Reporting stakeholders. We believe that Guidelines (2006) and the AA1000 reports refl ect corporate practice. Guidelines (2006) was not included the organization has chosen an Assurance Standard (2008). These in the assurance. appropriate level of assurance protocols follow differing options for this stage in their reporting. for Assurance depending on the Corporate Responsibility & Sustainability Report 2010/2011 42

The Principle of Materiality The Principle of Responsiveness Signed: To make good decisions and actions Responsiveness is how an For and on behalf of SGS an organization and its stakeholders organization demonstrates that United Kingdom Ltd need to know the issues that are it responds to its stakeholders material to the sustainability and is accountable to them. performance of the organization. • CCE has the governance and A material issue is an issue that will management structure to infl uence the decisions, actions and translate feedback from performance of an organization or Jan Saunders stakeholders into action. its stakeholders. UK Systems and Services Sustainability management Certifi cation Business Manager • The report refl ects the well- throughout the countries where June 2011 developed systems for identifying the organization has sites is www.sgs.com and prioritizing material issues developed and reporting by each at the top level. Good practice is country will demonstrate how noted in working with various well this is working. agencies for independence of • The organization has carried out view and to inform decisions and stakeholder engagement at all work has been carried out on levels and future reporting needs benchmarking and leadership. to follow through to demonstrate The development and review of how they have responded, the material issues is ongoing which outcomes and to expand on the is refl ected in the report and future links from stakeholder feedback reports should follow through to the resulting actions and feedback from stakeholder decision making. engagement. • Key indicators and goals have • The report includes all key been developed to refl ect material material issues and these have issues and are clearly linked to the been addressed in the report company vision. Future reporting at an appropriate level. Key should demonstrate how these indicators are mapped back to are used proactively to achieve the main material issues and the leadership position they performance. The test will be how aim for. the organization addresses these issues going on from here. A detailed internal management • CCE wants to be a leader in report with results and sustainability and future reporting recommendations against this and performance need to show standard has been provided to CCE. that this is a constant programme that takes into account the changing sustainability context and maturity of issues and stakeholder concerns. STATEMENT OF INDEPENDENCE AND COMPETENCE The SGS Group of companies is the world leader in inspection, testing and verifi cation, operating in more than 140 countries and providing services including management systems and service certifi cation; quality, environmental, social and ethical auditing and training; environmental, social and sustainability report assurance. SGS United Kingdom Ltd affi rm our independence from Coca-Cola Enterprises, being free from bias and confl icts of interest with the organisation, its subsidiaries and stakeholders. The assurance team was assembled based on their knowledge, experience and qualifi cations for this assignment, and comprised auditors registered with IRCA (Certifi ed Sustainability Assurance Practitioner) and IEMA (Environmental Auditor). Corporate Responsibility & Sustainability Report 2010/2011 43

United Nations Global Compact

CCE is a signatory of the UN Global Principle Page Compact and has committed to Principle 1: Support and respect protection of internationally proclaimed human rights 11, 13, 32–33, 38, 39 supporting its ten principles in the areas of human rights, labor, Principle 2: Make sure business is not complicit in human rights abuses 11, 13, 38 environment and anti-corruption. Principle 3: Uphold freedom of association and right to collective bargaining 11, 38 Opposite is an index detailing Principle 4: Support elimination of all forms of forced and compulsory labor 11, 38 where you can ﬁ nd our progress against these principles within Principle 5: Support effective abolition of child labor 11, 38 this report. Principle 6: Eliminate discrimination in employment and occupation 36–39 Principle 7: Support a precautionary approach to environmental challenges 11, 14–19, 20–23, 24–27 Principle 8: Undertake initiatives to promote greater environmental responsibility 14–19, 20–23, 24–27 Principle 9: Encourage the development and diffusion of environmentally friendly technologies 16–19, 22–23, 25 Principle 10: Work against all forms of corruption, including extortion and bribery 11, 13, 38

Further resources

Governance CCE Greenhouse Gas Recycle Zone: Norwegian Red Cross: — Verifi cation Statement 2010: www.recycle-zone.co.uk http://www.rodekors.no/oslo http://www.cokecce.com/assets/ CCE Environmental Policy: Recycling at The Coca-Cola Company: Sweden Beach Clean Up: uploaded_fi les/FinalGreenhouseGas http://www.cokecce.com/assets/ www.livepositively.com/recycling www.strandraddare.se uploaded_fi les/CCE_Environmental_ Verifi cationStatement_Coca- ColaEnterprises.pdf PolicyMay2011.pdf Product portfolio Active healthy living Water stewardship — CCE Code of Business Conduct: — www.cokecce.com/assets/uploaded_ — European Food Safety Authority (EFSA): Live Positively: fi les/2010-business-conductofcode.pdf The Coca-Cola Company 2011 www.efsa.europa.eu www.livepositively.com Water Replenishment Report: CCE Annual Report and Form 10-K: International Sweeteners Association: http://www.thecoca-colacompany.com/ Schweppes Abbey Well Schwim Free: http://media.corporate-ir.net/media_ www.sweeteners.org citizenship/pdf/replenish_2011.pdf www.schwimfree.co.uk fi les/irol/11/117435/2010AR.pdf Association of European Beverages Product Water Footprint Assessments: ADEPS: www.adeps.be Charter for the CRS Committee Associations (UNESDA): Practical Application in Corporate Water of the Board of Directors: www.unesda.org Stewardship, Sept 2010: BLOSO: www.bloso.be http://phx.corporate-ir.net/ http://www.thecoca-colacompany.com/ The Coca-Cola Company product External.File?item=UGFyZW50SUQ9NjI1N Mission Olympic: presscenter/TCCC_TNC_WaterFootprint website: http://www.virtualvender. Dl8Q2hpbGRJRD0tMXxUeXBlPTM=&t=1 www.missionolympic.nl Assessments.pdf coca-cola.com/ft/index.jsp UN Global Compact: Coca-Cola European The Coca-Cola Company Great Britain www.unglobalcompact.org Sustainable Visitors Center: packaging/recycling Responsible Marketing Charter: http://www.cocacolabelgium.be/ CCE 2011 Proxy Statement: http://www.coca-cola.co.uk/about Bezoek-ons-European-Visitors-Center http://media.corporate-ir.net/media_ — -us/responsible-marketing.html fi les/irol/11/117435/2011Proxy.pdf Vinspired: http://vinspired.com Gi Jernet: http://wn.com/Gi_jernet Truvia: www.truvia.com Eco-Emballages: Workplace Energy conservation/ www.ecoemballages.fr Appletiser: http://www.appletiser.co.uk climate change — Capri Sun: http://www.capri-sun.co.uk — Fost Plus: www.fostplus.be CCE careers: careers.cokecce.com/careers.aspx BIER Beverage Industry Sector Guidance Nedvang: www.nedvang.nl Community for Greenhouse Gas Emissions UN Global Compact: Plastic Heroes Campaign: — Reporting: www.unglobalcompact.org www.plasticheroes.nl Education Centers: www.bieroundtable.com www.cokeeducation.co.uk Board of Directors Network (BDN): Returpack: www.returpack.se Carbon Disclosure Project: The Real Business Challenge: www.boarddirectorsnetwork.org www.cdproject.net Norsk Resirk: www.resirk.no www.therealbusinesschallenge.co.uk The Board of Directors Network Carbon Trust: www.carbontrust.com DEFRA (Department for Environment, King Baudouin and Women in the Boardroom 2010 Food and Rural Affairs): Georgia Public Companies Study: Cancun Communiqué: Queen Paola Foundations: www.defra.gov.uk http://www.boarddirectorsnetwork.org/ http://www.cpsl.cam.ac.uk/pdf/the%20 http://www.kbs-frb.be/index. docs/2010_study.pdf Cancun%20Communique%2016_11.pdf Waste and Resources Action aspx?LangType=1033 Program (Courtauld Commitment): http://www.sk-fr-paola.be/ www.wrap.org.uk Coca-Cola Enterprises, Inc. 2500 Windy Ridge Parkway Atlanta, GA 30339 +1 678 260-3000 www.cokecce.com