2 0 1 5 S u s ta i n a b i l i t y R e p o r t
INDEX
Letter to Stakeholders
3
Sustainability highlights
Marketplace,
Meeting all challenges
4
The path towards sustainability Social reporting Methodological references Stakeholders:
mapping and engagement initiatives Materiality matrix 5
6
6
Production and sales Commercial policy Sustainable procurement policies The new Supply Chain CORPORATE IDENTITY Coca-Cola HBC Italia History “tidbits” The strategic pillars
and values of Coca-Cola HBC Italia Corporate governance,
business ethics and anti-corruption
Governance
Organizational model Instruments governing
business conduct Management systems 2
Coca-Cola product range
Food quality and safety Responsible marketing Complaint Resolution WORK,
ENERGY FOR GROWTH People at Coca-Cola HBC Italia Training Development of people Safety and welfare of employees Health and safety Engagement and well-being 7
7
10
11
12
13
15
15
16
16
18
19
20
21
21
22
23
25
27
28
28
31
ENVIRONMENT,
Growing responsibly
Environmental policy
Product life cycle
Resource management
Water management Energy management Use of raw materials Sustainability of packaging Waste management and recycling Emissions CO2 emissions
Efficiency of logistics COMMUNITY,
Commitment to Creating Value
Economic and employment impact in Italy
Initiatives of Coca-Cola HBC Italia Promoting an active lifestyle Coca-Cola HBC Italia Foundation
Support for the Italian Red Cross
and Special Olympics Italy The recreational-educational project
Open Factories GLOSSARY
CONTENT CORRELATION
TABLE GRI–G4
32
33
34
36
37
38
39
39
40
40
41
42
43
45
46
46
46
48
49
51
51
52
52
52
53
54
2015 Sustainability Report
Letter to Stakeholders
D
ear Stakeholders,
in 2015 the company undertook a growth path in line
with the context of sustainability described in this
document and with the values that distinguish the work
of Coca-Cola HBC Italia.
Acting in the best possible way as an enterprise, preserving and increasing the trust of our stakeholders is
crucial and strategic for the improvement of our performance.
The results achieved have contributed to confirm the European and global leadership of Coca-Cola Hellenic
Bottling Company, to which Coca-Cola HBC Italia proudly belongs, for sustainability in the beverage
industry in 2015, according to the parameters of the Dow Jones Sustainability Index.
The great involvement and commitment of all employees, to which the Company provided 2,700 more
training hours than in 2014, has helped the Company strengthen the results with a sustainable growth
perspective in the long term. An example that I would like to emphasize in this regard concerns the
respect for and protection of the environment: we have outlined a plan to reduce the use of water and CO2
emissions per liter of beverage by 2020, a project that will allow the Company to increase efficiency while
reducing the impact of its activities.
The plants of Nogara and Rionero in Vulture, which in 2015 obtained the EWS (European Water
Stewardship) certification attesting to the proper management of water resources, stand as a
demonstration of this concrete commitment.
With regard to CO2 emissions, we achieved significant reductions due to the transport of products by rail
and the launch of innovative projects, such as “Zero Emission Distribution”, a model of virtuous logistics to
serve urban centers using electric vehicles.
Consistently with the path started last year with regard to reporting, we have strengthened and expanded
the process of engaging with our stakeholders, in line with the provisions of the GRI-G4 standard followed
in drafting this document.
For each strategic issue that can produce a significant economic, social and environmental impact,
we have collected the opinions of our people in order to understand their views on integration of
sustainability in business processes. At the same time we have involved numerous external stakeholders
belonging to various categories (customers, suppliers, media, universities, non-profit associations,
consumer associations) to learn about their thoughts on the same issues.
Engagement represents a useful experience of dialogue and a true engine for our growth: it has allowed
us to obtain useful information to guide our business strategy, creating value for all the supply chain, for
the communities in which we operate, and for our employees.
I hope you enjoy reading the report!
Vitaliy Novikov
General Manager, Coca-Cola HBC Italia
2
3
2015 Sustainability Report
Sustainability Highlight | The path towards sustainability
Sustainability hightlights
The path towards sustainability
Sustainability hightlights
The Key figures of Coca-Cola HBC Italia are the following:
Underpinning the commitment of Coca-Cola HBC Italia there is a strong
desire to ensure the success and continuity of the enterprise over time
with the continued reduction of its environmental footprint and concrete
contribution to the quality of life in the communities in which it operates.
1
This is why, in light of the increasing number of challenges concerning sustainability, Coca-Cola HBC Italia has decided to launch a
number of priority activities for the business and its stakeholders in the following areas:
5
NO. in the soft drinks sector and in
the beverage sector and NO. in the
Food & Beverage industry in terms
of resources generated
and distributed in the italian
economic system
production plants in Italy,
including 3 belonging to Coca-Cola
HBC Italia and 2 to Fonti del Vulture1
5
815 million in value
generated and distributed
in Italy, i.e. 0,05% of GDP
2.010 employees,including
1.939 of Coca-Cola HBC Italia
and 71 of Fonti del Vulture
Workplace
Environment
Marketplace
Local Communities
For each of these issues, in line with the policies for sustainability of Coca-Cola Hellenic Bottling Company, Coca-Cola HBC Italia
set targets and actions transparently, by measuring and monitoring the progress made with the same rigor that it applies to
other business areas. The Company adheres to internationally recognized methodologies and standards to provide disclosures
with the utmost transparency on its actions and progress made through the Sustainability Report.
EWS (European Water
Stewardship) certification
for the plants in Nogara
and Rionero in Vulture
2.700 more training
hours compared
to 2014
-23
COCA-COLA HELLENIC BOTTLING COMPANY
LEADER IN SUSTAINABILITY
580.000 people
%
played sport with
Coca-Cola HBC Italia
complaints reported
by consumers
over the previous year
It was the eighth year in which the Company was included in the DJSI, the global benchmark
for corporate social responsibility with rigorous assessment processes and a focus on leading
companies.
100%
electric power acquired
from renewable sources
4
In September 2015, Coca-Cola Hellenic Bottling Company was named the European and global
leader in sustainability for the second year in a row according to the Dow Jones Sustainability Index.
Among 2,500 companies around the world and from different industrial sectors, Coca-Cola Hellenic
Bottling Company was ranked first in the beverage industry with a total result 87/100, i.e.
34 points higher than the average. The Group was the best according to eight criteria: code of
conduct in business / compliance / anti-corruption; environmental policy; packaging; origins of
raw materials; human capital development; health and nutrition; social reporting; attracting and
retaining talent.
Award of
“
Prize for prevention - Enhancing environmental
sustainability of packaging” thanks to a reduced
use of PET plastic bottles of Lilia, Sveva
and Toka water
2015 CONAI
1. As from 1 April 2016, Norda has acquired the production site, mining concessions and license to use the trademarks relating to the sources Felicia, Solaria and Toka
Coca-Cola Hellenic Bottling Company was also in the eighth place of 100 companies included
in the Financial Times Stock Exchange (FTSE 100) Index and first among companies in
the beverage sector for reporting on CO2 emissions, according to the classification
compiled by Carbon Clear.
On the occasion of these awards, Coca-Cola HBC Italia announced that by 2020 it intends
to reduce water usage by 30% and direct emissions of carbon dioxide by 50%,
compared to the 2010 results.
5
2015 Sustainability Report
The Path Towards Sustainability
Social Reporting
Since 2004, Coca-Cola HBC Italia has undertaken its path
in the area of corporate social responsibility, publishing an
annual Sustainability Report.
This is the tool with which the Company presents its
sustainability policies and accounts for the results achieved
in various areas of commitment. Since 2011, a website
dedicated to sustainability has also been created (www.
lanostraricetta.it), which is able to offer a simple and
complete representation of the Company’s strategies
and actions. The reference area for drawing up the 2015
Sustainability Report covers the period 1 January - 31
December 2015 (on an annual basis) for both Coca-Cola
HBC Italia S.r.l. and for the company Fonti del Vulture S.r.l..
The information relates to the activities carried out in 5
production plants in Italy, including 3 belonging to
Coca-Cola HBC Italia and 2 to Fonti del Vulture (the mineral
water bottling plant in Monticchio, province of Potenza,
is included in the 2015 Report, although the sale of the
property was announced officially in 2016). To draw up
this Sustainability Report, Coca-Cola HBC Italia, under
the coordination of the Department of Public Affairs and
Communication, carried out an internal process involving the
organizational structure through contributions from various
corporate areas and functions. The data were collected
through special surveys and interviews with department
managers according to the approach required by the G4
standard, and subsequently verified with an internal control
process. No external assurance of the report was required.
Methodological References
For the preparation of this Sustainability Report,
Coca-Cola HBC Italia carried out a careful mapping of its
stakeholders, by activating channels for internal and external
stakeholders, which allowed it to verify their indications,
including them in the Company’s targets and business
activities to build the materiality matrix.
In particular, the identification, mapping and interview of
Stakeholders were performed according to the International
Standard AA1000 Stakeholder Engagement Standard, which
supports stakeholder engagement methodologically so as
to perform it in agreement with strategic issues that are
significant for the Company. The drafting of the Sustainability
Report, also for the 2015 edition, followed the guidelines of the
Global Reporting Initiative GRI-G4.
Based on the current coverage of the indicators associated
with the material aspects summarized in the final correlation
table, the level of compliance with the GRI-G4 Guidelines is
“in accordance - core”.
Moreover, in line with the aforementioned standard, Coca-Cola
HBC Italia revised its analysis of materiality, whose final result
was obtained from the assessments of the organization and its
stakeholders.
Stakeholders:
Mapping and engagement initiatives
Stakeholders are entities on which the enterprise has an impact
and that, at the same time, have an impact on the enterprise
itself. The driving factor that directs Coca-Cola HBC Italia in the
management of social responsibility consists in the continuous
attention to and engagement with its stakeholders.
The dialogue takes place through various tools such as
meetings, surveys and researches, all aimed at involving
employees, customers, suppliers, non-profit organizations
and any other stakeholders.
The following is the stakeholder map of Coca-Cola HBC Italia,
built by taking into account all main stakeholders
by homogenous category with whom the Company interacts in
carrying out its activities.
Materiality matrix
The analysis of materiality is a strategic tool to define the most
relevant and significant issues for the Company and for all its
stakeholders. All issues that influence the decisions, actions
and performance of an organization and/or its stakeholders
are defined as “material”.
Therefore, it is important both to define the issues inside the
organization and to enable appropriate forms of engagement
and dialogue with stakeholders in order to understand the
relevance of “material” issues for the same.
The path to build the 2015 Sustainability Report and the
materiality analysis was in line with the path of
Coca-Cola Hellenic Bottling Company by making use of two
internationally recognized standards, i.e. GRI G4, which places
emphasis on the preparation of the analysis of materiality,
and AA1000 for Stakeholder Engagement. In particular, the
analytical work of Coca-Cola Hellenic Bottling Company led to
the identification of strategic issues, namely those producing a
significant economic, social and environmental impact.
The stakeholder map of Coca-Cola HBC Italia
MARKET
Competitors
Industry
associations
6
SUPPLIERS
& partners
Raw material
suppliers
Transport
Other suppliers of
goods and services
Commercial Partners
Customers
Employees
Mass retailers
Ho.Re.Ca
Operations
Sales
Staff
Trade unions
Coca-Cola
system
Coca-Cola Hellenic
Bottling Company
Coca-Cola Italia
Institutions
National institutions
Local public bodies
Public Authorities
LOCAL
COMMUNITY
Schools
Citizens
Civil society
Media - Opinion Leaders
World of sport
Environmental associations
Medical and scientific
communities
Universities
Non-profit associations
/ NGOs / volunteers
Consumers
End consumers
Consumers’ Associations
7
2015 Sustainability Report
The Path Towards Sustainability
Materiality matrix of Coca-Cola HBC Italia
10,0
Innovation
The result was a list of “material” issues, which was the
starting point for the analysis of the Italian context.
The second phase of the process was the assessment of
issues to define their position on the matrix, obtained
by checking the degree of importance both for the
organization and for external stakeholders at different
analytical moments:
a questionnaire for the Senior Leadership Team, i.e.
the Board of Coca-Cola HBC Italia, to best define
the relevance of the issues proposed in line with the
Company’s strategy;
a series of interviews with 11 top-middle managers;
an online questionnaire, to which approximately 30
managers replied, in order to understand their strategic
vision and their opinions as to the degree of integration
of sustainability within business processes;
an online questionnaire for external stakeholders: a
total of 24 stakeholders in the following categories
replied: customers (mass retailers, Ho.re.ca.), suppliers
and partners (suppliers of raw materials, transport,
other goods and services), civil society (the media,
world of sports, non-profit associations, universities),
institutions (national institutions, local institutions,
public authorities), market (competitors, industry
associations) and consumers (end consumers, consumers’
associations).
The result of the process was the materiality matrix of
Coca-Cola HBC Italia shown on the next page.
All issues with scores of at least 7 on a scale from 1 to 10 on
both axes were evaluated as significant for the Company.
Relevance for external stakeholders
9,5
9,0
Direct and
indirect
economic
impacts
Packaging,
recycling
and waste
management
Corporate governance,
business ethics and
anti-corruption
Water
stewardship
Sustainable
sourcing
Health
and nutrition
8,5
Employee
well-being
and engagement
8,0
Product
quality
and integrity
Carbon
and energy
7,5
Human rights
and diversity
7,0
7,0
Community
investments
and engagement
7,5
8,0
Responsible
marketing
8,5
9,0
9,5
10,0
Relevance for senior leadership team, top-middle management, internal stakeholders
The issues with a greater relevance (a score of at least 8 on both axes) and that were the subject of in-depth analysis in the
2015 Sustainability Report are:
International
Guidelines
GRI-G4 for
sustainability
reporting
Product quality and integrity
Corporate governance,
business ethics and fight against corruption
Health and nutrition
Water management
Packaging, recycling and waste management
Views of
Industry
benchmarking
and analysis of
Coca-Cola Hellenic
Bottling Company
External
stakeholders
Survey
of employees
The scope of each material issue is reconstructed below, i.e.
information on the internal and external stakeholders on which
each issue has a direct impact.
Coca-Cola HBC Italia refers to Coca-Cola HBC Italia S.r.l.,
Fonti del Vulture S.r.l. and their
respective employees.
INTERNAL AND EXTERNAL SCOPE OF MATERIAL ISSUES
Perspectives of Senior
Leadership Team
Interviews of Top-middle
Management
identification of
12 strategic
issues
relevant for
the sustainable
development
of Coca-Cola HBC
Italia
8
Assessing the relevance of:
„ Carbon and energy
„ Packaging, recycling and waste
management
„ Water stewardship
„ Sustainable sourcing
„ Corporate governance, business ethics
and anti-corruption
„ Responsible marketing
„ Community investments
and engagement
„ Human rights and diversity
„ Employee well-being
and engagement
„ Product quality and integrity
„ Health and nutrition
„ Direct and indirect economic impacts
„ Innovation
Issue
Internal
External
Product quality and integrity
Coca-Cola HBC Italia
Coca-Cola System, customers, consumers, local communities, civil society
Corporate governance, business ethics
and anti-corruption
Coca-Cola HBC Italia
Institutions, suppliers and partners, Coca-Cola system, local
communities, civil society
Health and nutrition
Coca-Cola HBC Italia
Coca-Cola System, customers, consumers, local communities, civil society
Water stewardship
Coca-Cola HBC Italia
Institutions, local communities, civil society
Packaging, recycling and waste
management
Coca-Cola HBC Italia
Customers, auppliers and partners, institutions, local communities, civil
society
Employee well-being and engagement
Coca-Cola HBC Italia
Coca-Cola system
Responsible marketing
Coca-Cola HBC Italia
Customers, consumers, civil society
Direct and indirect economic impacts
Coca-Cola HBC Italia
Suppliers and Partners, institutions, local communities, civil society
Innovation
Coca-Cola HBC Italia
Coca-Cola System, suppliers and partners, customers
Carbon and energy
Coca-Cola HBC Italia
Customers, suppliers and partners, institutions, local communities, civil
society
Sustainable sourcing
Coca-Cola HBC Italia
Suppliers and Partners, institutions, local communities, civil society
Human rights and diversity
Coca-Cola HBC Italia
Suppliers and Partners, institutions, local communities, civil society
Community investments
and engagement
Coca-Cola HBC Italia
Institutions, local communities, civil society
9
2015 Sustainability Report
CORPORATE IDENTITY
Coca-Cola HBC Italia
Nogara (VR)
CORPORATE IDENTITY
Solidity and vitality projected towards the future
Coca-Cola has been operating in Italy for
nearly a hundred years, i.e. since 1919 with
a registered trademark, and since 1927
with the beginning of bottling operations.
Coca-Cola operations in Italy are
conducted by the following companies:
Coca-Cola HBC Italia S.r.l,
Coca-Cola Italia S.r.l.,
Oricola (AQ)
Marcianise (CE)
Rionero in Vulture (PZ)
Monticchio (PZ)
Fonti del Vulture S.r.l.,
Sibeg S.r.l.
Coca-Cola Italia S.r.l., a subsidiary of The Coca-Cola Company,
is responsible for strategic marketing activities, brand
management and protection, reputational risk, packaging,
promotion aimed at consumers, advertising, market research,
brand communication and institutional relations.
Coca-Cola HBC Italia History “tidbits” The strategic pillars and values of Coca-Cola HBC Italia Corporate governance, business ethics and anti-corruption Governance
Organizational model
Instruments governing business conduct
Management systems
Coca-Cola product range
Food quality and safety
Responsible marketing
Coca-Cola HBC Italia is controlled by Coca-Cola Hellenic
Bottling Company, a company listed on the London and New
York stock exchanges, which operates with over 33,000
employees at 59 plants and 292 warehouses and distribution
centers, serving 594 million end consumers in 28 Countries
(besides Italy, also in Armenia, Austria, Belarus, Bosnia and
Herzegovina, Bulgaria, Cyprus, Croatia, Estonia, Greece,
Northern Ireland, Latvia, Lithuania, Macedonia, Moldova,
Montenegro, Nigeria, Poland, Czech Republic, Republic of
Ireland, Slovak Republic, Romania, Russia, Serbia, Slovenia,
Switzerland, Ukraine, and Hungary).
More specifically, Coca-Cola HBC Italia is one of the largest
companies in the soft drinks industry on Italian national
territory and the largest bottler of products sold under
the brand The Coca-Cola Company in Italy. It deals with
the merchandising of products, relations with customers,
implementation of promotions, activities relating to Corporate
Social Responsibility issues, public and institutional relations
and distribution of products throughout Italy with the
exception of Sicily. Coca-Cola HBC Italia buys concentrates
from The Coca-Cola Company and packages the product at five
bottling plants widely scattered in Italy.
In 2006, together with The Coca-Cola Company, it entered
the mineral water market by acquiring Fonti del Vulture.
The companies Coca-Cola HBC Italia S.r.l. and Fonti del Vulture
S.r.l., now operating at five bottling plants in Nogara (Verona),
Oricola (L’Aquila), Marcianise (Caserta), Monticchio (Potenza)2
and Rionero in Vulture (Potenza) are taken into consideration for
the purpose of this Report. The Company also has a warehouse
in Buccinasco (Milan) and its headquarters are located in Sesto
San Giovanni (Milan), where it was transferred in 2015.
Nogara The plant in Nogara (Verona) was opened in 1975,
and Coca-Cola HBC Italia has been operating there since 1995.
It is the largest production site in Italy (138,000 sq.m.).
This plant produces Coca-Cola, Fanta, Sprite, Nestea,
Powerade, Kinley, in the following formats: PET, glass, cans,
Pre-Mix and Bag-in-Box.
Oricola
The plant in Oricola (L’Aquila) was opened in 1989.
Coca-Cola HBC Italia has been operating there since 1995.
It occupies an area of 130,000 sq.m. and produces
Coca-Cola, Fanta, Sprite, Nestea and Kinley in the following
formats: PET, Pre-Mix and Bag-in-Box.
Marcianise
The plant in Marcianise (Caserta) was opened
in 1977. Coca-Cola HBC Italia has been operating there since
2008. It occupies an area of 106,000 sq.m. and produces
Coca-Cola, Fanta, Sprite, Nestea and Kinley in the following
formats: glass, PET and cans.
Fonti del Vulture – Rionero in Vulture The plant in Rionero
in Vulture (Potenza), originally built in 1896, was rebuilt in
1979. Coca-Cola HBC Italia has been operating there since
2006. This is where the Lilia and Sveva brands are bottled at
source in various formats of PET containers.
Fonti del Vulture – Monticchio The plant in Monticchio
(Potenza), built in 1967, was reconstructed in 1993. This is
where the Toka, Solaria and Felicia brands are bottled at
source in various formats of PET containers.
Complaint Resolution
10
2. As from 1 April 2016, Norda has acquired the production site, mining concessions and license to use the trademarks relating to the sources Felicia, Solaria and Toka.
11
2015 Sustainability Report
CORPORATE IDENTITY
The strategic pillars and values of Coca-Cola HBC Italia
History “Tidbits”
1927
Beginning of operations
in Italy with the first
Coca-Cola manufacturing
and bottling plant of
Società Romana Acque
Gassose.
1995
Coca-Cola Bevande Italia
S.p.A. is established with
the merger of 11 bottling
companies operating
in the Northern
and Central Italy
(which became 16
in 1998).
2003
Coca-Cola Bevande Italia
S.p.A. merges with CCB
Holdings Italia S.r.l., which
in the same year changes
its name to Coca-Cola
Bevande Italia S.r.l.
2004
Publication of the first
Sustainability Report
of Coca-Cola Bevande
Italia S.r.l.
2005
Coca-Cola Bevande Italia
S.r.l. is renamed
Coca-Cola HBC Italia S.r.l.
2006
Coca-Cola HBC Italia
S.r.l. and Coca-Cola Italia
S.r.l. enter the water
market with the company
Fonti del Vulture S.r.l.,
with strong local roots
and characterized by
innovative technologies.
2008
Coca-Cola HBC Italia S.r.l.
acquires Socib S.p.A.,
Società d’Imbottigliamento
Bevande of the Capua
Group, operating in
southern Italy since the
‘60s, thereby adding five
southern regional districts
to its market.
2010
Entry into operation
of the cogeneration plant
in Nogara (Verona).
2011
Design of the website
www.lanostraricetta.it
dedicated to social and
environmental issues.
2015
The Nogara plant
celebrates its 40 years
in business and
Coca-Cola HBC Italia
enters the Guinness World
Record for the largest
human bottle in the world.
Coca-Cola HBC Italia operates in the so-called established
markets, which in addition to Italy include another five
European Countries: Greece, Cyprus, Switzerland, Austria
and Ireland. The other regions are referred to as “expanding
markets” and consist of nine European Countries (Estonia,
Latvia, Lithuania, Poland, Czech Republic, Slovakia, Hungary,
Croatia and Slovenia) and finally, the “emerging markets”,
which include twelve Countries (Russia, Belarus, Moldova,
Ukraine, Armenia, Romania, Bulgaria, Serbia, Montenegro,
Macedonia, Bosnia-Herzegovina, Nigeria). Within the
established markets, Italy is the Country with the highest
sales volumes, up by 2.2% in 2015.
SALES VOLUME - ESTABLISHED MARKETS
Volume in million
of UC units
2013
2014
2015
2015-2014(%)
change
Austria
91,6
89,6
89,9
0,40%
CYPRUS
16
16
16,1
2,20%
GreEcE
98
100
101
1,00%
ITALY
290
260
266
2,20%
Ireland
73
73
71,6
-1,70%
SWITZERLAND
83
77
76,8
-0,40%
In line with Coca-Cola Hellenic Bottling
Company, the strategic pillars of Coca-Cola
HBC Italia are represented by so-called
four Cs, the “manifesto” that includes the
“material” issues relevant for the Company
and its stakeholders.
Customer Preference
Community Trust
Working with business customers to build and maintain a
successful partnership, ensuring mutual business growth.
To do that, business ethics, the fight against corruption and
controlling the ensuing direct and indirect economic impacts
are all essential.
Building relationships of trust in the communities
of reference, working on three strategic objectives:
to produce wealth for the local community, reduce the
environmental impact of business activities,
and promote an active lifestyle.
Consumer Relevance
Cost Leadership
Meeting the consumers’ needs by offering a wide
range of products, with high standards of quality
and the right price for each of them.
This means constantly working on issues such as quality
and innovation, responsible marketing, engagement with
consumers.
Ensuring sustainable business growth and cost efficiency
through a commitment to pursue the efficiency of
the production process, a better use of resources and
streamlining of procurement. This means reducing operating
costs and expenses and making the company’s long-term
sustainability possible.
“Material” issues are reclassified below based on their importance in the creation of value and according to the four strategic pillars,
useful for understanding the connection between the material issues and the business of Coca-Cola HBC Italia.
MATERIAL ISSUES AND THE FOUR Cs
Community
Trust
Consumer
Relevance
Customer
Preference
Cost
Leaedership
Economic issues
Corporate governance, business ethics and anti-corruption
Direct and indirect economic impact
Health and nutrition
Responsible marketing
Product quality and integrity
Innovation
Environmental issues
Carbon and energy
Packaging, recycling and waste management
Sustainable sourcing
Water stewardship
Social issues
Community investments and engagement
Employee well-being and engagement
Human rights and diversity
12
13
2015 Sustainability Report
CORPORATE IDENTITY
CORPORATE GOVERNANCE, BUSINESS ETHICS AND anti-corruption
The values of Coca-Cola HBC Italia characterize the
company’s work internally and externally and underpin
relations with the communities in which it operates.
The need to engage with an ever evolving market, the need
to change the way of working, the choice of not growing alone,
but together with partners and fostering excellent people have
led us to define the framework of values common to all Group
Countries.
The way in which companies conduct their business activity is
the subject of great attention by stakeholders and is a relevant
component of their reputation.
Businesses are required to compete with integrity and respect
for society in all aspects of corporate governance ranging
from anti-corruption policies to independence and integrity of
The values that guide our decisions are:
Being authentic:
acting with integrity every
day by doing what is more
correct, not what is easier;
Taking care of our people:
believing and investing in them, making
them aware of their responsibilities;
Achieving results
“together”:
working in teams together, sharing
and learning from all the experiences;
The issue of business ethics is deeply rooted
in the corporate culture of Coca-Cola HBC Italia.
Being excellent:
passion and speed
of execution to impress
at every opportunity;
Learning:
engagement and curiosity
Winning together
with customers:
customers at the center
of everything.
the members of the corporate bodies and senior executives.
The issue of business ethics is deeply rooted in the corporate
culture of Coca-Cola HBC Italia, which has set up rigorous
monitoring systems and invested in in-house training and
awareness-raising activities to ensure widespread attention
and sensitivity.
Governance
The management of Coca-Cola HBC Italia and Fonti del Vulture is entrusted to the respective Boards of Directors
and the controlling activities of the Board of Statutory Auditors. Both companies have assigned to PriceWaterhouseCoopers
S.p.A. the statutory auditing of their accounts and the Sustainability Report for civil law purposes.
The share capital of Coca-Cola HBC Italia S.r.l. at 31 December 2015 amounted to € 172,000,000.00, fully paid up, 100% of which
owned by CC BEVERAGES HOLDING II B.V.
Board of Directors
of Coca-Cola HBC Italia S.r.l.
Board of Statutory Auditors
of Coca-Cola HBC Italia S.r.l.
Name and Surname
Office held
Name and Surname
Office held
Fabrizio Capua
Chairman of the Board of Directors
Gianni Colucci
Chairman of the Board of Statutory Auditors
Vitaliy Novikov
Chief Executive Officer
Ugo Cannavale
Auditor
Sotirios Yannopoulos
Director
Auditor
Anastasis Stamoulis
Director
Marta Enrica
Giuseppina Primavesi
Roberto Pastore
Director
Luigi Pio Rutigliano
Alternate Auditor
Rossana Vergani
Alternate Auditor
The share capital of Fonti del Vulture S.r.l. at 31 December 2015 amounted to € 3,425,027.00,
fully paid up, 50% of which owned by Coca-Cola HBC Italia S.r.l..
14
Board of Directors
of Fonti del Vulture S.r.l.
Board of Statutory Auditors
of Fonti del Vulture S.r.l.
Name and Surname
Office held
Name and Surname
Office held
Vitaliy Novikov
Chairman of the Board of Directors
Gianni Colucci
Chairman of the Board of Statutory Auditors
Evguenia Tzvetanova
Stoitchkova
Deputy-Chairwoman of the Board of
Directors
Ugo Cannavale
Auditor
Anastasis Stamoulis
Director
Marta Enrica
Auditor
Giuseppina Primavesi
Cristina Santucci
Director
Luigi Pio Rutigliano
Alternate Auditor
Rossana Vergani
Alternate Auditor
15
2015 Sustainability Report
CORPORATE IDENTITY
Organizational Model
ETHICS & COMPLIANCE WEEK
The organizational structure in which Coca-Cola HBC Italia
operates in the Country is shown in the organization chart below:
In the week from 23 to 27 November, the
entire workforce took part in the week
devoted to the issues of Ethics and Compliance.
Short targeted sessions were organized to
study the tools available not only to understand
and comply with procedures but also to make
reports in case of suspected violation.
All employees were handed a copy of the
Code of Conduct in Business and of the AntiCorruption Manual.
General Manager
Legal
Human Resources
Trade
Marketing
Finance
Strategy
& Business
Development
Security
Management
Instruments Governing
Business Conduct
The effective management of risk is fundamental to the
success of Coca-Cola HBC Italia, which considers it an
integral part of good corporate management and corporate
governance, as it improves its decision-making process
and operating results. The comprehensive approach to risk
management at Coca-Cola Hellenic Bottling Company aims to
guide the Company in achieving its strategic and operational
objectives responsibly.
This is a Group-wide policy that applies to all employees,
functions and business activities in every country in
which Coca-Cola Hellenic Bottling Company operates. In
line with the principles and values adopted by the Group,
Coca-Cola HBC Italia has its own Code of Conduct in
16
Public Affairs and
Communication
Sustainability
Management
Commercial
Cluster BSS Country SC Service
- IT&CH
Management
Business, integrated with the Anti-Corruption Manual, the
Organization, Management and Control Model pursuant to
Legislative Decree No. 231/2001 and the Guiding Principles
for Suppliers. The objective pursued by Coca-Cola HBC
Italia is to adopt a structured and all-encompassing system
of procedures and controlling activities aiming at the
prevention of conduct that could violate the general ethical
principles and rules of conduct pursued by the Company and
specifically suppressing the commission of the offenses laid
down in Legislative Decree No. 231/2001. During 2015, the
company Fonti del Vulture also adopted its own Organization,
Management and Control Model pursuant to Legislative
Decree No. 231/2001.
The Code of Conduct in Business of Coca-Cola HBC Italia
defines the rules of ethics that all employees are required to
comply with. All such documents have been published on the
website of Coca-Cola HBC Italia.
The Code is supplemented by the Company’s policies that
treat and describe the approach of Coca-Cola HBC Italia on
specific issues, and are briefly described below as to their
main significance. The various sections of this Sustainability
Report show the main actions and results achieved
specifically for each of the above.
Policy on equal opportunities: providing equal opportunities
to all employees, without any discrimination, ensuring fair
treatment to everyone.
Environmental policy: conduct all business activities
responsibly with due regard to environmental impact and
sustainable performance.
Policy on product quality and safety: ensure food safety
of all products and production processes in a continuous
improvement, the effectiveness of which is measured,
evaluated and validated through internal and external
controls.
Position on genetically modified organisms: do not use
ingredients that are genetically modified or derived from
genetically modified organisms.
Policy on greenhouse gases: limit the impact on climate
generated by business activities, for example by reducing the
energy used to conduct business; identify solutions based on
alternative or renewable energies.
Policy on safety and health in the workplace: develop and
ensure the implementation of systems, standards and
practices in the field of health and safety in the workplace
that are effective and appropriate to the risks linked to the
Company’s business activity.
Policy on recycling and packaging waste: implement programs
for the sustainable management of packaging.
Guiding principles for suppliers: ensure that business
operations are not the cause, either directly or indirectly, of
human rights violations and develop relations with suppliers
who share the Company’s values and operate ethically.
Commitments of the Union of European Soft Drinks
Associations (UNESDA): UNESDA represents all major
producers of soft drinks and industry associations in
this sector in 25 EU Countries. UNESDA and its members
recognize the concerns of consumers on health issues,
such as rising levels of obesity and diseases linked to lack
of physical activity. This is why it is committed to playing a
positive role in addressing these problems and developing
dedicated initiatives, such as programs to inform and
educate industry operators (such as bars, hotels, etc.), but
also starting a debate at the national level in order to further
the adoption of these commitments on the part of local
businesses through self-regulatory codes.
Water management policy: limit the impact on catchment
areas and promote water management activities in the
communities in which the Company operates.
17
2015 Sustainability Report
CORPORATE IDENTITY
The range of Coca-Cola products Management Systems
In line with the Coca-Cola Hellenic Bottling Company policies, Coca-Cola HBC Italia
and Fonti del Vulture are equipped with certified management and control systems that allow them to:
create sustainable value shared with all stakeholders by meeting their expectations;
Coca-Cola HBC Italia offers consumers a wide variety
of products, created not only to satisfy differences
in taste, but also to meet specific nutritional needs
or preferences.
interpret the needs of their customers by pursuing the highest quality standards;
Innovation is essential to offer a wide variety of products created to allow consumers to choose the product that best responds
to their taste, lifestyle and food regimen.
minimize the environmental impact.
To date, Coca-Cola HBC Italia and Fonti del Vulture
have obtained 5 certifications.
CERTIFICATION
DEFINITION / DESCRIPTION
ISO 9001
ISO 9001 is a worldwide standard
for the certification of the quality of
management systems of organizations
of all sizes in all manufacturing sectors.
ISO 14001
The ISO 14001 standard identifies the
requirements for an environmental
management system to enable an
organization to develop and implement
a policy.
BS OHSAS 18001
OHSAS 18001 concerns the voluntary
adoption of a system to ensure
adequate control on the safety
and health of workers, in addition
to compliance with the mandatory
standards.
ISO 22000
The ISO 22000 standard is a voluntary
standard for certification of safety
management systems in the food
sector.
FSSC 2200
The Food Safety System Certification
Scheme is a certification scheme for
food safety systems in the supply
chain.
Coca-Cola HBC Italia, in line with the Coca-Cola Hellenic
Bottling Company policy, considers essential the objectives
of total quality of products and services, food safety
and hygiene, health and safety of its personnel and
environmental protection, and it has incorporated these
objectives in all its production and distribution activities of
beverages sold under the brand The Coca-Cola Company.
Coca-Cola HBC Italia is committed to maintaining its
integrated Health and Safety, Environment, Food Quality
and Safety management system in accordance with the
Coca-Cola KORE requirements of the TCCMS (The Coca-Cola
Management System requirements), which include Policies
and Requirements issued by “The Coca-Cola Company” to
achieve excellence.
18
Coca-Cola HBC Italia also intends, where technically possible
and economically viable, to minimize any environmental
impact resulting from the activities it carries out and any
risk to the health and safety of its personnel, contractors
working at its offices and visitors who access its working
premises.
The company intends to achieve the above mentioned goals
by ensuring that its activities are carried out in accordance
with applicable provisions of law, with the Group’s
standards and with any voluntary requirements, ensuring
that the applicable requirements in terms of Health and
Safety, Environment, Food Quality and Safety are an
integral part of the business and that the same are subject
to periodic monitoring.
The integrated system of Coca-Cola HBC Italia provides
for organizational requirements aimed at preventing
the pollution of water, air and soil by minimizing the
consumption of energy and water and the production of
waste, and encouraging recovery where possible.
In addition, the above requirements were developed in
order to prevent the occurrence of calamities, accidents at
work and occupational diseases by involving and consulting
all personnel with regard to the corporate initiatives to be
taken. Respect for the principles of Coca-Cola HBC Italia
is guaranteed by the achievement and maintenance of
certifications in regard of Quality (according to the UNI EN
ISO 9001 standard), Food Security and Hygiene (according
to the UNI EN ISO 22000 and FSSC 22000 standards), as
well as Occupational Health and Safety (according to the
OHSAS 18001 standard) and the Environment (according to
the UNI EN ISO 14001 standard).
Every employee of Coca-Cola HBC Italia, at all levels of
the corporate organization, is responsible for the proper
implementation of these policies, each for matters under
their own responsibility. During 2015, the production plants
were the subject of at least one of operational audit and
control activity in regard of health, safety, environment,
food quality and Safety (in particular, one audit at Fonti del
Vulture by customers, three audits by insurance companies
at the plants in Marcianise, Nogara and Rionero).
Carbonated drinks
whose typical effervescence is obtained by the addition
of carbon dioxide. These specifically include Coca-Cola,
Coca-Cola Life, Coca-Cola Zero, Coca-Cola light,
Coca-Cola without caffeine, Fanta Aranciata, Fanta
Lemon, Fanta Aranciata Gusto Arancia Rossa, Fanta
Aranciata Light, Sprite and Sprite Zero, Kinley Gusto
Bitter Lemon, Kinley Acqua Tonica.
Non-carbonated drinks
These do not contain carbon dioxide. This category
includes fruit juices, cold tea, sports drinks and ready-todrink coffee, under the brands Amita, Powerade, Nesteabranded products for which the Company has received
a specific authorization to produce and distribute the
brand in Italy from the trademark holder, and Illy for
which the Company has received a specific authorization
to distribute the brand in Italy from the trademark
holder.
Natural mineral water
A product suitable for different tastes, with a marked
flavor belonging to a single territory, i.e. Lilia
and Sveva waters.
Coca-Cola, the new dynamic wave, the Contour Bottle,
Coca-Cola light, Coca-Cola Zero, Fanta, Sprite, Kinley,
Powerade, are registered trademarks of The
Coca-Cola Company. Coca-Cola without caffeine
is a trademark of The Coca-Cola Company.
Nestea is a registered trademark of Société des
Produits Nestlè S.A. (Switzerland).
Amita is a registered trademark of Coca-Cola Hellenic
Bottling Company S.A. Lilia, Sveva are registered
trademarks of Sibil S.r.l. Illy is a registered trademark
of Illycaffè S.p.A. and DP Beverages of Ilko Coffee
International, respectively.
To provide consumers with an increasingly wide choice
of products, the company is constantly looking for new
opportunities. This is why Coca-Cola HBC Italia has
expanded its product range by becoming the distributor
of energy drinks sold under the brand Monster, owned
by Monster Beverage, which, as of 21 December 2015,
has been set alongside the range of “burn” (also owned
by Monster Beverage) thereby differentiating
the company’s offer in terms of taste, sizes and prices
to meet the preferences of each consumer.
COCA-COLA LIFE: the latest addition to the Coca-Cola company
product range in Italy.
The new born in the Coca-Cola family was presented at the beginning of 2016. It contains
a sweetener of natural origin, found in the leaves of stevia (steviol glycoside sweetener),
which, together with sugar and other ingredients, including natural flavors, has given birth
to a new drink with reduced calorie count having 36% less sugar than most sweetened cola
beverages in Italy. Coca-Cola Life is a new Coca-Cola variant and shares the same values and
the same visuals with the other products.
It is the result of the constant search of The Coca-Cola Company for a response to the demands
and expectations of consumers, through innovation in the development of new products
and packaging, use of new technologies, constant and innovative consumer engagement,
promoting the culture of innovation among employees and contractors.
3. The new taste Lemon and Elderflower Fanta was also introduced in 2016
19
2015 Sustainability Report
CORPORATE IDENTITY
Food Quality and Safety
Responsible Marketing
The main ingredients for the
production of beverages sold
under the brand The Coca-Cola
Company, are water, concentrate,
sugar and other sweeteners and
food grade CO 2 .
Coca-Cola Hellenic Bottling Company, in
line with The Coca-Cola Company, takes
its commitment to market its products
responsibly very seriously.
The manufacturing process requires multiple activities,
aimed at ensuring food safety through strict quality
controls.
The main steps are as follows.
First phase:
water treatment and preparation of the syrup
Water is undoubtedly the most important element to ensure
the quality and safety of soft drinks produced by
Coca-Cola HBC Italia. For this reason, before being used
in the production process, water is subjected to special
treatments that ensure the microbiological safety and correct
concentration of naturally dissolved salts in compliance with
specific compositional and sensory characteristics.
The other component of beverages is simple syrup, which is
prepared in special tanks by dissolving sugar in the treated
water. It is then filtered to remove any impurities.
Only after this, is the “simple syrup” mixed with “concentrate”
or the various “basic preparations” used for the preparation
of the various drinks, thus becoming “final syrup.”
Through a flash pasteurization thermal
process, the shelf life of the most sensitive
products is ensured without altering
their sensory characteristics.
Alongside the preparation
of syrups, the processing is
performed of the classic glass
bottles, PET bottles (recyclable food
grade plastic) or cans, for containing
beverages. The containers are subjected
to a washing process.
Subsequently, an electronic control
phase is carried out to ensure the
highest hygienic standards.
20
TOTAL QUALITY DAY In line with the Total Quality policy, the
Total Quality Day has been celebrated since
2007, a day dedicated to the in-depth study
of topics such as the control of raw materials,
quality standards in production processes,
security-related issues, such as proper handling
of goods, sustainable waste management,
emergency procedures in case of fire and first
aid, with courses designed according to the
specific needs of the business departments
involved.
Responsible Marketing is also a part of the four strategic
pillars (the four Cs) announced in 2013, to contribute to the
development of happier and more active communities.
This is why a “handbook for the adoption of Responsible
Marketing” has been drawn up in order to provide adequate
self-regulation and implementation of responsible
marketing practices, including the communication of correct,
transparent and truthful messages respectful of the laws and
local regulations in force.
Complaints Resolution
Second phase:
filling and packaging
The treated and cooled water is mixed with the “final syrup”
and with the carbon dioxide that gives the product its
characteristic sparkling feature.
The drink is ready to be packaged: tens of thousands of
perfectly clean containers are filled, hermetically sealed,
labeled, coded and tested in modern automatic plants.
The glass bottles are placed in boxes, while the nonreturnable glass bottles, PET bottles and cans go into the
various multi-packs. Drinks dispensed on tap can be packed
at the factories in steel drums (Pre-Mix), or prepared at the
point of sale (Post-Mix).
In the latter case, the “final syrup”, packaged at the plants
in special flexible containers called “bag-in-box”, is instantly
mixed with drinking water, further purified through a suitable
filtration apparatus, carbonated and chilled.
The production and distribution cycle is characterized by
the constant supervision of Quality Control managers and
staff from the selection of raw materials and packaging
materials, to the time when the drink is purchased by the end
consumer: checks are performed at the suppliers’ premises,
public houses and points-of-sale that market the products of
Coca-Cola HBC Italia, ensuring the constant maintenance of
the highest quality standards that the Coca-Cola Company
requires to ensure total consumer safety and satisfaction.
RESPONSIBLE MARKETING
Coca-Cola HBC Italia and Coca Cola Italia have
adhered to the Code of Conduct of ASSOBIBE
(Italian Association of Industrialists of NonAlcoholic Beverages), drawn up following the
guidelines of the corresponding European
association UNESDA (Union of European Soft
Drinks Associations), which regulates product
marketing and promotion practices.
Membership involves a commitment to ensure
that advertising and marketing activities are
not aimed at children under 12 years old. This,
for example, means not buying advertising
space directly addressing audiences made up of
children under the age of 12 for more than 35%.
The same approach is adopted in primary
schools: respecting the right of parents to decide
what their children should eat or drink, CocaCola does not sell its products in elementary
school vending machines in Italy directly, nor
performs promotional and sampling activities of
its products.
In addition to taking care of the development of responsible
commercial communications, attention is paid to the
resolution of complaints from consumers, an important
indicator for monitoring the index of product quality.
Compared to the 2014 performance, the absolute number
of complaints received for quality issues decreased by 23%
during 2015. Comparing the number of complaints received
with the number of containers sold, the index decreased by
28% thanks to the effective corrective actions implemented.
In particular, the following should be reported:
15% of complaints on the quality of packaging
85% of complaints on the quality of products
-100
complaints
compared to 2014
COMPLAINTS MANAGEMENT
2014
2015
Total complaints
430
330
Complaints index
0,22
0,16
Moreover, the increasing commitment of Coca-Cola HBC Italia
is also shown in the timely response to complaints received
from consumers (average resolution time is about 53 days),
with 98% of complaints closed in 2015.
21
2015 Sustainability Report
work
People at Coca-Cola HBC Italia
}
Work
Energy for Growth
EMPLOYEES IN 2015
NUMBER OF EMPLOYEES
Safety and Well-Being of Employees Coca-Cola HBC Italia
2.289
1.905
1.939
Position
Gender
2013
2014
2015
Fonti del Vulture
69
71
71
Company total
2.358
1.978
2.010
SENIOR
MANAGERS
Men
Women
50
17
52
15
50
12
MIDDLE
MANAGERS
84
36
74
37
77
45
During 2015, the workforce remained essentially stable:
out of the 2,010 employees in 2015, 1,939 were employees
of Coca-Cola HBC Italia and 71 of Fonti del Vulture.
Men
Women
WHITE COLLAR
WORKERS
Men
Women
1.143
524
956
441
957
445
BLUE COLLAR
WORKERS
Men
Women
395
36
299
28
313
37
EMPLOYEES BY POSITION
EXPATRIATES
Men
Women
3
1
1
2
2
1
Health and Safety
Engagement and Well-Being
Company
2013 2014 2015
TOTAL MEN
1.675
1.382
1.399
Coca-Cola HBC Italia
Fonti del Vulture
67
1
68
67
1
68
62
1
63
TOTAL WOMEN
614
523
540
120
0
120
111
0
111
122
0
122
1.667
12
1.679
1.397
13
1.410
1.402
13
1.415
431
56
487
327
57
384
350
57
407
4
0
4
3
0
3
3
0
3
Company total
Coca-Cola HBC Italia
Fonti del Vulture
Company total
WHITE
COLLAR
WORKERS
Coca-Cola HBC Italia
Fonti del Vulture
BLUE
COLLAR
WORKERS
Coca-Cola HBC Italia
Fonti del Vulture
Company total
Company total
Coca-Cola HBC Italia
Fonti del Vulture
Company total
COCA-COLA HBC ITALIA EMPLOYEES
BY GENDER AND POSITION
2015
EXPATRIATES
employees
of Fonti del Vulture
2014
MIDDLE
MANAGERS
People Development
71
2013
SENIOR
MANAGERS
Training employees
of Coca Cola HBC Italia
Company
Position
People at Coca-Cola HBC Italia 1.939
The totality of the staff of Coca-Cola HBC Italia and Fonti
del Vulture was hired under National Collective Bargaining
Agreements. The expatriates, employees who are given the
opportunity, through an “International Assignment”, to have
a professional experience in one of the countries in the
Coca-Cola Hellenic Bottling Company Group, are managed
at the Corporate level.
FONTI DEL VULTURE EMPLOYEES
BY GENDER AND POSITION
Position
Gender
2013
2014
2015
SENIOR
MANAGERS
Men
Women
0
1
0
1
0
1
MIDDLE
MANAGERS
Men
Women
0
0
0
0
0
0
WHITE COLLAR
WORKERS
Men
Women
7
5
7
6
7
6
BLUE COLLAR
WORKERS
Men
Women
56
0
57
0
57
0
EXPATRIATES
Men
Women
0
0
0
0
0
0
TOTAL MEN
63
64
64
TOTAL WOMEN
6
7
7
The following tables show the details of positions
at Coca-Cola HBC Italia and Fonti del Vulture broken
down by type.
22
23
2015 Sustainability Report
work
EMPLOYEES BY FUNCTION
COMPANY TOTAL - EMPLOYEES BY GENDER
Gender
2013
2014
2015
TOTAL MEN
1.738
1.446
1.463
TOTAL WOMEN
620
530
547
In the three-year period, there were no significant changes
in the distribution between men and women.
In 2015, the company population (Coca-Cola HBC Italia and
Fonti del Vulture) comprised 73% of men and 27% of women.
The policy for equal opportunities and the value of diversity
was confirmed by the fact that there were no differences
in pay between genders.
Function
Company
2013
2014
2015
OPERATIONS
Coca-Cola HBC Italia
Fonti del Vulture
716
67
783
565
71
636
600
71
671
1.374
0
1.374
1.164
0
1.164
1.172
0
1.172
199
2
201
176
0
176
167
0
167
Company total
SALES
Coca-Cola HBC Italia
Fonti del Vulture
STAFF
Coca-Cola HBC Italia
Fonti del Vulture
Company total
Company total
Total resignations in 2015 amounted to 71.
In the past year, there were no significant corporate
reorganization processes as in the previous two years.
With regard to the number of resignations for personal
reasons, the 2015 data is in line with the average trend
of voluntary resignations over the past three years.
percentage voluntary turnover
Company
2013
2014
2015
Coca-Cola HBC Italia
1,73%
1,58%
2,35%
Fonti del Vulture
0%
0%
0%
COMPANY TOTAL
1,73%
1,58%
2,35%
NEW HIRES IN 2015 - COCA-COLA HBC ITALIA AND FONTI DEL VULTURE
Age group
Operations
N
%
UNDER 30
21
BETWEEN 30-50
OVER 50
TOTAL
N
Sales
%
N
Staff
%
N
Total
%
47%
18
40%
6
13%
45
42%
24
41%
19
33%
15
26%
58
54%
5
100%
0
0%
0
0%
5
4%
50
46%
37
34%
21
20%
108
The percentage of voluntary turnover referred to 2015
appears slightly above the trend of previous years.
This figure is still to be considered positive, since it is well
below the market rates.
100%
The attention given to young people was confirmed by the data
for 2015: in the past year 108 employees were hired, which
includes 42% under 30 years of age and 54% aged between 30
and 50 years old.
People training
RESIGNATIONS
Reason
Company
RETIREMENT
Coca-Cola HBC Italia 3
0
Fonti del Vulture
Company total
PERSONAL
REASONS
CORPORATE
REASONS
INTERNATIONAL
ASSIGNMENTS
24
2013
3
Coca-Cola HBC Italia 47
0
Fonti del Vulture
Company total
47
Coca-Cola HBC Italia 529
5
Fonti del Vulture
Company total
534
Coca-Cola HBC Italia 2
0
Fonti del Vulture
Company total
With regard to industrial relations, the main topics of
discussion concerned the start of the Buccinasco logistics
outsourcing (which will be completed in 2016) and the
complete management of the Marcianise logistics outsourcing
project (ended in 2015).
2
2014
2015
3
0
3
2
0
2
37
0
37
46
0
46
422
67
422
22
0
22
1
0
1
1
0
1
The attention that Coca-Cola HBC Italia pays to its
employees’ professional growth is confirmed by the number
of training hours provided during the year.
In particular, between 2014 and 2015 there was an increase
of about 3,000 training hours (+3.8%).
Company
2013
2014
2015
Coca-Cola HBC Italia
0,07%
0,20%
0,03%
Fonti del Vulture
0%
0%
0%
COMPANY TOTAL
0,07%
0,20%
0,03%
2.707
more training hours
than in 2014
TRAINING HOURS PROVIDED BY DEPARTMENT
IN 2015
TRAINING HOURS, COMPANY TOTAL
(Coca-Cola HBC Italia and Fonti del Vulture)
TOTAL HOURS
PERCENTAGE OF WORKING HOURS LOST
DUE TO DISPUTES, STRIKES AND COMPANY
NON-BUSINESS DAYS
2013
2014
2015
91.153
70.654
73.361
Department
Hours
COMMERCIAL
39.021
HEALTH & SAFETY
6.048
LEARNING & MANAGEMENT
10.784
QUALITY
4.888
SUPPLY CHAIN
12.620
TOTAL
73.361
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2015 Sustainability Report
work
Totliatly
53% of training hours were devoted to commercial training,
highlighting the focus that the company places on this
specific business area. In fact, there are as many as 15 people
specialized in classroom and coaching activities throughout
the national territory in support of the sales force.
Dedicated training facilities are also provided for the Supply
Chain, another business unit to which particular attention
is paid, as witnessed by 17% of the hours devoted to it out
of the entire corporate training package. In addition to the
traditional classroom activities, Management training
(15% of total training hours) requires a final test to verify
the participants’ level of learning.
Training on quality represented 6.7% of the total training
provided during 2015 and involved 21% of all employees
of Coca-Cola HBC Italia and Fonti del Vulture.
Every year, as has been done for ten years now, the basic
principles of food safety and quality are refreshed during
the Total Quality Day: these are courses that are held
at all plants, with production stoppage, involving
all business functions.
Issues relating to product quality and protection
of the workers’ health and safety are studied with training
activities during the day, with particular attention
to environmental issues.
Moreover, in-depth courses on issues relating
to the certifications HACCP, GMP and ISO are conducted
during the recruitment phase and in view of verifying
the training of the newly recruited personnel.
EMPLOYEES’ TRAINING HOURS
ON FOOD QUALITY AND SAFETY
Trends
2013
2014
2015
TRAINING HOURS
894
2.078
1.904
NUMBER OF TRAINED
EMPLOYEES
294
368
422
AVERAGE TRAINING HOURS
PER EMPLOYEE
3
6
5
In addition to the training hours devoted to employees,
training hours addressed to temporary / external personnel
working inside the plants are also provided, again focusing
on the issues Food Quality and Safety.
26
People Development
Qua
The PM&D Cycle is an annual process linked to employee
performance management and development, which begins
with the allocation of annual targets and sharing of the
Individual Development Plan (IDP) between the manager and
the employee, which sets out the actions to be carried out
during the year to support the employee’s performance.
The Individual Development Plan (IDP) is initially
proposed by the employee and subsequently
validated during the People Development
Forums (PDF).
Day
TRAINING HOURS ON FOOD QUALITY
AND SAFETY FOR EXTERNAL STAFF
Trends
2014
2015
TRAINING HOURS
976
964
NUMBER OF TRAINED EMPLOYEES
180
216
In 2015, training was focused on the completion of programs
concerning the ODP projects (Operator Development
Program), a theoretical and practical training course aimed to
develop and/or improve the technical skills of line operators,
and the Sensory Program, which was launched at the request
of The Coca-Cola Company to standardize the method of
evaluating the sensory properties of beverages in terms of
taste, smell and appearance compliance.
Representatives of Coca-Cola HBC Italia, referred to as Bottler
Sensory Leaders (BSL), participated in the training program
established by The Coca-Cola Company in Brussels on sensory
science (focusing on the standard evaluation method, tasting
techniques, analysis and recognition of off-taste / off-odor),
which led to the establishment of a panel with the task of
training the plant personnel, later evaluated by
The Coca-Cola Company through blind testing
(Proficiency Test).
Moreover, the MDP project (Microbiologists Development
Program) was instituted by Coca-Cola Hellenic Bottling
Company to assess the skills of laboratory personnel in the
microbiological field.
An initial assessment of the basic level of the population
involved (in the following areas: Sampling and Analysis,
Results Interpretation & RCA, Techniques & Process &
Instruments, Docs & Health & Safety, Practical Test) preceded
the development plans to implement knowledge
(specific training).
order to direct and organize specific training programs
for emerging needs.
The programs therefore support and complete
the individual development plans and corporate
training programs.
PDFs are meetings in which managers
discuss and jointly standardize
the performance and potential of
all their employees and where
succession plans, career paths and
personal development plans to
support them are outlined.
Other key moments of the
process are the Mid-year Review
and the Quarterly Review, two
talks between manager and
employee carried out during the
year in order to discuss the progress
of the individual development plan
and monitor the achievement of targets.
In 2015, several training days were provided at
the Development Center, with programs aimed to know the
status of managerial and technical skills deemed critical with
respect to the role being covered, by administering several
tests to the population involved. For example, 134 persons in
the sales department were involved at various organizational
levels through a structured assessment path that made it
possible to verify their skills and knowledge.
The aim of these days is therefore to investigate which is the
gap between the skills level possessed and the desired level
for the role.
This in-depth study allows the company to create awareness
in the population involved in regard of their own strengths
and areas for improvement and to create special individual
development plans to support their performance over time.
In addition to the individual benefit with regard to the
gap that has emerged, these days are also useful to
comprehensively map the skills of the population involved in
One of the main objectives of Coca-Cola HBC Italia is the
growth of its employees and to this end it has set up
a special development acceleration program,
the Fast Forward Program.
This program aims to accelerate the development path for
those who have the highest potential and show a desire to
grow within the company so as to cover more complex roles
at higher levels of leadership.
In 2015, 29 employees were involved in the program.
The growth of people is an element on which company
managers are strongly focused and, because of the strong
management team, Coca-Cola HBC Italia has been honored
with an accolade by the Randstad Award based on the results
of a survey on employer branding conducted by the above
firm specializing in services for human resources.
27
2015 Sustainability Report
work
Safety and Well-Being of Employees The greatest attention paid to the health and safety of employees by the
company is confirmed by the many tools implemented over the years in
order to prevent injuries.
The worsening figure in 2015 for days lost due to accidents was in particular the result of two important events: an accident
when travelling (137 days lost) and an accident that occurred at the plant of Rionero in Vulture (295 days lost), which involved
a logistics worker.
The main risks linked to the business activity are:
driving the company fleet (i.e. the risk of an accident for the traveling sales force);
Employees have been directly involved in order to identify additional areas for improvement in safety management.
Thanks to this dialogue, Coca-Cola HBC Italia and Fonti del Vulture are able to identify potentially critical areas
and take timely action.
accidents generated by improper behavior while using work equipment and not
by structural / plant deficiencies
Health and Safety
The trend of the rate of accidents in the workplace and when
traveling is a positive trend over time, with a total that in 2015
stood at 41 accidents (including accidents when travelling), for a
total of 1,407 days of work lost.
of accidents
compared to 2014
TREND OF ACCIDENTS
Company
COCA-COLA HBC
ITALIA
FONTI
DEL VULTURE
28
Type
2013
2014
2015
Total accidents
52
47
40
Total days lost
814
948
1.112
On site (accidents that occurred at corporate premises)
13
11
12
On site - Days lost
178
308
214
Off site, accidents that occurred at other premises (e.g. at customers’ premises,
on the road, at parking lots...)
9
10
9
Off site - Days lost
225
424
304
Road accidents (injuries due to road accidents that occurred when travelling
and during business trips)
20
13
9
Road accidents - Days lost
275
144
262
When travelling
10
8
10
When travelling - days lost
136
72
332
Total accidents
1
1
1
Total days lost
34
64
295
On site (accidents that occurred at corporate premises)
1
1
1
On site - Days lost
34
64
295
Off site, accidents that occurred at other premises (e.g. at customers’ premises,
on the road, at parking lots...)
0
0
0
Off site - Days lost
0
0
0
Road accidents (injuries due to road accidents that occurred when travelling
and during business trips)
0
0
0
Road accidents - Days lost
0
0
0
When travelling
0
0
0
When travelling - days lost
0
0
0
missed accidents reported
by employees
Company
2014
2015
Coca-Cola HBC Italia
121
325
Fonti del Vulture
10
20
Total Company
131
345
The high increase in cases of “near accidents” reported in
2015 compared to the previous financial year is mainly due to
the increase in reports from the sales force and vehicle fleet
office, which mainly concerned:
road accidents without injury and fleet
deficiencies (SALES);
near accidents resulting from low perception
of risk / inattention to routine activities.
The method for managing training programs concerning
health and safety has been consolidated over the years.
Throughout the year, training sessions or sessions inserted
in various programs are organized for all employees, such as
those concerning the guidance of newly recruited employees.
TOOLBOX TALKS
AND WALK THE TALK In 2015, numerous “toolbox talks” and “walkthe-talk” sessions were carried out. These
are informal meetings on safety between the
site managers and operational staff with the
goal of identifying any critical issues relating
to the daily activities and possible solutions
to be adopted for the prevention of accidents.
During 2015, greater emphasis was given to the
quality of “walk-the-talk” sessions conducted.
More specifically, 1,943 “Toolbox talks” were
held, which included 1,132 for the Sales function,
784 for the Supply Chain function and 27 at the
offices. Also, 1,352 “walk-the-talk” sessions were
held, which included 40 for the Sales function,
1,305 for the Supply Chain function and 7 at the
offices.
29
2015 Sustainability Report
work
MOVE WEEK
In particular, training is primarily delivered in classroom (90%)
and only in part in e-learning mode (10%, mainly for General
Training and AlertDriving courses). As agreed with Coca-Cola
Hellenic Bottling Company, the year 2015 will be the last year
of the three-year enrollment cycle in the course AlertDriving
required for all employees driving a company car or
who frequently go on business trips. In particular,
250 employees mainly belonging to nonSALES functions (Manufacturing, HR,
Warehouse, PA&C, etc.) were enrolled in
the course in 2015.
In the three year period 2013-2015, a total
of 1,450 employees were enrolled in the
course altogether. Health and safety issues
are also addressed at the Total Quality Day,
called “Win Together Day” at the plant in Nogara.
The initial training for newly recruited workers (general
and specific training) is provided when entering the company
and in any case within 60 days from recruitment.
It is followed by a coaching phase or “on-the-job training”
with experienced colleagues or supervisors.
NUMBER OF PEOPLE TRAINED
ON HEALTH AND SAFETY
Company
2014
2015
Coca-Cola HBC Italia
1.374
1.494
Fonti del Vulture
111
182
Company Total
1.485
1.676
TOTAL TRAINING HOURS
ON HEALTH AND SAFETY
Company
2014
2015
Coca-Cola HBC Italia
6.609,5
5.181,5
Fonti del Vulture
1482,5
638,5
Company Total
17.092
5.820
In accordance with the Coca-Cola Hellenic Bottling Company
guidelines, the Safety Week, devoted in particular to first aid,
was held in November 2015.
Awareness-raising of personnel took place through targeted
toolbox talks, dedicated posters and specific information
transmitted via internal communication channels.
30
In addition, at all company locations, first aid courses open
to all employees were conducted. They focused on issues of
Basic Life Support (BLS) and unblocking of airways, whether
pediatric or otherwise.
The courses were held by operators of the Italian
emergency service 118 and all participants had the
opportunity to personally experience the lifesaving maneuvers.
Work-related stress is also included within
health and safety issues: in 2015, the annual
survey relating to this issue, conducted in
compliance with the legal requirements of
Legislative Decree No. 81/08, as amended,
showed different results in the various business
functions surveyed. The major evidence, with
regard to the areas of improvement, regarded the
following topics: workload, work organization and work
environment (in particular, attention to people).
Other less widespread, but significant, evidence regarded
the recognition of one’s role in the Company. The surveyed
population overall showed a great sense of responsibility,
a constructive attitude and a great sense of belonging to
the “brand”. The same respondents suggested improvement
actions such as: setting and sharing clear and non-changeable
targets, simplifying business processes and procedures,
communicating effectively and increasing engagement
activities.
In response to such evidence, the Improvement Plan was
launched in 2015.
Many proposed actions were implemented and made
operational immediately, others will be in 2016. The following
were some of the actions undertaken:
new types of contracts, such as teleworking and remote
working (for the staff functions);
“The Youman Factor” project at the plant in Nogara,
focusing on Behavior Based Safety.
The project will continue in 2016;
introduction of new role models such as Catalysts (Sales
and Supply Chain) or Simplification Managers (Sales),
roles that provide a stimulus for employees
and collect suggestions “from below” and support
in the sales process;
working groups during the company convention,
to share objectives.
Move Week is a week dedicated to movement that the entire Coca-Cola system
in the world celebrates every year through initiatives and information
addressed to all employees on the importance of an active lifestyle.
In 2015, Coca-Cola HBC Italia launched the initiative at all its corporate locations.
At the Milan offices a series of activities were implemented during working
hours (for example, fit-walking lessons, Nike Postural Training,
Football Match, Beach Volleyball Match, etc.).
At the production plants and at the warehouse in Buccinasco a number
of tools to keep fit and exercise while having fun were made available
throughout the week. The promotion of sports and movement was accompanied by a seminar
on nutrition and lifestyle for the prevention of oncological diseases, which was attended by employees
of the headquarters, while the personnel of the production plants was given the opportunity to participate
via Skype connection.
Engagement and Well-Being of Employees
As every year, the annual survey MyVoice, now in its ninth
edition, was conducted in October 2015. The survey collected
the employees’ opinions on their sense of belonging to the
Company. The percentage of participation was 91%, showing a
significant increase compared to respondents in the previous
year, equal to 75%. Thanks to a clear strategic communication,
an overall simplification of internal procedures and a precise
definition of the roles of leaders, the so-called “Sustainable
Engagement Index” rose by 8 points over the previous year,
reaching a rate of 77% (69 % in 2014).
This positive result confirms the effort undertaken by
the organization in the past year. The Company shares
the strategies and results obtained with its employees in
a transparent manner: in addition to using the internal
communication tools (Intranet, newsletters, Coke TV, message
boards and an online platform for the sales force), encounters
with top management are organized periodically at the
Company premises and informal monthly meetings for the
headquarters staff with the Chief Executive Officer. Employees
are considered true ambassadors of the Company and the
“Ambassador” program has been developed precisely for such
purpose. Its objective is to provide
correct information, through an
interactive presentation, on products
and ingredients, business strategies
for the promotion of an active lifestyle
and commitment to sustainability.
Corporate engagement was enhanced through 35 internal
initiatives dedicated to movement, promotion of the brand
and corporate strategies, sharing corporate projects,
promotions and partnerships with colleagues in the first place,
in order to strengthen their pride and confidence
in the business and products.
1 session
with 30participants
3
ambassador sessions
at the Milan offices
at the plants during the
for new hires.
Family Days in Marcianise,
Oricola and Rionero in Vulture,
which witnessed the participation
people
of
750
The Family Day is an opportunity to promote an active lifestyle
and show the plant to family members. On such occasion the
employees’ family members have access to the corporate
premises and production plants, where several activities are
planned, including a visit to the production cycle.
The Coca-Cola Sports Village is set up during these days.
This is a mobile village consisting of several activities (human
foosball, table tennis, basketball, foosball, jumping, Just Dance),
prominence is given to advertising campaigns (#BaciaLaFelicità
and #DaiUnBacio), new products are tasted and finally the
employees can buy gadgets at the Coca-Cola marketplace,
the proceeds of which are donated to local non-profit
organizations. In 2015, on the occasion of EXPO Milan, various
engagement activities were organized for employees by
providing: 1,500 discount codes to purchase the ticket, 100 free
tickets, 12 sets of Alu-bottle, Expo aluminum bottle in a limited
edition. Expo was also the scene for numerous functional
meetings of Coca-Cola Hellenic Bottling Company, which were
attended by more than 500 employees inside the Coca-Cola
pavilion. With regard to corporate welfare policies during
2015, time flexibility initiatives addressed at the entire office
personnel were extended with the ability to work for three
days a month from home on a voluntary basis; mandatory
clocking in and clocking out was eliminated. These new
practices are now fully operational and offer great benefits for
the welfare of workers through a better work - life balance.
31
2015 Sustainability Report
market
Production and Sales Marketplace
Meeting all challenges
In 2015, Coca-Cola HBC Italia’s beverage production increased by 1.7%
in total over 2014, with an annual output of 1,199,091,421 liters, while the
bottling of mineral water increased by 3.4% compared to 2014, for a total
of 355,606,797 liters.
Coca-Cola HBC Italia carried out the following activities in
2015:
production of soft drinks at 3 plants in Italy, Nogara (Verona),
Oricola (L’Aquila), Marcianise (Caserta);
water bottling at the production facilities in Monticchio (Potenza)
and Rionero in Vulture (Potenza);
storage at the warehouse in Buccinasco (Milan),
in addition to some outsourced transit points
and fast-flow points.
The increases of production recorded in 2015 are due in part
to two factors: on the one hand the start of the economic
recovery, which produced an increase in demand; on the
other hand, the particularly warm summer, which favored
soft drink consumption.
+1,7%
liters of produced
33
beverages
compared
to 2014
+3,4%
liters of bottled mineral
water compared
to 2014
VOLUMES AND BOTTLED PRODUCTS - LITERS
PRODUCTION AND SALES Trade policy Sustainable Procurement Policies The new Supply Chain
Company
2013
2014
2015
Coca-Cola HBC Italia
1.316.449.005
1.178.541.117
1.199.091.421
Fonti del Vulture
382.549.434
343.864.650
355.606.797
Business support activities are added to the actual
production. These are known as “reconditioning” activities,
i.e. repair / regeneration of display refrigerators, which are
thus put on the market again (in bars, restaurants, etc.).
The display refrigerators are owned by Coca-Cola HBC Italia,
which, through the use of trusted suppliers, is responsible
for their maintenance and makes them available to its
customers.
Until 2013, reconditioning activities were carried out by
Coca-Cola HBC Italia through its own technical department
(TS&E), later outsourced.
SALES VOLUME
BY PRODUCT TYPE - % VALUES
Company
COCA-COLA HBC
ITALIA
FONTI
DEL VULTURE
NUMBER OF RECONDITIONING
ACTIONS
32
The main part of the total sales volume is made up
by carbonated drinks, while waters account for about
a quarter of total sales.
2013
2014
2015
11.953
7.936
9.010
Drink
2013
Ready-to-drink tea 1,7%
0,5%
Fruit juice
Carbonated drinks 7,4%
with low calorie
count
2014
2015
1,5%
1,4%
0,4%
8,1%
0,4%
8,3%
Carbonated drinks
Other
65,1% 64,6% 63,8%
1,2% 1,2%
1,4%
Water
21,1%
24,2%
24,7%
Among the carbonated drinks there was a growth in
consumption of those with low calorie count, which in 2015
increased their weight on the total, mainly due to the brand
Coca-Cola Zero.
33
2015 Sustainability Report
market
Trade Policy
SALES VOLUME OF COCA-COLA HBC ITALIA
BY CHANNEL - % VALUES
The three main sales channels of Coca-Cola HBC Italia’s commercial department are:
Modern Trade:
This concerns the development of the mass-retailer market and local distribution and major national
and international customers in the Horeca channel.
Wholesaler & TPV:
This department is responsible for sales through the wholesale and automatic distribution channel.
Normal Trade:
This department is responsible for the development of the Horeca channel, mainly comprising bars, restaurants, traditional
shops, theme parks and hotels.
Although the weight of the sales channels remained similar
compared to 2014, the approach to the same channels
changed in 2015: a new partnership system with customers
was launched, aiming at increasing the distribution service
efficiency and effectiveness, called Route to Market.
This is a project aimed at rebalancing resources between
the direct-delivery customers (to outlets in
20 provincial districts) and wholesalers
(indirect delivery in the remaining
provincial districts).
Wholesalers are classified according
to their potential and abilities as good
partners in business in the territory in
which they operate, considering the
specificities and peculiarities of the
same. In this way, Coca-Cola HBC
Italia can guarantee its customers a
sustainable economic return over
time and improve their ability to
implement the strategy at the
point of sale.
In 2015, the project Route to
Market therefore included
specific trade policies for the
Wholesalers channel, with
specific marketing plans
and investments, aiming
34
at customer loyalty by encouraging them to increase the
portfolio of traded products, the focus for 2015 being that
of marketing the 33 cl glass bottle in the flavors available.
The sales force of Coca-Cola HBC Italia dedicated to the
channel was specially trained with dedicated courses.
Sales volumes can be divided by output channel, which
shows that 74% of total volumes were sold at mass retailer
chains. However, the analysis of the numerical distribution,
i.e. the number of outlets that distribute products, shows
that the largest number of customers or outlets pertains to
the out-of-home consumer channel (bars, restaurants and
pizzerias), while mass retailer chains account for 15% of the
entire customer base.
SALES VOLUME OF FONTI DEL VULTURE
BY CHANNEL - % VALUES
Channel
2013
2014
2015
Channel
2013
2014
2015
MODERN TRADE
72%
74%
74%
MODERN TRADE
51%
49&
50%
34%
36%
40%
15%
15%
10%
WHOLESALERS & TPV
22%
21,0%
22,8%
WHOLESALERS & TPV
NORMAL TRADE
6%
5,0%
3,2%
NORMAL TRADE
In 2015, the Modern Trade channel showed a sales volume in line with previous years.
The Wholesalers & TPV channel was up by 1.8% in 2015, which is evidence of the sales volumes flowing from direct distribution to
the wholesalers channel. A corresponding decrease in the weight of the channel can be noticed in Normal Trade (-1.8%) in terms of
sales volume, in favor of the Wholesalers channel.
In 2015, there was a slight increase in the weight of the
Modern Trade channel in terms of sales volume, as a result of
the introduction of the brand Lilia with new customers (up 1%
altogether). Moreover, the same phenomenon highlighted for
the sale of beverages, namely the transition of sales volumes
from direct distribution to the Wholesalers channel (+ 4%)
can be witnessed here, too.
Beverage sales per customer show a positive result (+ 6%) in
Modern Trade and + 3% in Wholesalers & TPV, balanced by
-9% in Normal Trade: the percentage of customers, in terms
of numerical distribution, in the Wholesalers and Vendor
channel indeed increased as a result of the new strategy
Route to Market (RTM), with a clear decrease in customers in
the direct delivery channel in numerical terms.
SALES VOLUME OF COCA-COLA HBC ITALIA
BY CUSTOMER - % VALUES
Customer
2013
2014
2015
MODERN TRADE
7%
9%
15%
WHOLESALERS & TPV
4%
5%
8%
NORMAL TRADE
89%
86%
77%
The same phenomenon can be witnessed for sales of mineral
waters, with a positive result of +3% both in Modern Trade
and in Wholesalers & TPV, balanced by -6% in the Normal
Trade channel.
SALES VOLUME OF FONTI DEL VULTURE
BY CUSTOMER - % VALUES
Customer
2013
2014
2015
MODERN TRADE
5%
6%
9%
WHOLESALERS & TPV
2%
1,9%
5%
NORMAL TRADE
93%
92%
86%
Monitoring to assess customer satisfaction, with a view
to continuous improvement, continued in 2015 with
a Customer Satisfaction survey (with the support of GfK):
Coca-Cola HBC Italia was found to be the second best
supplier in terms of quality of service and transparency of
contractual conditions, and the leading supplier in the value
of customer relations for players in the mass retail market.
Moreover, the research “Advantage” had a similar nature
and purpose. It showed a ranking in the top positions as
a business partner of mass-retailers (third place).
35
2015 Sustainability Report
market
Sustainable Procurement Policies In 2015, suppliers based in Italy were 819,
accounting for 87.7% of the total.
The suppliers of raw materials based in Italy were 62,
accounting for 59% of the total in this category and 7.5%
on the total of Coca-Cola HBC Italia.
NUMBER OF SUPPLIERS BY TYPE
Type
2013
2014
2015
TS&E AND SPARE PARTS
178
317
210
RAW MATERIALS
131
99
105
TRANSPORTATION
113
123
107
MARKETING AND SERVICES
570
501
512
COMPANY TOTAL
992
1.040
934
DISTRIBUTION OF SUPPLIERS
Geographic area
2014
2015
NORTH
323
523
CENTRAL ITALY
573
285
SOUTH
14
11
FOREIGN COUNTRIES
130
115
COMPANY TOTAL
1.040
934
The main ingredients used in the production cycle are
concentrate (which also contains flavorings), sugar and
concentrated fruit juices (for fruit-based beverages), which
conveniently mixed with water and carbon dioxide will become
the finished products that are bottled in PET, glass bottles,
cans, bag in box or drums.
Sugar thus represents one of the most important ingredients
for production, and is mainly purchased from
suppliers based in Italy, while the portion
produced in our Country accounts for 16%
of the total.
36
At the same time, Coca-Cola HBC Italia respects the peculiarities of the cultures of the communities in which it operates.
In pursuing this policy, the company seeks to develop relations with suppliers who share the same values and conduct business
in an ethical manner. All of the new suppliers are therefore monitored based on the Supplier Guiding Principles, which provide
for respect of human rights, the environment, social customs, and labor laws. In 2015, more than 85% of the listed suppliers had
subscribed to the Supplier Guiding Principles of Coca-Cola HBC Italia. Also in 2015, the invitation to subscribe and adherence to the
SGPs was extended to new suppliers, which, to date, are 64.8% of new entrants.
NEW SUPPLIERS IN 2015 WHO SUBSCRIBED TO THE SUPPLIER GUIDING PRINCIPLES
Sugar supplies
Origin
NUMbER
% OF TOTAL NEW ENTRANTS
Origin
dati 2015
TS&E AND SPARE PARTS
21
95%
NUMBER OF SUGAR SUPPLIER
BASED IN ITALY
RAW MATERIALS
2
92%
6
TRANSPORTATION
8
100%
PERCENTAGE OF SUGAR SUPPLIERS
BASED IN ITALY
MARKETING AND SERVICES
61
49%
97%
COMPANY TOTAL
92
64,8%
PERCENTAGE OF SUGAR USED
FOR PRODUCTION ORIGINATING
FROM PRODUCTIONS LOCATED
IN ITALY
16%
The total expenditure for purchases by Coca-Cola HBC Italia in 2015 was equal to a value of € 398,556,000; the expenditure
incurred by Fonti del Vulture was instead € 21,106,000. Ingredients and packaging materials in direct contact with the beverages
(primary packaging) are subjected to a thorough evaluation from the point of view of environmental impact and consumer
safety before entering the production process.
In particular, manufacturers undergo an audit
process directly by The Coca-Cola Company
in accordance with very strict parameters.
Coca-Cola HBC Italia also performs a testing
protocol within its plants on such materials
in order to assess their quality performance
before authorizing any use; all manufacturers
must provide appropriate documentation
of compliance with all applicable laws (national
and Community laws): the company will proceed
to approve the use of raw materials only against
this compliance. Among suppliers, the incidence should be
considered of those referred to as “strategic”, i.e. suppliers
of critical materials for the production process (e.g. primary
packaging and ingredients), transportation providers and
service providers who perform their work at the corporate
premises (under tender contracts).
Coca-Cola HBC Italia requires suppliers to meet the conditions laid down in Legislative Decree No. 231/2001 and to adhere to the
Code of Conduct in Business adopted by the Company. In the ongoing effort to develop and strengthen relations with suppliers,
Coca-Cola HBC Italia has defined and adopted the Supplier Guiding Principles (SGPs), in line with the Coca-Cola Hellenic Bottling
Company policy. These Guiding Principles are based on the belief that public spirit is essential to long-term business success and
that the same should be reflected in relations developed in the market, workplaces, in the relationship with the environment and
the community in general. Those working with Coca-Cola HBC Italia are aware of the need to conduct their business in a manner
consistent with the Company’s values, which implement the highest standards of quality, integrity and excellence.
KEY SUPPLIERS – COMPANY TOTAL
In order to increase adherence by the new suppliers to SGPs,
Coca-Cola HBC Italia is undertaking targeted
awareness-raising actions on all suppliers that to date have
not yet subscribed them. The objective for 2016 is to have
100% of “addressable suppliers” covered by SGPs, i.e.
all suppliers actually managed by the Procurement
department, for example, excluding small suppliers,
consortia and industry associations.
The New Supply Chain
Suppliers
2013
2014
2015
KEY
204
193
197
TOTAL
992
1.040
934
Out of 197 suppliers that were found to be “key suppliers”
in 2015, 32 were suppliers of raw materials, 94 suppliers of
transport, 56 suppliers for marketing and other services.
PERCENTAGE OF KEY SUPPLIERS
-COMPANY TOTAL
Type
2013
2014
2015
TS&E AND SPARE PARTS
10%
9%
7%
RAW MATERIALS
24%
30%
30%
TRANSPORTATION
79%
100%
88%
MARKETING AND SERVICES
11%
7%
11%
After implementation of the project PLATO - the
reorganization of Procurement and Integrated Planning
Organization, adopted by Coca-Cola Hellenic Bottling
Company in 2014, for the management of direct and indirect
purchases of goods and services - the Group launched
another important change process through a key initiative for
business: the Integrated Competitive Supply Chain (ICSC).
The ICSC requires the transition to a vertical and
international organization of the Supply Chain:
for Italy, which is part of the so-called “Region 1”, this means
to work in line with Austria, Hungary, the Czech Republic,
Slovakia and Switzerland. The new model, in particular,
requires the transition from a local organization of the Supply
Chain to a vertical structure, also for the production and
logistics teams. The benefits of this organizational model will
be to ensure that the strengths of a country are shared and
made available to the Coca-Cola Hellenic Bottling Company.
The ICSC will help to accelerate growth overall and to be
competitive on the market thanks to greater efficiency in
the use of the lines, out-of-stock reduction and increased
flexibility to quickly respond to customer needs and
consumer trends.
37
2015 Sustainability Report
ENVIRONMENT
Environmental policy
ENVIRONMENT
Growing responsibly
Coca-Cola HBC Italia considers the respect for the environment in which it
operates a key pillar for sustainable growth. In fact, it constantly works to
minimize its environmental impact during the entire production life cycle,
where technically possible and consistently with its high quality standards.
The environmental management policy, integrated with
Quality and Safety, was revised during 2015 in order to
ensure the full integration of the latest environmental
regulations and revisions to international standards of
reference, in addition to taking into account the Company’s
considerable growth.
Coca-Cola Company, there was a significant decline, i.e. 31%,
in CO2 emissions per liter of beverage produced from 2013 to
2015; also, a reduction of 3% in waste produced in 2015 over
the previous year should be noted.
Fully consistent with the commitment to take action
to mitigate its environmental impact, formalized in an
increasingly firm path of responsibility, in 2015 Coca-Cola
HBC Italia set up the position of Environmental Manager
within the HS&E department (Health, Safety & Environment)
to ensure a complete focus on environmental issues,
guaranteeing the effective management of its operations
aimed at fostering innovation, risk reduction and safety of its
processes and products.
Environmental performance
2013
20142015
ENERGY CONSUMPTION (MJ/lpb)
0,379
0,391
0,407
CO2 EMISSIONS (g/lpb)
7,92
5,45
5,48
WASTE (g/lpb)
7,41
10,30
9,95
Moreover, a measurement model of the socio-economic and
environmental impact on sustainability of investments was
prepared in 2015 (pending approval for entry into force in
2016), to be used during tender processes in order to raise
awareness among suppliers on sustainability issues.
Environmental policy The life cycle of products Resource management Water management
Energy management
Use of raw materials The sustainability of packaging Waste management and recycling Emissions CO2 emissions
Logistics efficiency 38
The life cycle of products
With the goal of increasing the efficiency of the
environmental performance of the Company’s production
activities, the performance indicators can be read and
compared in terms of inputs (energy consumption, water,
materials), and in terms of environmental outputs (emissions
and waste) that the plants of Coca-Cola HBC Italia produce
both per liter of beverage under The Coca-Cola Company
brand and per liter of mineral water. This analysis allows
the Company to identify any significant deviations that
are studied in greater depth and followed by dedicated
corrective actions. The Company has developed a plan to
reduce CO2 emissions per liter of beverage by over 25% by
2020, compared to the 2014 values, and the use of water per
liter of beverage by 18% compared to the figure for the same
year. It should be noted that in 2015, compared with a 1.7%
increase in the production of soft drinks compared to 2014,
in reference to the production of drinks under the brand The
BEVERAGES PRODUCED BY COCA-COLA HBC ITALIA
lpb = liter per beverage
With regard to the production of mineral water, compared
with an increase of 3.4% in bottling operations over the
previous year, CO2 emissions also reported a downward
trend of 13% between 2013 and 2015, a substantial
achievement that had already been obtained in 2013,
when emissions were reduced by 30% compared to 2012.
Moreover, the use of water (either withdrawn or utilized)
decreased both in the long term over the four years subject
to reporting (- 4% and -1%) and in 2015 in comparison to 2014
(-4% and -3%).
MINERAL WATER FONTI THE VULTURE
Environmental performance
2013
20142015
ENERGY CONSUMPTION (MJ/lpb)
0,146
0,152
0,156
0,38
0,35
0,33
1,15
1,26
1,58
CO2 EMISSIONS (g/lpb)
WASTE (g/lpb)
REDUCTION CO2
-31%
CO 2 emissions
(g/Ipb) between
2013 and 2015
39
2015 Sustainability Report
ENVIRONMENT
Resource management
The sustainable management from the environmental standpoint of its
business activities translates for Coca-Cola HBC Italia into concrete targets
aimed at protecting the most frequently used resources: ensuring the water
resources by reducing withdrawals and wastewater treatment, and limiting
energy consumption and emissions of refrigerants.
Water management
Water is the primary ingredient for the production process of
Coca-Cola HBC Italia and a necessary source for production
activities. Coca-Cola HBC Italia is aware of the importance
of the responsible use of water resources and has undertaken
to limit its impact on river basins respecting the communities
in which it operates.
To that end, the company collaborates with suppliers
and involves local communities to raise awareness as
to the protection of water resources.
The Company has set up an improvement plan on the use
of water for the five-year period 2016-2020, introducing
a new approach to valuation of the environmental impact,
which estimates the real cost of water (including treatment,
maintenance, etc.) in the estimation of investments.
EWS CERTIFICATION In 2015, Coca-Cola HBC Italia completed
the certification process for the two plants
in Nogara and Rionero in Vulture according
to the EWS guidelines (European Water
Stewardship), which set criteria for the
evaluation of water sources and quality,
monitoring and mitigation of potential impacts
determined by withdrawals and discharges and
protection of HCVs (High Conservation Value
Area). The performance level was fully compliant
with all the main requirements and 90% of those
considered minor, such as to allow the award of
the Gold level certification.
WATER CONSUMPTION (m3)
Company
COCA-COLA HBC ITALIA
water used
2.290.584
2.074.673
2.079.706
FONTI DEL VULTURE
water used
600.243
548.783
556.225
water not used
223.282
190.524
179.038
TOTAL WITHDRAWN WATER
(used and not used)
823.525
739.307
735.263
2.890.827
2.623.456
2.635.931
COMPANY TOTAL - WATER USED COMPANY TOTAL - WATER WITHDRAWN
The efforts made in recent years have led Coca-Cola
HBC Italia to values of excellence with regard to water
consumption. During 2015 the company withdrew 2,814,969
cubic meters of water, which includes 5% (equivalent to
103,545 cubic meters of water) of recycled water at the three
soft drink manufacturing plants, i.e. recycled water is water
from a production process that is reused in another cycle
before being sent to final treatment and/or discharged into
the environment.
40
201320142015
3.114.1092.813.9802.814.969
The performance indicator of water consumption in 2015 was
equal to 1.84 liters per liter of beverage produced under The
Coca-Cola Company brand and 1.56 liters per liter of mineral
water produced. The latter value however stood at 2.07 liters
per liter of mineral water produced if one also considers
water not used, that is to say water extracted solely for
purposes of quality monitoring of the microbiological
parameters and subsequently returned to the aquifer
without undergoing any treatment.
This success confirms a commitment to improving and reducing the use of water as a result of the process optimization
measures introduced.
WATER CONSUMPTION l/lpb
Company
201320142015
COCA-COLA HBC ITALIA
water withdrawn
1,83
1,86
1,84
FONTI DEL VULTURE
water used
1,57
1,60
1,56
water withdrawn
2,15
2,15
2,07
In 2015, water discharges linked to production activities
of Coca-Cola HBC Italia amounted to 1,011,826 cubic meters,
including 80% caused by the soft drink manufacturing plants.
In line with the commitment made in 2014, in June 2015
a specific action was initiated at the plant in Nogara in order
to reuse 14,400 cubic meters of process water (80 cubic
meters / day of wastewater) for washing dehydrators
from sludge, thereby reducing the overall consumption
of water.
WATER DISCHARGES (m3)
Company
2015
COCA-COLA HBC ITALIA 811.208
FONTI DEL VULTURE200.618
COMPANY TOTAL 1.011.826
Energy management
Coca-Cola HBC Italia has entered into a commitment to
minimize energy consumption and the total impact of its
emissions.
The fight against climate change results in an open dialogue
with suppliers in order to minimize CO2 emissions of the
entire production chain, from production of raw materials
to management of cooling equipment on the market.
As a result of the strong commitment to development and
implementation of renewable energy sources and the like,
photovoltaic systems were introduced at the plants in
Nogara, Oricola and Marcianise.
Moreover, the choice of the industrial cogeneration service
at the three soft drink manufacturing plants (the opening
of the first cogeneration plant in Marcianise is expected in
June 2016), resulted in the reduction of the supply costs and
emissions into the atmosphere, increasing energy efficiency
and saving primary energy.
Water supplies in 2015 were ensured by withdrawing 94%
of the groundwater from wells and 6% from municipal
aqueducts.
41
2015 Sustainability Report
ENVIRONMENT
The sustainability of packaging
ENERGY CONSUMPTION (MJ)
Company
ELECTRIC ENERGY
COCA-COLA HBC ITALIA
FONTI DEL VULTURE THERMAL ENERGY*
201320142015
284.314.795
225.233.969
52.323.882
49.211.853
51.527.448
COMPANY TOTAL 336.638.677
274.445.821
285.074.789
COCA-COLA HBC ITALIA
188.520.288
209.690.198
227.195.390
FONTI DEL VULTURE COMPANY TOTAL FUEL OIL**
COCA-COLA HBC ITALIA
FONTI DEL VULTURE COMPANY TOTAL
233.547.341
Coca-Cola HBC Italia continuously works for the promotion of
sustainable packaging and in its search for sizes and materials
capable of optimizing and reducing the environmental impact of
the packaging of its products, both during the production process
and after use by consumers.
3.592.873
3.134.634
2.558.856
192.113.161
212.824.832
229.754.245
39.181
18.810
44.070
Reducing and optimizing the weight and volume of packaging;
8.775
8.190
2.379
47.956
27.000
46.449
Optimizing pallets;
Using, ecycled materials, where technically possible, for its packaging
and recyclable beverage containers;
Encouraging consumers to properly dispose of the packs after consumption of its products, raising awareness as to the
separate collection of packaging materials and advising against the practice of leaving behind litter;
Supporting fair initiatives and stimulating innovative packaging solutions in a closed cycle.
This is why the company works to improve five areas of action:
* The consumption of thermal energy specifically takes account of methane, refrigeration, steam, hot water and heavy oil.
** The consumption of fuel oil only includes light oil.
In 2015, the total energy consumption amounted to
514,875,483 MegaJoule, in addition to 1,366,056
MegaJoule from solar energy. Energy consumption can
also be given in terms of quantity of used energy
equivalent to 0.4 MegaJoule per liter of beverage under
The Coca-Cola Company brand and 0.15 MegaJoule
per liter of mineral water produced.
In 2015, work continued on the optimization of energy
consumption with specific projects at the various sites
and, similarly to what was done for water, an improvement
plan was launched for the period 2016-2020, which will be
engaging the Engineering & Sustainability team in the search
for innovative technical solutions.
Use of raw materials
Coca-Cola HBC Italia controls its processes to constantly
monitor the use of raw and auxiliary materials in detail
within each production facility.
As a result of the increase in production volumes, in 2015
the amount of raw materials used for the production of
beverages under The Coca-Cola Company brand and for the
bottling of mineral water grew slightly compared to 2014.
In 2015, food grade CO2 produced by recycling processes
at the plant in Nogara amounted to 9,667 tons (i.e. 100%
of CO2 used at the site).
107.531
Sugar and other
sweeteners
8.432
Concentrate
17.494
Food grade CO2
INGREDIENTS USED FOR THE PRODUCTION OF BEVERAGES (t)
Ingredient
SUGAR AND OTHER SWEETENERS CONCENTRATE
FOOD GRADE CO2
42
20122013 20142015
Coca-Cola HBC Italia used about 80,000 tons of various materials for product packaging in 2015.
MAIN MATERIALS USED (t)
MaterialCompany
GLASS
COCA-COLA HBC ITALIA
FONTI DEL VULTURE
201320142015
14.478
11.508
0
0
24.972
0
COMPANY TOTAL
14.478
11.508
24.972
PET
COCA-COLA HBC ITALIA
23.135
22.153
23.227
FONTI DEL VULTURE
8.545
5.513
6.372
COMPANY TOTAL
31.680
27.666
29.599
ALUMINUM
COCA-COLA HBC ITALIA
17.467
11.557
11.563
FONTI DEL VULTURE
0
0
0
COMPANY TOTAL
17.467
11.557
11.563
4.729
3.895
4.587
1.147
662
909
PE FILM
COCA-COLA HBC ITALIA
FONTI DEL VULTURE
COMPANY TOTAL 5.876
4.557
5.495
CARDBOARD
COCA-COLA HBC ITALIA
3.970
3.886
4.158
FONTI DEL VULTURE
794
780
719
COMPANY TOTAL 4.765
4.666
4.877
PLASTIC LABELS
COCA-COLA HBC ITALIA
496
478
495
FONTI DEL VULTURE
203
148
201
COMPANY TOTAL 699
626
696
CARDBOARD LABELS
COCA-COLA HBC ITALIA
31
30
73
FONTI DEL VULTURE
90
45
54
COMPANY TOTAL
3.090
2.314
127
2.385
1.860
2.410
705
454
449
PLASTIC CAPS
COCA-COLA HBC ITALIA
107.531
FONTI DEL VULTURE
9.3218.529 7.898 8.432
COMPANY TOTAL
3.090
2.314
2.859
TOTAL MATERIALS USED
COCA-COLA HBC ITALIA
66.691
55.366
71.484
FONTI DEL VULTURE
11.484
7.602
8.704
COMPANY TOTAL 78.175
62.968
80.188
126.173
119.609
104.083
19.82019.136 17.207 17.494
43
2015 Sustainability Report
ENVIRONMENT
CONAI AWARD Continuing to increase the recycled content of beverage
packaging is a goal for Coca-Cola HBC Italia; in fact, in 2015
it used 55% of aluminum and 15% of glass for the production
of beverages under The Coca-Cola Company brand and 31%
(1,977,019 kg) of Bio PET for the production of mineral water.
In a context where the issue of waste and its disposal
tends to become more and more critical, attention to how
packaging is designed, manufactured and handled after being
used has a significant impact both on the Company, which
must balance food security, marketing and economic needs,
and on the environment.
In 2015, Fonti del Vulture was among the
winners of the “CONAI Award on prevention
- enhancing the environmental sustainability
of packaging”, which rewards the most
innovative and environmentally-friendly
packaging solutions.
The award was given to three projects for the
light-weighting of packaging, which led to a
reduced use of PET plastic bottles. In particular,
these actions involved the PET bottleneck area
and the high density polyethylene (HDPE) cap
resulting in the following percentage reductions
in the weight of the bottle: 6% for the 2-liter
PlantBottle of Lilia mineral water; 18% for the
0.5-liter bottle of Sveva mineral water and 7% for
the 1.5-liter bottle of Toka mineral water.
The award ceremony was held at the Triennale di
Milano on December 1 in collaboration with Corriere
della Sera, which was followed by a communication
campaign in regard of the winners promoted in the
insert of Corriere della Sera, “Corriere Innovazione”.
Waste management and recycling
Another indicator monitored by Coca-Cola HBC Italia is
the production of solid waste, the management of which
is crucial for sustainable development. The total in 2015
stood at 11,832 tons, and the amount of hazardous waste
generated further decreased, from 42 to 34 tons.
In 2015, nearly all of the waste produced (over 99%) was
classified as non hazardous waste (this was, in particular,
packaging waste such as paper, cardboard, plastic and glass
that are sent for recycling at most of the plants).
Although Coca-Cola HBC Italia invests in waste recycling, in
2015 the percentage of recycled materials was 89.30% of the
total output, a slight decrease compared to 2014. The delays
in the renewal of the operating license by a recycler, certain
compliance issues of the forms and the limited capacity of
the plants at destination did not allow the Company to report
a higher percentage of waste to be sent for recycling.
WASTE PRODUCED (t)
ClassificationCompany
HAZARDOUS WASTE PRODUCED
201320142015
COCA-COLA HBC ITALIA
58
38
34
0,63
FONTI DEL VULTURE
COMPANY TOTAL
1
4
59
42
NON-HAZARDOUS WASTE PRODUCED
COCA-COLA HBC ITALIA
34
9.204
11.421
11.235
FONTI DEL VULTURE
441
430
563
COMPANY TOTAL
9.645
11.851
11.798
TOTAL WASTE PRODUCED
COCA-COLA HBC ITALIA
9.262
11.459
11.268
FONTI DEL VULTURE
442
434
564
COMPANY TOTAL
9.704
11.893
11.832
WASTE RECYCLED (%)
Company
PLANTBOTTLE:
The PET plastic bottle, up to 30% of vegetable origin
An example of innovative packaging was provided by The Coca-Cola Company and used for
the first time by Fonti del Vulture in Italy in 2014: the PlantBottle, whose use continued in 2015
for 1.5-liter Lilia bottles.
The extraordinary revolution of the fully
recyclable PET plastic bottle, made up of a
combination of traditional materials and a
percentage of up to 30% of organic origin, consists
in the plastic material from vegetable sources
that, unlike the existing ones, can be processed in
the recycling installations for traditional PET. The
material of the new bottles enables a considerable
reduction of carbon dioxide emissions and is
fully responsive to the waste reduction, reuse and
recycling policy.
o
e
ne
PET
ni di
44
201320142015
COCA-COLA HBC ITALIA
98,40%
97,81%
88,82%
FONTI DEL VULTURE 98,75%
99,38%
99%
98%
98%
89,30%
COMPANY TOTAL
WASTE RECYCLED
by Fonti del Vulture
45
2015 Sustainability Report
ENVIRONMENT
Emissions ZED - ZERO EMISSIONS DISTRIBUTION Coca-Cola HBC Italia is aware of the effects caused by greenhouse gas
emissions and that an energy policy geared to the search for efficiency
could mitigate them.
CO2 emissions
A new approach to the subject is evidenced by the
improvement targets set for 2016, in view of the Europe
2020 strategy, which provides for the use of cogeneration
sources and renewable energy sources for corporate fleets.
In fact, making refrigeration more sustainable, one of the
largest sources of global carbon emissions due to the high
global-warming potential of hydro fluorocarbons (HFCs), is
the greatest commitment of Coca-Cola HBC Italia in this field.
Significant investments were made during the course
of 2015 to meet the commitment undertaken
by Coca-Cola Hellenic Bottling Company not to introduce
equipment with hydro fluorocarbons on the market as
from 1 January 2016.
The purchase of new equipment without hydro
fluorocarbons as CO2refrigerants, which avoid 99% of direct
emissions, and hydrocarbon refrigerants (HC) is a first step
to achieving that goal.
Another area of action concerns the selection of suppliers
and their awareness. The “Specifications for the provision
of primary transport” is a document, an integral part of the
contract of carriage, which each supplier has the obligation
to respect. It includes the request to use vehicles that at least
meet the EURO IV standard (a set of standards on emissions,
which apply to new road vehicles sold in the European Union
as of 2006, as part of the air pollution reduction policy).
The company’s attention to this issue is also reflected in
assessments instrumental to the selection of suppliers with
regard to the energy sources used and energy consumption
plans adopted.
-1.037.435 kg of CO 2 avoided thanks to the transport
of goods by rail
46
CO2 EMISSIONS (t)
Company
COCA-COLA HBC ITALIA
FONTI DEL VULTURE
COMPANY TOTAL 201320142015
9.899
6.065
6.093
145
120
112
10.044
6.185
6.205
For 2015, the value should not be referred to general carbon
emissions, which take account both of scope 1 and scope
2 (direct and indirect emissions of greenhouse gases) in
the Dow Jones Sustainability Index. The latter, in fact, also
includes the impacts of fleet management and the CO2
associated with the consumption of electric energy, while the
figure reported here only refers to CO2 associated with the
consumption of natural gas only at the bottling sites.
Zero Emissions Distribution is a virtuous system that offers a green logistics model, effective and
truly sustainable to serve city centers and Limited Traffic Zones.
The project, undertaken by Coca-Cola HBC Italia and Mancinelli Due, respectively lead sponsor
and main investor in ZED, was developed by Università La Sapienza in Rome (DIET and DIAE), CNR
(Italian national research council), POMOS (Polo della Mobilita Sostenibile, center for sustainable
mobility) and the Scientific Association BIP - Best Ideas & Projects.
An electric vehicle with a 140-km range, lithium and ferrite ions batteries, gradeability of 21% and
maximum payload of 2.5 tons was developed and built.
In October 2014, the first electric vehicle began operating in the historic center of Rome. When fully
operational, the project will distribute about 300 shipments a day in the Limited Traffic Zone of the
Italian Capital from a warehouse located 15 km from the city center with 6 electric vehicles powered by
renewable sources.
The main benefit of ZED in the medium term will be a
significant reduction in CO2 emissions (i.e. 1,517,811
kg/year), the effect of which will be equivalent to
the reforestation of about 205 hectares.
ZED wants to stand as a reference model
to be replicated in other Italian cities.
6 veicoli elettrici
alimentati da fonti rinnovabili
Logistics efficiency
ZERO WASTE LOGISTICS
Storage and distribution are an essential part of the
activities of Coca-Cola HBC Italia: the efforts in the field of
logistics innovation, optimization of distribution networks
and routes are significant and long-lasting, while still
guaranteeing high quality standards in product delivery
to customers.
The production and distribution network was redesigned
in recent years to cope with the changes occurring in the
target market, both in terms of the location of customers
and for the purpose of following the sales department’s
strategies. Investments were made in the distribution
network with tangible benefits on the reduction of
kilometers traveled by the means of transport.
In recent years a reassessment of the supply base was
undertaken to favor partners capable of offering the
storage of products and delivery of orders by optimizing
distances traveled and consolidating cargo.
With a view to reducing its environmental impact, the
Company also implemented a strategy favoring rail
transport against road transport, particularly for mineral
water due to the location of the production sites.
During the course of 2015, the shipments handled
by rail along intermodal routes were 1,902, covering
a distance of 1,305,487 km from the beginning
of the year, with a total savings of € 234,869.00
and 1,037,435 kilograms of CO2 avoided.
In 2015, Coca-Cola HBC Italia earned the award “Logistics of the year”, organized by Assologistica and
Euromerci, thanks to the project “Zero Waste Logistics”, in collaboration with CHEP and Carrefour Italia. This
project is another example of the Company’s attention to sustainability of its logistics activities, involving the
abandonment of the 80x60 disposable wooden pallets to adopt the pallet pooling solution offered by CHEP
Italy, with the aim to reduce food waste, costs and environmental impact.
Robust pallets are shipped to the outlets without handling along the supply chain: this “one-touch” solution
enabled Coca-Cola HBC Italia to decrease the damage to the product by 65% and by 83% with reference
to cans alone. Moreover, the 80x60 pallets allow a better visibility of the product at the point of sale thereby
improving rotations and reducing the likelihood that products may expire.
The CHEP solution is sustainable from the outset since the wooden pallet comes from managed forests
and is certified by FSC (Forest Stewardship Council) and PEFC (Program for the Endorsement of Forest
Certification schemes). Through the LCA model, “Life Cycle Assessment”, CHEP has quantified the
environmental benefits achieved by Coca-Cola HBC Italia in 2015 by using rented pallets: 31% reduction
of CO2 emissions equal to 53 tons; wood savings of 93%, equal to 364 cubic meters; 92% less waste
in dumpsites equal to 56 tons. The model used is the first LCA on pallet pooling in Italy that was
attributed the logo of the environmental footprint assessment program by the Italian Ministry
of the Environment.
47
2015 Sustainability Report
Community
Impact on the Economy and Employment in Italy
Community
Commitment to Creating Value
The findings of a research commissioned
to SDA Bocconi School of Management
were presented in June 2015 for the
purpose of analyzing and describing
the value of the economic sector and
the impact on employment generated
by Coca-Cola in Italy.
The analysis included the activities of the three companies on
the national territory, Coca-Cola HBC Italia, Coca-Cola Italia
and Fonti del Vulture.
The findings testify to the leading role played by Coca-Cola
in the national economic system in terms of resources
generated and distributed.
The Company ranks first among the 332 companies
in the soft drinks sector with the distribution of as much
as 32.9% of total resources generated; it also ranks first
in the beverage industry, which consists of 2,072
companies, where the company generates 8.1% of the
industry’s total resources.
DIRECT
IMPACT
Impact on the Economy
and Employment in Italy The Initiatives of Coca-Cola HBC Italia
Promotion of an Active Lifestyle
Coca-Cola HBC Italia Foundation
Employees
and personnel
employed at
Coca-Cola
offices and plants
1st place
in the soft drinks sector
and in the beverage industry
INDIRECT
IMPACT
FIRST LEVEL
Suppliers with which
Coca-Cola maintains trade
relations directly
INDIRECT
IMPACT
SECOND LEVEL
Suppliers with which
Coca-Cola does not maintain
relations directly
Support for the Italian Red Cross
and Special Olympics Italia
The Educational-Recreational
Project Fabbriche Aperte (Open Plants)
48
49
2015 Sustainability Report
Community
The Initiatives of Coca-Cola HBC Italia
The analysis shows that in 2014 Coca-Cola distributed
resources amounting to € 481 million, the largest share
of which went to enterprises, i.e. 76%.
The figures change when one considers the resources
generated by taxes on products, a total value of € 815 million
(representing 0.05% of national GDP):
45% of resources went to enterprises
another 45% to the State
the remaining 10% to households
If the direct impact on employment generated by Coca-Cola
with its plants located in Italy is added to the indirect impact
on employment, about 26,000 jobs (equivalent to 0.1% of the
total workforce nationwide) were concerned in 2014.
In practice, 13 indirect jobs should be added to every direct
job within the Italian economy.
The number of people who, in partly or in whole, depend on
labor income generated by Coca-Cola in Italy is therefore
approximately 70,000 people.
The research highlights that, in the hypothetical scenario
in which Coca-Cola Italy was no longer to operate in the
Country, the national economy would face a loss of resources
amounting to € 481 million, representing 0.01% of total
resources generated in Italy, and an increase of 0.29% in the
unemployment rate.
The results of the research thus show that Coca-Cola actively
participates in the development of the country, significantly
contributing to the creation of added value and jobs for the
benefit of the national economy.
FROM TAXES
ON COCA-COLA
PRODUCTS:
FROM
COCA-COLA
IN ITALY:
481
€
million
€
334
The initiatives directly promoted by Coca-Cola HBC Italia on Italian territory are varied, ranging from product donations
to numerous non-profit organizations in the country, to activities to encourage an active lifestyle.
Promotion of an active lifestyle
The promotion of an active lifestyle has always been a core
value pursued by Coca-Cola HBC Italia in the communities in
which it operates through numerous initiatives during 2015
that involved more than 2.3 million people, over 580,000 of
which did some physical exercise.
The company was a partner to 81 sporting events,
competitive or otherwise, up 9% compared to 2014.
Even during non-sporting events the company offered
the possibility to do physical exercise by setting up the
Coca-Cola Sports Village, , itinerant facilities devoted to
sports and fun, open to the public. There were many sports
to be played there: volleyball, foosball, badminton, table
tennis, human foosball, basketball, exercise bikes, rowing but
also zumba workout, physical exercises and postural training.
In 2015, the “Village” facilities were in particular set up on
the occasion of three events attracting large audiences, such
as the Giffoni Experience, the Friendship Meeting in Rimini
and the preview of the Festa del Torrone (nougat feast) in
Cremona, which collectively involved more than 1,100,000
visitors. A number of shopping malls of two major retailing
brands, Auchan and Carrefour, where the “Village” facilities
were set up for the first time in 2015 should also be added.
Giffoni Experience
million
€ 815 million
of GDP
50
Attention to the territory and sustainability have
always been the core values pursued by the
Company in the communities in which it operates.
For the seventh consecutive year, Coca-Cola HBC Italia was a
Giffoni Experience partner, the most important film festival
for young people of Italy, now in its 45th edition, which was
held between 17 and 26 July in Giffoni Valle Piana, in the
Provincial District of Salerno. There were 16,000 people
involved in the sports activities at the Coca-Cola Sports
Village and 236,000 total admissions were recorded during
the event. The “Coke Day”, a day fully dedicated to Coca-Cola,
took place on the Festival’s opening day. It ended with a flash
mob that involved over 3,000 young jury members.
The presence of Coca-Cola HBC Italia at the Giffoni
Experience was also accompanied by a commercial venture
with Conad, also a partner of the event for young people,
through a promotional campaign in 31 stores in the Provincial
District of Salerno.
Friendship Meeting in Rimini
For the tenth year, Coca-Cola HBC Italia was a partner to
the Friendship Meeting in Rimini, which was held on 20-26
August 2015 and is recognized internationally as the most
important cultural religious event on Italian territory. In 2015,
it had 800,000 visitors and 25,000 of them did physical
exercise while having fun at the Coca-Cola Sports Village.
Preview of the Festa del Torrone
For the third consecutive year, Coca-Cola HBC Italia also
renewed its partnership with the Festa del Torrone, involving
more than 8,000 of the 70,000 people who visited the
preview event in Cremona on October 24 and 25.
Shopping Malls
Two large retailing customers, Carrefour and Auchan, were
involved at 10 shopping malls in five Italian regions during
four weekends, offering customers of the two brands an
opportunity to do physical exercise. Various adaptable
modules of the Coca-Cola Sports Village were designed
in order to offer the possibility to try 13 different sports
disciplines, which involved more than 103,000 participants
in total. Moreover, as of December 2015, at the Carrefour
shopping mall in Carugate Milanese, in the Provincial District
of Milan, the space “Il movimento è felicità” (Movement is
Bliss) was opened, a space dedicated to the promotion of
physical exercise, which will remain operational throughout
2016 and will witness a succession of different sports
activities. The first experience was cycling and therefore
a bicycle was the protagonist of the event. The events
described above were followed by initiatives of Coca-Cola
HBC Italia addressed to its customers. More than 10,500
people were in fact involved in recreational and sports
activities on several occasions, including the conference
“L'Inkontro Nielsen”, dedicated to large retailing customers,
which represented a moment of reflection on the economic
situation and the evolution of the consumers' behavior.
Other initiatives to promote an active lifestyle were held
with the support of Coca-Cola HBC Italia Foundation in
partnership with non-profit organizations.
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2015 Sustainability Report
GLOSSArY
Coca-Cola HBC Italia Foundation
Coca-Cola HBC Italia Foundation was born out of the will of the Company
to implement and support projects which in themselves constitute a
complement to the corporate activities of Coca-Cola HBC Italia.
The Foundation, established in 2005, aims to support and find
effective solutions to promote respect for the environment and
the territory, highlight the importance of health and physical
well-being, support physical activity and encourage training,
education and research. .
Support for the Italian Red Cross and Special Olympics Italy
In 2015, thanks to the partnership between Coca-Cola HBC Italia and Autogrill, Coca-Cola HBC Italia
Foundation for the third consecutive year supported the Italian Red Cross with the initiative “Menù Perfetto
-Christmas Edition” (Perfect menu - Christmas edition), to promote sports among kids of underprivileged
families. From 30 November 2015 to 10 January 2016, the association was given a portion of the proceeds
arising from the purchase of “Perfect Menus” and “Super Menus” being respectively sold in over 400 Acafé cafés and snack bars
across the Country and in about 50 Spizzico cafés in the Travel & City channel (cities, shopping malls, stations and airports).
The new smartphone application “Red Break”, which creates and sends free Coca-Cola Christmas greeting e-cards, was launched in
2015. By purchasing a “Perfect Menu” or “Super Menu”, consumers had the opportunity to customize their greeting cards with their
own photos and dedications by using the code on the receipt. The app also allowed customers to make a donation to the Italian
Red Cross using the appropriate banner. The employees of Coca-Cola HBC Italia actively supported the partnership: Christmas fairs
were organized in all Company branches and offices, where funds were collected to be donated to the Red Cross through the sale
of exclusive Coca-Cola branded gadgets. Coca-Cola HBC Italia Foundation, for the eleventh consecutive year, renewed its support
for Special Olympics Italia, the international training and athletic competition program for people with intellectual disabilities.
Together with UCI Cinemas, the fundraising campaign “Su tutte le piste... per un unico traguardo” (On all the tracks ... for one goal)
raised awareness for the issue of social inclusion of persons with disabilities. For each of the “Maxi Menu Double” and “Large Menu”
purchased at one of the 46 cinema theaters of the UCI Cinemas circuit throughout Italy, part of the proceeds was donated to
Special Olympics Italia to contribute to the organizational expenses of the National Winter and Summer Games 2016 , important
gatherings for athletes, their families, volunteers and the public. Several employees of Coca-Cola HBC Italia carried out voluntary
work for a day during the three stages of the 2015 National Summer Games of Special Olympics Italia, helping to spread knowledge
about intellectual disability and educate younger people to the understanding and appreciation of diversity in all its manifestations.
The recreational-educational project
Fabbriche Aperte (Open Factories)
In support of initiatives to protect and respect the environment
and the territory, the Company promoted the educational project
“Fabbriche Aperte” (Open Factories), which, in its third year in
2015, reached 2.8 million people. The initiative aims to raise the
awareness of students on the importance of recycling, reuse of
waste materials and proper management of resources. 4,500
students were hosted at the plants in Nogara, Oricola, Marcianise
and Rionero in Vulture, where they had the opportunity to
discover the innovative technology of the production lines and the
commitment of Coca-Cola HBC Italia to reducing its environmental
impact, and they could participate in fun educational workshops
on the topics proposed by the project “Open Factories”.
52
Moreover, about 2,000 schools received educational kits
produced under the patronage of CONAI, containing useful
information about the importance of recycling, creative reuse of
waste materials and protection of our planet’s resources.
The 2015 edition saw the introduction of an educational test,
“Noi ricicliamo così” (We recycle like this), which involved about
700 classrooms around the country and collected more than
1,500 compositions. The young students in elementary school
(fourth and fifth grade) and secondary school, junior and high
school, were called upon to free their imagination, craftsmanship
and technical skills in order to submit their original proposals for
the creative recycling of waste thereby providing a testimony to
their environmental commitment. The three winning schools in
the educational tests, one for each school level, were awarded a
grant for the purchase of teaching material.
GlossarY
AA1000 Standard developed by
ISEA (Institute of Social and Ethical
Accountability), which provides
guidelines for the preparation of
sustainability reports, assurance of the
same and stakeholder engagement.
Its goal is to help organizations
understand the responsibility and
consequences of their actions,
decisions, policies and performance,
particularly in relation to social and
environmental fields, in order to
stimulate them to being transparent
and ensuring sustainable development.
ACCIDENT A “work accident” is an
event that may occur to employees
during the course of their work, which
leads to absence from work for at
least one day, excluding the day of
occurrence.
ASSOBIBE (Associazione Italiana
tra gli Industriali delle Bevande
Analcoliche, Italian association of
industrialists of non-alcoholic drinks)
National trade association, a member
of Confindustria, which represents,
protects and assists Italian companies
that produce non-alcoholic drinks. The
majority of businesses in the industry,
of all sizes and located throughout the
Italian territory, is a member.
CARBON CLEAR World leading
provider of efficient energy
management and emissions reduction
and a founding member of the
“International Carbon Reduction and
Offset Alliance” (ICROA).
CUSTOMER Entity that sells or serves
Coca-Cola HBC Italia products directly
to the consumer.
CONCENTRATE Base to which water
and other ingredients are added to
produce a beverage.
DOW JONES SUSTAINABILITY INDEX
World stock market index assessing
corporate social responsibility, set up
in 1999 with the aim of tracking the
financial performance of securities
that stand out for their excellent
results in the economic, social and
environmental area, highlighting
the leading companies in the area of
sustainability for each sector.
FINANCIAL TIMES STOCK EXCHANGE
Share index of the 100 largest
companies listed on the London Stock
Exchange. The index is calculated
and reported by the FTSE Group,
an independent company owned
by The Financial Times and by the
London Stock Exchange.
GRI - SUSTAINABILITY REPORTING
GUIDELINES Reference standard
that provides a generally accepted
model for reporting an organization’s
economic, environmental, and social
performance. The fourth generation
of the Guidelines (G4) was published
in May 2013 during the “Global
Conference on Sustainability
and Reporting” in Amsterdam.
HDPE (High-density polyethylene)
Addition polymer produced from oil
refining. It is a widely used plastic
material for the production of rigid
packaging such as flasks and bottles.
LCA (Life Cycle Assessment)
Assessment tool used to analyze the
environmental impact of a product,
activity or process along all the stages
of their life cycle.
The analysis quantifies the use of
resources (“inputs” such as energy,
raw materials, water) and
environmental emissions (“outputs”
in the air, water and soil) associated
with the system being assessed.
lpb Liter per beverage
OPERATIONS DEPT.
Personnel engaged in the production
facilities of drinks manufactured under
The Coca-Cola Company brand and
the bottling plants of mineral waters,
warehouses and the relevant technical
support.
PE Polyethylene. Plastic material
used for the packaging film of bottle
multipacks.
PLANT Production facilities of drinks
manufactured under The Coca-Cola
Company brand.
RECONDITIONING Regular
maintenance by Technical Service
& Equipment (TS&E) of display
refrigerators and various beverage
refrigeration systems.
SALES DEPT. Commercial department
that manages relations with customers
by developing the brands in the
various distribution channels. It deals
with activating points-of-sale, product
display, promotions and ensures that
the product is always available to
the consumer and meets high quality
standards.
TS&E (Technical Service & Equipment)
Technical service center dedicated
to reconditioning and maintenance
of display refrigerators of Coca-Cola
HBC Italia, supported by a team
of technicians operating on Italian
territory in direct contact with
customers. Among the activities of
TS&E, the main area is dedicated to
refurbishment, i.e. the overhaul and
reconditioning of equipment: repair of
display refrigerators, facilities for the
provision of draft drinks and vending
machines. The sale of this business unit
took place in 2013.
TPV Machine Third-party vending
machine.
UNESDA (Union of European Soft
Drinks Associations). European
association founded in Brussels in 1958
to support and defend the interests
of the producers of non-alcoholic
beverages in such areas as food safety
and science, health and nutrition,
consumer trust and satisfaction,
competitiveness and environmental
sustainability.
PET Polyethylene terephthalate.
Plastic material used for packaging,
including light bottles with high tensile
strength. PET can be recycled into
containers with non-food products,
clothing, carpets, automotive parts
and industrial materials.
53
2015 Sustainability Report
TABLE
GRI-G4 CONTENT INDEX
The following GRI index is presented with reference to the option
In Accordance-Core, as required by the GRI-G4 guidelines.
The indicators found in the “Food Processing Sector Supplement”,
a specific GRI document for the food production sector, were also
included.
For the year 2015, Coca-Cola HBC Italia did not provide external assurance, considering it more appropriate to consolidate
the process and devote more resources to a detailed analysis of material aspects.
GENERAL STANDARD DISCLOSURE
Ind.
Description
Reference to chapter
/ paragraph
Page
Notes / additions
STRATEGY AND ANALYSIS
G4-1
A statement of the importance of sustainability
for the organization, as well as the organization's
strategy to manage sustainability.
Letter to stakeholders; the
path of sustainability
3, 5
G4-2
Description of key impacts, risks
and opportunities
Matrix of material aspects
9
54
Name of the organization
Coca-Cola HBC Italia
11
G4-4
Primary brands, products and / or services
Range of Coca-Cola
products
19
G4-5
Headquarters
Coca-Cola HBC Italia
11
G4-6
Countries where the company operates
Coca-Cola HBC Italia
12
G4-7
Ownership and legal form
Governance system
15 - 17
G4-8
Markets served
Coca-Cola HBC Italia
12
G4-9
Scale of the organization
People of Coca-Cola HBC
Italia; Production and sales
23, 33
- 35
G4-10
Employee characteristics
People of Coca-Cola HBC
Italia
23-25
G4-11
Employees covered by collective bargaining
agreements
People of Coca-Cola HBC
Italia
23
G4-12
Description of the supply chain
Sustainable procurement
policies
36 - 37
G4-13
Significant changes regarding the organization’s
size, structure, ownership or supply chain
The new supply chain
37
G4-14
Precautionary approach in risk management
Tools governing corporate
conduct
16, 17
G4-15
List of initiatives, principles, papers on economic,
social and environmental issues subscribed by the
organization
Tools governing corporate
conduct
16, 17
List of associations and national / international
advocacy organizations
Responsible marketing;
support for the Italian Red
Cross and Special Olympics
Italy
21, 52
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-17
List of entities included in the organization’s
consolidated financial statements and those not
included in the sustainability report
Corporate reporting
6
G4-18
Explanation of the process for defining the report
content and manner in which the organization has
implemented its reporting principles
Methodological references
6, 7
G4-19
Material aspects identified in the process of
defining report content
Matrix of material aspects
7-9
G4-20
Material aspects outside the organization
Matrix of material aspects
7-9
G4-21
Material aspects outside the organization
Matrix of material aspects
7-9
G4-22
Report of the effects of any restatements of
information provided in previous reports, and the
reasons for such restatements
Social reporting;
methodological references
6, 7
G4-23
Significant changes from previous reporting periods
in the scope and aspect boundaries
Social reporting;
methodological references
6, 7
STAKEHOLDER ENGAGEMENT
PROFILE OF THE ORGANIZATION
G4-3
G4-16
G4-24
List of stakeholder groups engaged by the
organization
Stakeholders: mapping
and engagement activities
6, 7
G4-25
Basis for identification and selection of
stakeholders with whom to engage
Stakeholders: mapping
and engagement activities
6, 7
G4-26
Approach to stakeholder engagement
Stakeholders: mapping
and engagement activities
6, 7
G4-27
Key topics and concerns that have been raised
through stakeholder engagement
Stakeholders: mapping
and engagement activities
6, 7
Social reporting
6
REPORT PROFILE
G4-28
100%: tutto il personale
è garantito dalla
contrattazione collettiva
nazionale
Reporting period
G4-29
Date of most recent previous report
Social reporting
6
G4-30
Reporting cycle
Social reporting
6
For further details and
clarifications on the contents,
please refer to the contact
details published in the social
responsibility section of the
company’s website
G4-31
Contact point and addresses for questions regarding
the sustainability report and its contents
G4-32
GRI content index
GRI-G4
content index
54 - 63
G4-33
Assurance Policies and Practices
Social reporting
6
Governance system
15
Strategic pillars and values
of Coca-Cola HBC Italia
13, 14
GOVERNANCE
G4-34
Governance structure, including committees of the
highest governance body
ETHICS AND INTEGRITY
G4-56
Values, principles, standards and norms of behavior
of the organization
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2015 Sustainability Report
TABLE
SPECIFIC STANDARD DISCLOSURE
Ind.
Description
Reference to chapter / paragraph
Page
Notes / additions
ECONOMIC PERFORMANCE
G4-EC3
Coverage of the organization’s
defined benefit plan obligations
Obligations as provided by law
MARKET PRESENCE
G4-DMA
Disclosure on management approach
The people of Coca-Cola HBC Italia
23 - 31
G4-EC5
Ratios of standard entry level wage by gender compared to local
minimum wage at significant locations of operation
The people of Coca-Cola HBC Italia
24
Disclosure on management approach
Community, commitment to creating value
49 - 52
Significant indirect economic impacts, including the extent of impacts
Economic and employment impact; promotion of an
active lifestyle; support for the Italian Red Cross and
special Olympics Italy
49, 50, 52
INDIRECT ECONOMIC IMPACT
G4-DMA
G4-EC8
PROCUREMENT PRACTICES
G4-DMA
Disclosure on management approach
Sustainable procurement policies
36, 37
G4-EC9
Proportion of spending on local suppliers at significant locations of operation
Sustainable procurement policies
36, 37
FP1
Percentage of purchased volume from suppliers compliant with
company’s sourcing policy.
Sustainable procurement policies
36, 37
ENVIRONMENTAL PERFORMANCE
RAW MATERIALS
GG4-DMA
Disclosure on management approach
Use of raw materials
42
G4-EN1
Materials used by weight or volume
Use of raw materials
42
G4-EN2
Percentage of materials used that are recycled input materials
Use of raw materials
42
G4-DMA
Disclosure on management approach
Energy management
41, 42
G4-EN3
Energy consumption within the organization
Energy management
42
G4-EN5
Energy intensity
Product life cycle; energy management
39, 42
G4-EN6
Reduction of energy consumption
as a result of energy efficiency initiatives
Energy management
41, 42
G4-EN7
Reductions in energy requirements of products and services
Product life cycle; energy management
39, 42
G4-DMA
Disclosure on management approach
Water management
40, 41
G4-EN8
Total water withdrawal by source
Water management
40, 41
G4-EN10
Percentage and total volume of water recycled and reused
Water management
41
ENERGY
WATER
BIODIVERSITY
56
G4-EN12
Description of significant impacts of activities, products, and services
on biodiversity in protected areas and areas of high biodiversity value
outside protected areas
(n/a)
G4-EN13
Habitats protected or restored
None
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2015 Sustainability Report
TABLE
EMISSIONS
G4-DMA
Disclosure on management approach
Emissions
46, 47
G4-EN15
Direct greenhouse gas emissions
Emissions
46, 47
For the year 2015, the value should not be referred to scope 1 and scope 2 (direct and indirect emissions of greenhouse
gases), since the data given refers to co2 associated with the consumption of natural gas only at the bottling sites.
G4-EN16
Energy indirect greenhouse gas emissions
Emissions
46, 47
For the year 2015, the value should not be referred to scope 1 and scope 2 (direct and indirect emissions of greenhouse
gases), since the data given refers to co2 associated with the consumption of natural gas only at the bottling sites.
G4-EN18
Greenhouse gas emissions intensity
Product life cycle
39
G4-EN19
Reduction of greenhouse gas emissions
Emissions
46, 47
G4-EN20
Emissions of ozone-depleting substances
Emissions
46, 47
G4-EN21
Emission of nitrogen oxides (NOx), sulfur oxides (SOx) and other
significant air emissions, by type and weight
There are no significant emissions of NOx and SOx with the exception of those produced by natural gas combustion.
These emissions are in any case subject to all the checks required by applicable laws.
EFFLUENTS AND WASTE
G4-DMA
Disclosure on management approach
Water management; waste management and recycling
40, 41, 45
G4-EN22
Total water discharge by quality and destination
Water management
41
G4-EN23
Total weight of waste by type and disposal method
Waste management and recycling
45
G4-EN24
Total number and volume of significant spills
Water management
41
G4-EN25
Weight of transported, imported, exported, or treated waste deemed
hazardous under the terms of the Basel convention and percentage of
transported waste shipped internationally
Water management; waste management and recycling
40, 41, 45
PRODUCTS AND SERVICES
G4-DMA
Disclosure on management approach
Sustainability of packaging
43, 44
G4-EN27
Extent of impact mitigation of environmental impacts of products and
services
Sustainability of packaging
44
G4-EN28
Percentage of products sold and their packaging materials that are
reclaimed by Category
Sustainability of packaging
43, 44
TRANSPORT
G4-DMA
Disclosure on management approach
Logistics efficiency
46, 47
G4-EN30
Significant environmental impacts of transporting products
and other goods and materials for the organization’s operations,
and transporting members of the workforce
Logistics efficiency
46, 47
SUPPLIER ENVIRONMENTAL ASSESSMENT
G4-DMA
Disclosure on management approach
Sustainable procurement policies
36, 37
G4-EN32
Percentage of new suppliers that were screened
using environmental criteria
Sustainable procurement policies
37
In 2015, 100% of new suppliers were monitored based on the supplier guiding principles that provide for respect for human
rights, the environment, social customs, and labor laws. Again in 2015, more than 85% of accredited suppliers were found to
have signed the Supplier Guiding Principles of Coca-Cola HBC Italia, and 64.8% of new entrants accepted the call for subscription
and adherence to the SGPs.
SOCIAL PERFORMANCE
EMPLOYMENT PRACTICES AND ADEQUATE LABOR CONDITIONS
Employment
G4-DMA
Disclosure on management approach
The people of Coca-Cola HBC Italia
23 - 25
G4- LA1
Total number and rates of new employee hires and employee turnover by
age group, gender and region
The people of Coca-Cola HBC Italia
24, 25
G4- LA2
Benefits provided to full-time employees that are not provided to
temporary or part-time employees
Work, energy for growth
23 - 31
The people of Coca-Cola HBC Italia
25
Industrial relations
58
G4-DMA
Disclosure on management approach
G4- LA4
Minimum notice periods regarding operational changes (organizational
changes), including whether these are specified in collective agreements
The organizational changes that are necessary for a better management of operations are implemented after informing
the union representatives. The national collective bargaining agreement, by contract, entails the setting of a minimum
notice period to personnel in the event of operational or organizational changes.
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2015 Sustainability Report
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Occupational health and safety
G4-DMA
Disclosure on management approach
G4- LA5
Percentage of total workforce represented in formal
joint management–worker health and safety committees
G4- LA6
Type of injury and rates of injury, occupational diseases, lost days,
and absenteeism, and total number of work-related fatalities,
by region and by gender
Occupational health and safety
28
G4- LA7
Workers with high incidence or high risk of diseases related to their
occupation
Occupational health and safety
29, 30
G4- LA8
Health and safety topics covered in formal agreements with trade unions
Safety and welfare of employees
28 - 31
100%
At Coca-Cola HBC Italia, the following terms apply: INJURIES: sales personnel exposed to the risk of road accidents,
because of the distances; and OCCUPATIONAL DISEASES: there are no tasks considered at high risk
of occupational disease.
No specific agreements were signed in regard of occupational health and safety.
Training and education
G4-DMA
Disclosure on management approach
People training; people development
25, 26, 27
G4- LA9
Average hours of training per year per employee by gender, and by
employee category
People training
25, 26
G4- LA10
Programs for skills management and lifelong learning that support the
continued employability of employees and assist them in managing career People development
endings
27
G4- LA11
Percentage of employees receiving regular performance and career
development reviews, by gender and by employee category
People development
27
Diversity and equal opportunity
G4-DMA
Disclosure on management approach
The people of Coca-Cola HBC Italia
24
G4- LA12
Composition of governance bodies and breakdown of employees per
employee category according to gender, age group, minority group
membership, and other indicators of diversity
The people of Coca-Cola HBC Italia
24
Equal remuneration for women and men
G4-DMA
Disclosure on management approach
The people of Coca-Cola HBC Italia
24
G4- LA13
Ratio of basic salary and remuneration of women to men by employee
category, by significant locations of operation
The people of Coca-Cola HBC Italia
24
Supplier assessment for labor practices
G4-DMA
Disclosure on management approach
Sustainable procurement policies
36, 37
G4-LA14
Percentage of new suppliers that were screened using
labor practices criteria
Sustainable procurement policies
37
Tools regulating corporate conduct
16, 17
HUMAN RIGHTS
Non-discrimination
G4-DMA
Disclosure on management approach
G4-HR3
Total number of incidents of discrimination and corrective actions taken
In 2015, there were no events or reports relating to discrimination.
Child labor
G4-DMA
Disclosure on management approach
G4-HR5
Operations and suppliers identified as having significant risk for incidents
of child labor, and measures taken to contribute to the effective abolition
of child labor
Tools regulating corporate conduct
16, 17
In compliance with Italian law, Coca-Cola HBC Italia makes no use of child labor and in 2015 100% of new suppliers were
monitored based on the supplier guiding principles that provide for respect for human rights, the environment, social
customs and labor laws.
Forced or compulsory labor
G4-DMA
Disclosure on management approach
G4-HR6
Operations and suppliers identified as having significant risk for incidents
of forced or compulsory labor, and measures to contribute to the
elimination of all forms of forced or compulsory labor
Tools regulating corporate conduct
16 - 17
In compliance with Italian law, Coca-Cola HBC Italia makes no use of child labor and in 2015 100% of new suppliers were
monitored based on the supplier guiding principles that provide for respect for human rights, the environment, social
customs and labor laws.
Indigenous rights
60
G4-DMA
Disclosure on management approach
G4-HR8
Total number of incidents of violations involving rights of indigenous peoples
and actions taken
Tools regulating corporate conduct
16 - 17
In 2015, there were no incidents violating rights of indigenous people.
61
2015 Sustainability Report
TABLE
Supplier human rights assessment
G4-DMA
Disclosure on management approach
Sustainable procurement policies
36, 37
G4-HR10
Percentage of new suppliers that were screened using
human rights criteria
Sustainable procurement policies
36, 37
In 2015, 100% of new suppliers were monitored based on the supplier guiding principles that provide for respect for
human rights, the environment, social customs, and labor laws.
SOCIETY
Local communities
G4-DMA
Disclosure on management approach
Local communities, commitment to create value
48 - 52
G4-SO1
Percentage of operations with implemented local community engagement,
impact assessments, and development programs
The recreational-educational project Fabbriche Aperte
(open factories)
52
Anti-corruption
G4-DMA
Disclosure on management approach
Tools regulating corporate conduct
16, 17
G4-SO3
Percentage of operations assessed for risks related to corruption
and the significant risks identified
Tools regulating corporate conduct
16, 17
G4-SO4
Communication and training on anti-corruption policies
and procedures
Corporate governance, business ethics and fight
against corruption
15
100%
Supplier assessment for impacts on society
G4-DMA
Disclosure on management approach
Sustainable procurement policies
36, 37
G4-SO9
Percentage of new suppliers that were screened using criteria
for impacts on society
Sustainable procurement policies
36, 37
Complaints resolution
21
Complaints resolution
21
Grievance mechanisms for impacts on society
G4-DMA
Disclosure on management approach
G4-SO11
Number of grievances about impacts on society filed, addressed, and
resolved through formal grievance mechanisms
In 2015, 100% of new suppliers were monitored based on the Supplier Guiding Principles that provide for respect for
human rights, the environment, social customs, and labor laws.
PRODUCT RESPONSIBILITY
Customer health and safety
G4-DMA
Disclosure on management approach
Responsible marketing; sustainability of packaging
21, 43 - 45
G4-PR1
Percentage of significant product and service categories for which health
and safety impacts are assessed for improvement
Food quality and safety; Responsible marketing
20, 21
FP4
Nature, scope and effectiveness of any programs and practices
(in-kind contributions, volunteer initiatives, knowledge transfer,
partnerships and product development) that promote access
to healthy lifestyles; the prevention of chronic disease; access
to healthy, nutritious and affordable food; and improved welfare
for communities in need
Responsible marketing;
Promotion of an active lifestyle
21, 51
FP6
Percentage of total sales volume of consumer products, by product category,
that are lowered in saturated fat, trans fats, sodium and added sugars
Production and sales
33
Total number of incidents of non-compliance with regulations and voluntary
codes concerning the health and safety impacts of products and services
Management systems
during their life cycle, by type of outcome
Product and service labeling
G4-PR2
62
18
100%
In 2015, there were no incidents of non-conformity that had an impact on food safety.
G4-DMA
Disclosure on management approach
The label is under the jurisdiction of the Coca-Cola company, in planning and implementation terms and the adaptation to
applicable legislation is ensured by the company. The products of the Coca-Cola company are labeled according to reg. No.
1169/2011 to allow consumers to make appropriate choices.
G4-PR3
Type of product and service information required by the organization’s
procedures for product and service information and labeling,
and percentage of significant product and service categories subject
to such information requirements
Information to consumer is given in compliance with the law.
G4-PR4
Total number of incidents of non-compliance with regulations and
voluntary codes concerning product and service information and labeling
Product labels are in compliance with the law.
G4-PR5
Results of surveys measuring customer satisfaction
Commercial policy
35
63
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