1
Sustainable Development Report 2021
SUSTAINABLE 
DEVELOPMENT 
REPORT
2021

2
Sustainable Development Report 2021
CONTENTS
Message from Our Managing Director...........................................................................................3
Our Approach to Disclosure................................................................................................................4
Swire Coca-Cola at a Glance..............................................................................................................7
Our Approach to Materiality Assessment....................................................................................11
SD 2030 Targets and Metrics............................................................................................................12
CLIMATE.................................................................................................................................................... 15
WATER.......................................................................................................................................................31
PACKAGING AND WASTE.................................................................................................................... 42
PRODUCT CHOICE................................................................................................................................. 56
SOURCING................................................................................................................................................ 62
OUR PEOPLE.............................................................................................................................................71
COMMUNITY...........................................................................................................................................86
Performance Tables............................................................................................................................ 93
GRI Standards Content Index............................................................................................................97
Limited Assurance Letter................................................................................................................100

3
Sustainable Development Report 2021
MESSAGE FROM OUR MANAGING DIRECTOR
In last year’s report, I stated 
that 2020 was a year like 
no other. 2021 continued 
to present unprecedented 
challenges with the COVID-19 
pandemic affecting how 
businesses operate and how 
people conduct their lives. I am 
proud to say that all our teams 
throughout our regions have 
responded magnificently; as 
well as continuing to serve our 
communities, we have stayed 
true to our commitment to 
sustainable development, 
which is an essential part of 
our ambitious vision to become 
a leading bottler in the global 
Coca-Cola system. 
There have been numerous challenges in all 
markets where Swire Coca-Cola operates, 
however we remain focused on continuing 
to deliver on our 2025 and 2030 sustainable 
development targets as detailed in our 
sustainability strategy, “Our Choice, Our 
Future!”. 
The successful execution of our strategy 
greatly depends on the People and culture 
embedded in our company. Our continued 
focus on the safety of our employees 
resulted in a continued reduction in our 
total injury rate (TIR) of 3% compared to 
the previous year. In 2021, we launched our 
“Zero is Possible” programme, underpinned 
by a continuous improvement framework, 
which emphasises our vision to become a 
zero harm organisation and belief that all 
accidents are avoidable and preventable.
are determined to continue to invest and 
bring in new technological interventions to 
ensure that we exceed these targets.
During these challenging times, it has been 
more important than ever to continue 
to contribute to, and partner with, the 
Communities in which we operate. In 2021, 
we invested over HK$15 million (0.6% of 
our annual profit), in various community 
activities across all our markets. We also 
continued to meet the changing needs 
of our consumers by providing a greater 
variety of drinks with more low and no-
sugar options and continue to develop 
Product packaging that is fully recyclable 
and with increased recycled PET content. 
As the world emerges and recovers from 
the pandemic there is still uncertainty and 
challenges that we will all face. One thing 
that we can be certain about is that Swire 
Coca-Cola is committed to our long-term 
sustainable development strategy and 
will continue to transparently report our 
progress. I hope you enjoy reading our 2021 
Sustainable Development Report.
 
Karen So
Managing Director
Swire Coca-Cola Limited
In addition to the challenges from the 
pandemic, we have also witnessed the 
impact from Climate change on the 
people and the communities in which 
we operate. In Colorado, we experienced 
drought conditions and wildfires whilst 
in Zhengzhou, Chinese Mainland, our 
operations were directly impacted by the 
devastating floods that hit the region. 
These events are a clear reminder for us all 
that it is imperative that we do all we can 
to reduce and minimise our impact on the 
environment. 
We are committed to achieving 
our sustainable development 2030 
environmental targets, including our 
approved Science Based Targets (SBTs) 
to reduce our carbon emissions and 
contribute to limiting global warming 
below 1.5°C. In 2021, we further invested 
in photovoltaic (PV) installations, Water 
and energy efficiency systems, increased 
the proportion of energy we use coming 
from renewable sources and reduced the 
amount of our Packaging and Waste ending 
up in landfill. In addition, we strengthened 
collaboration with our suppliers to 
encourage responsible Sourcing practices, 
and promote the reduction of Scope 3 
emissions in our supply chain. We know 
that achieving all our environmental 
commitments will be challenging but we

4
Sustainable Development Report 2021
OUR APPROACH TO DISCLOSURE 
SCOPE OF DISCLOSURE
Unless otherwise stated, performance 
data in this report covers all Swire Coca-
Cola wholly and majority owned bottling 
operations in our four markets: the Chinese 
Mainland, Hong Kong, Taiwan and the 
United States. Given the different context 
in each market we present performance 
data by market, where meaningful. More 
details can be found in the Reporting 
Standards and Scope of Report section of 
our 2019 Sustainable Development Report.
METRICS – 2018 AS OUR  
BASELINE YEAR 
We have set 2018 as our baseline year 
(unless otherwise indicated) as this was 
the first year post refranchising in which 
we had a full year’s worth of data. It is 
also the baseline year used in our SBT 
project (please see the Climate chapter). 
As we launched our 2030 Sustainable 
Development Strategy “Our Choice, Our 
Future!”, a full list of our Key Performance 
Indicators for each target can be found 
in the chapter entitled 2030 Targets and 
Metrics.
2021 TCCC BUSINESS & 
SUSTAINABILITY REPORT
The following link takes you to TCCC’s 2021 
Business & Environmental, Social and 
Governance Report.
THE COCA COLA SYSTEM
The below infographic taken from https://investors.coca-colacompany.com/about/
coca-cola-system clearly explains The Coca-Cola System, which is frequently 
referenced in this report.
*	
TCCC and its bottling partners are collectively known as The Coca-Cola system.  
TCCC does not own, manage or control most local bottling companies.
Swire Coca-Cola Limited (Swire Coca-Cola) 
is the fifth largest bottler by sales volume 
for The Coca-Cola Company (TCCC), and 
is wholly owned by Swire Pacific Limited 
(Swire Pacific), a listed company on the 
Hong Kong Stock Exchange (HKEx).
OUR COMMITMENT TO 
TRANSPARENCY
Swire Coca-Cola issues an annual 
Sustainable Development Report which 
aims to provide our stakeholders with a 
detailed, accurate and honest account 
of our performance and progress in the 
material areas of sustainability. This is our 
fifth report, covering the period 1 January 
to 31 December 2021.
REPORT STRUCTURE 
Key chapters of this report reflect the 
seven focus areas of our 2030 Sustainable 
Development Strategy “Our Choice, 
Our Future!”. For each of our seven key 
focus areas, we present why the topic is 
important, and how we strive to make the 
right decisions that minimise negative 
outcomes and maximise positive results. 
Details of our strategy can be found in the 
Swire Coca-Cola website.

GOVERNANCE STRUCTURE
5
Sustainable Development Report 2021
GOVERNANCE OF  
SUSTAINABLE DEVELOPMENT AT 
THE CORPORATE LEVEL
Swire Pacific’s highest governance body 
is its Board, led by an Executive Chairman. 
The Swire Pacific Board is responsible 
for overseeing sustainable development 
for all operating companies under Swire 
Pacific, including Swire Coca-Cola. 
Information on sustainability risks and 
performance is reported to the Board via 
the Group Risk Management Committee 
(GRMC), which has eight members and 
is chaired by the Finance Director. The 
GRMC is advised by the Swire Group 
Environment Committee and by working 
groups (made up of relevant personnel 
from Swire Pacific operating companies) 
covering focus areas of SwireTHRIVE*. The 
working groups meet three times a year to 
exchange information and best practices, 
with a view to developing specific policy 
recommendations, improving efficiency, 
reducing costs and engaging staff in 
sustainable development. 
To provide additional oversight and 
direction, the Group Head of Sustainability 
at Swire Pacific reports annually to the 
Board on its sustainability performance. 
Division heads, as well as the Chief 
Executive Officers or Managing Directors 
of operating companies, meet twice a 
year on sustainability matters under the 
Chairmanship of the Board. 
2021 SWIRE PACIFIC SUSTAINABLE 
DEVELOPMENT REPORT 
For more details, please visit Swire Pacific’s 
2021 Sustainable Development Report.
OUR APPROACH TO DISCLOSURE 
*	
SwireTHRIVE is Swire Pacific’s Sustainable Development 
Strategy. It is a group-wide sustainability strategy.
Note 1:	
General Manger of QSE&S Chairs the Swire Coca-
Cola Sustainability Steering Committee.
Note 2:	 The Swire Coca-Cola Sustainability Steering 
Committee meeting consists of seven members, 
including two Executive Directors from Supply 
Chain and Human Resources, and five General 
Managers from QSE&S, Circular Economy, Finance, 
Corporate Communications and Procurement.
Swire Coca-Cola Division 
Advisory Board (DAB)
Swire Coca-Cola 
Supply Chain
Sustainable Development 
Report Limited Assurance 
Deloitte
Audit Committee
Group Risk Management 
Committee (GRMC)
Swire Group Environment 
Committee (SGEC)
Swire Group Sustainable 
Development Office (SDO)
Swire Coca-Cola Sustainability 
Steering Committee
Swire Coca-Cola  
Corporate  
Communications
•	 Community
•	 Product Choice
Swire Coca-Cola Division 
Executive Board (DEB)
Swire Coca-Cola 
Human Resources
•	 Diversity & Inclusion  
	
(People)
Swire Coca-Cola
•	 Water
•	 Climate
• 	 Packaging & Waste
• 	 Quality, Safety, Environment 	
	
and Sustainability (QSE&S)
• 	 Safety (People)
Swire Coca-Cola 
Procurement 
•	 Sourcing
Swire Pacific Board
Group 
Internal Audit
Swire Coca-Cola 
Diversity & Inclusion 
Steering Committee 
(DISCO)
Swire 
Pacific Risk 
Management
Committee 
(SPAC RMC)

6
Sustainable Development Report 2021
MANAGING SUSTAINABLE 
DEVELOPMENT AT  
SWIRE COCA-COLA
At Swire Coca-Cola, we have an 
independent governance structure 
to manage and implement our own 
sustainable development initiatives 
and strategies. We take the following 
actions with reference to Swire Pacific’s 
framework to promote our sustainable 
development: 
•	 Assessing the sustainability issues 
that are material to Swire Coca-Cola’s 
operations 
•	 Formulating the Sustainable 
Development Strategy “Our Choice, Our 
Future!” based on findings from our 
materiality assessment 
•	 Implementing strategies through an 
appropriate organisational structure 
•	 Monitoring and evaluating 
the effectiveness of strategy 
implementation, compliance and 
reporting on sustainability performance
Our Division Advisory Board (DAB) consists 
of three Non-Executive Directors and 
seven Executive Directors. The Division 
OUR APPROACH TO DISCLOSURE 
Executive Board (DEB) provides direction on 
sustainability development, oversees our 
sustainability commitments and progress, 
and makes management decisions in 
relation to sustainability.
Our Managing Director oversees the 
operations and performance of the 
company’s functional departments. 
Supply Chain, Corporate Communications, 
and Human Resources are three of the 
five functional departments. These 
functional departments are responsible for 
implementing our strategies for day-to-day 
business activities, monitoring progress, 
and reporting of specific initiatives. 
Under the Supply Chain Department, the 
QSE&S working team also sits in and 
reports to the GRMC and the Swire Group 
Sustainability Committee respectively 
to make sure our initiatives are aligned 
with Swire Pacific’s framework in these 
particular areas.
In Swire Coca-Cola’s Human Resources 
department, Diversity and Inclusion also  
reports to the Swire Coca-Cola Diversity 
& Inclusion Steering Committee (DISCO), 
which is chaired by our Managing Director 
and includes members of the DEB and a 
number of Bottler General Managers. Our 
DISCO meets four times a year.
EXTERNAL ASSURANCE
Certain data points have been limited 
assured by Deloitte Touche Tohmatsu. The 
Limited Assurance Statement can be found 
on page 100. 
We will also commit to working towards 
expanding the number of data points that 
have been third-party assured (and use 
other parties to third-party validate data 
where possible), to ensure our calculations 
are accurate and improve the confidence 
of our stakeholders. 
REPORTING STANDARD
This report has been prepared in 
accordance with the Global Reporting 
Initiative (GRI) Standards: Core option.
WE WELCOME YOUR FEEDBACK
Please contact: 
Swire Coca-Cola Limited 
33/F Dorset House,  
Taikoo Place, 979 King’s Road,  
Hong Kong 
SD@swirecocacola.com

7
Sustainable Development Report 2021
OVERVIEW
SWIRE COCA-COLA AT A GLANCE
OUR PRESENCE IN THE  
COCA-COLA SYSTEM
As the fifth largest bottler by volume 
within The Coca-Cola System, we have the 
exclusive rights to manufacture, market 
and distribute products of TCCC in 11 
provinces and the Shanghai Municipality in 
the Chinese Mainland and in Hong Kong SAR 
(Hong Kong), Taiwan region (Taiwan) and an 
extensive area of the western USA (U.S.). 
2021 BUSINESS  
PERFORMANCE OVERVIEW
Swire Coca-Cola has ten wholly-owned 
franchise businesses (in Hong Kong, 
Taiwan and the U.S., and in Fujian, Anhui, 
Guangxi, Jiangxi, Jiangsu and Hainan 
provinces and the cities of Zhanjiang 
and Maoming in Guangdong province in 
the Chinese Mainland) and five majority 
owned franchise businesses (in Zhejiang, 
Guangdong (excluding the cities of 
Zhanjiang, Maoming and Zhuhai), Henan, 
Yunnan and Hubei provinces in the Chinese 
Mainland). We have a joint venture interest 
in a franchise in the Shanghai Municipality 
in the Chinese Mainland and an interest 
in associates in Coca-Cola Bottlers 
Manufacturing Holdings Limited (CCBMH), 
which supplies still beverages to all Coca-
Cola franchises in the Chinese Mainland. 
As of 31st December 2021, Swire Coca-Cola 
manufactured 62 beverage brands and 
distributed them to a franchise population 
of 762 million people.
#	
The number of employees is based on actual figures as of 31 Dec 2021. This number may vary from employee 
figures quoted in the Swire Pacific annual report due to different calculation cycles.
* 	 This includes vehicles wholly owned by Swire Coca-Cola and excludes vehicles owned by direct and indirect 
suppliers and/or contractors.
1965
Established in
Annual Revenue
HK$ 
53.9 
BILLION
Annual 
Sales Volume
1,890 
MILLION
unit cases
5TH 
LARGEST
bottling partner  
of TCCC
Presence in
4 
markets
U.S.
Chinese 
Mainland
Taiwan
H.K.
Bottling 
plants26
Beverage 
brands62
32,382
Employees# 
762 
MILLION
Consumers
3,422
Vehicles owned*

FRANCHISE TERRITORIES
8
Sustainable Development Report 2021
SWIRE COCA-COLA AT A GLANCE 
Our Operating Areas:
1.	 Henan
6.	 Zhejiang
11.	Guangxi
2.	 Jiangsu
7.	 Jiangxi
12.	Hainan
3.	 Anhui
8.	Fujian
13.	Yunnan
4.	 Hubei
9.	 Guangdong
14.	Hong Kong
5.	 Shanghai
10.	Zhanjiang,  
	 Guangdong
15.	Taiwan
GREATER 
CHINA
U.S.
Footprint over 11 
provinces and the  
Shanghai Municipality
*	
Xiamen Luquan plant is a preform manufacturing plant including one 
water production line owned by Swire Coca-Cola. The major operation 
in Xiamen Luquan plant involves preforms, closures and labels 
manufacturing. 
#	 The numbers of employees presented above include employees under 
both full time and part time permanent contracts and temporary 
contracts. This is based on actual figures as of 31 Dec 2021 and excludes 
staff at head offices globally. The numbers may vary from employee 
figures quoted in the Swire Pacific annual report due to different 
calculation cycles.
Chinese Mainland 
Bottling Plants
18
Preform Manufacturing Plant*
1
Employees#
22,836
Beverage Brands
27
Distribution Centres
285
Production Volume
6,670 million litres
1
13
Hong Kong – Headquarters
Bottling Plant
1
Employees#
1,308
Beverage Brands
17
Production Volume
299 million litres
14
Taiwan 
Bottling Plant
1
Employees#
884
Beverage Brands
15
Distribution Centres
3
Production Volume
153 million litres
15
	
For detailed breakdown in each province and state, please refer to  
https://www.swirecocacola.com/en/Our-Business/Franchise-Territories.
html
U.S.
Bottling Plants
6
Employees
7,193
Beverage Brands
39
Distribution Centres
49
Production Volume
1,497 million litres
Our Operating Areas:
1.	 Washington
5.	 South Dakota
9.	 Utah
2.	 Oregon
6.	 Nebraska
10.	Colorado
3.	 Idaho
7.	 California
11.	Kansas
4.	 Wyoming
8.	Nevada
12.	Arizona
13.	New Mexico
PER CAPITA CONSUMPTION IN FRANCHISE TERRITORIES
Franchise population
(in million, end 2021)
GDP per capita  
(US$)
Sales volume (million unit cases)
2021
2011
Chinese Mainland
700.2
14,258
1,429
788
Hong Kong
7.4
48,888
62
65
Taiwan
	
23.4
32,787
61
61
U.S.
	
30.6
54,848
338
81
	
761.6
1,890
995
Per capita consumption of Coca-Cola beverages 
(8-oz servings)
2021
2011
1
2
3
4
7
6
8
9
10
12
11
13
14
15
5
Bottling Plant
1
2
7
3
8
9
12
13
10
11
4
6
5
Bottling Plant
0	
50	
100	
150	
200	
250	
300	
350

KEY FINANCIAL DATA
9
Sustainable Development Report 2021
SWIRE COCA-COLA AT A GLANCE 
REVENUE OVER 10 YEARS
60,000
50,000
40,000
30,000
20,000
10,000
0
HK$M
SALES VOLUME OVER 10 YEARS
2,000
1,500
1,000
500
0
Million unit 
cases
BREAKDOWN OF REVENUE BY REGION AND CATEGORY*
BREAKDOWN OF TOTAL REVENUE BY CATEGORY*
GROWTH IN REVENUE AND VOLUME IN 2021 BY CATEGORY**
Chinese Mainland
Hong Kong
Taiwan
U.S.
Revenue
Volume
Revenue
Volume
Revenue
Volume
Revenue
Volume
Sparkling
14%
11%
7%
8%
-3%
-5%
13%
4%
Juice
23%
21%
2%
2%
-13%
-12%
22%
13%
Tea
16%
2%
15%
13%
-1%
-2%
13%
5%
Energy drinks
-4%
-6%
76%
73%
35%
38%
13%
12%
Other still (excluding water) 
24%
19%
4%
4%
165%
43%
25%
9%
Water
2%
-5%
18%
16%
-7%
-10%
23%
14%
2012	
2013	
2014	
2015	
2016	
2017	
2018	
2019	
2020	
2021	 Year
2012	
2013	
2014	
2015	
2016	
2017	
2018	
2019	
2020	
2021	 Year
Chinese Mainland
Hong Kong
Taiwan 
U.S.
Chinese Mainland
Hong Kong
Taiwan 
U.S.
Sparkling soft drinks
Juices (including vitamin water)
Energy & sports drinks
Other still (excluding water)
Water
Teas
HK$M
	 2021	
2020
Chinese Mainland
	 2021	
2020
Hong Kong
	 2021	
2020
Taiwan
	 2021	
2020
U.S.
*	
Revenue and volume include those of a joint venture company and exclude sales to other bottlers.
**	 Revenue (in local currency terms) and volume include those of a joint venture company and exclude sales to other bottlers.
2020
66%
10%
8%
7%
6%
3%
66%
11%
7%
7%
6%
3%
2021
Sparkling soft drinks
Juices (including vitamin water)
Energy & sports drinks
Other still (excluding water)
Water
Teas
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0

KEY FINANCIAL DATA
10
Sustainable Development Report 2021
SWIRE COCA-COLA AT A GLANCE 
PROFIT ATTRIBUTABLE TO THE 
COMPANY’S SHAREHOLDERS
3,000
2,500
2,000
1,500
1,000
500
0
2017	
2018	
2019	
2020	
2021	
RETURN ON CAPITAL EMPLOYED 
25%
20%
15%
10%
5%
0
HK$M
2017	
2018	
2019	
2020	
2021	
NET CASH GENERATED FROM 
OPERATING ACTIVITIES
CAPITAL EMPLOYED
6,000
5,000
4,000
3,000
2,000
1,000
0
HK$M
20,000
15,000
10,000
5,000
0
2017	
2018	
2019	
2020	
2021	
HK$M
ATTRIBUTABLE PROFIT 2021 & 2020*
3,000
2,500
2,000
1,500
1,000
500
0
HK$M
2021
2020
Chinese Mainland
Hong Kong
Taiwan 
U.S.
REVENUE BY MARKETS 2021 & 2020
Market
Revenue 
(in HK$M)
Chinese Mainland
28,774
Hong Kong
2,397
Taiwan 
2,071
U.S.
20,685
Total
53,927
Market
Revenue 
(in HK$M)
Chinese Mainland
22,942
Hong Kong
2,199
Taiwan 
1,933
U.S.
18,008
Total
45,082
(Central costs)
 * Attributable profit excludes central costs
2020
51%
5%
4%
40%
2017	
2018	
2019	
2020	
2021	
216
1,041
118
797
(96)
53%
5%
4%
38% 2021
Total
HK$2,076 M
Total
HK$2,549 M
213
1,418
136
989
(207)

11
Sustainable Development Report 2021
OUR PROCESS
OUR APPROACH TO MATERIALITY ASSESSMENT
1	
Identification of 
Potential Issues
Shortlisted 23 relevant sustainability issues through a 
desktop review scanning industry trends, international 
sustainability initiatives including the Sustainable 
Development Goals (SDGs), sustainability reporting 
frameworks such as GRI, and material issues identified by 
TCCC and other bottling companies.
2	
Review and 
Evaluation of 
Issues
Invited stakeholders to complete an online survey to rate 
each sustainability issue by taking into consideration the 
respective importance and urgency. 390 survey responses 
were received from stakeholders across all four markets.
Utilised data analytics to screen social media and analysed 
public sentiment in the Chinese Mainland of selected key 
issues.
Formed an Independent Expert Panel, consisting of 
sustainability and industry experts from different markets, 
and convened two meetings to advise and review emerging 
issues, materiality results, and findings from data 
analytics. 
3	
Validation of  
Issues
From the engagement and assessment, a materiality 
matrix was created to reflect 17 sustainability issues which 
are prioritised as a result of the stakeholder engagement 
surveys and expert panel review for management’s 
validation. 
In this report, we disclose the strategies and highlight 
of our focus areas, including the sustainability issues 
identified from the materiality assessment conducted in 
2020. 
This materiality assessment aligns with the GRI Standards. We detail the 
management approach, highlights and progress on the sustainability issues that are 
identified as material.
We conduct a thorough 
materiality assessment 
regularly to ensure we 
prioritise sustainable 
development topics that 
we have the biggest impact 
on, and that impact on us. 
Identifying key material issues 
helps us to more effectively 
allocate internal resources 
to address business risks 
and opportunities, and 
meet evolving stakeholder 
expectations.  
Our most recent materiality assessment 
was conducted in 2020. As there have been 
no significant changes to SCC’s reporting 
scope, the assessment results from 2020 
were used to inform the structure and 
guide the development of contents in this 
report. For details of the process and 
results of our materiality assessment, 
please refer to p. 12 in our 2020 Sustainable 
Development Report. A summary of 
our materiality assessment process is 
provided on the right.

12
Sustainable Development Report 2021
OVERVIEW OF KEY PERFORMANCE INDICATORS (KPIS)
 PLANET      
Our Commitments and Targets
KPI Measurements
External  
Validation
2018  
Baseline
Tracking  Progress
2020                            2021
2025 
Target
2030 
Target 
TCCC 
Target
CLIMATE
We will reduce absolute CO2 emissions in 
our Core Operations - Scope 1 and 2 - in line 
with a 1.5 degree scenario, so 70% by 2030.
Total energy consumption (MJ)
H
3,045,450,293
3,104,603,051
3,042,219,622
-
-
 
Total greenhouse gas (GHG) by weight (CO2e/t)  
(Scopes 1 & 2, excluding emissions from refrigerants 
and distribution and sales centres).
H
419,901
418,714
379,003
25%
70%
SBT
We will purchase 100% renewable 
electricity for Core Operations by 2026.
SCOPE 2 - % OF RENEWABLE ELECTRICITY (OUTSIDE OF GRID FACTOR)
Chinese Mainland
0%
6%
22%
100%
100%
Hong Kong
0%
0%
0%
Taiwan
0%
1%
6%
U.S.
0%
0.2%
1%
We will reduce our Energy Use Ratio. 
ENERGY USE RATIO (EUR)
Chinese Mainland - EUR
0.29
0.30
0.30
Hong Kong - EUR
0.54
0.56
0.61
Taiwan - EUR
0.59
0.51
0.53
U.S. - EUR
0.28
0.28
0.28
We will report in line with the Task Force 
on Climate-related Financial Disclosures 
(TCFD) requirements by 2022.
TCFD REPORTING: Y/N 
N
N
Internal
Y
Y
Y
We will absolutely reduce CO2 emissions 
by 30% in our Core Operations and value 
chain - Scope 1, 2 & 3 - in line with a well 
below 2 degree scenario by 2030.
0%
0%
0%
15%
30%
SBT - 25%
WATER
We will further reduce our Water Use 
Ratio from 1.77 to 1.45 by 2030.
WATER USE RATIO (WUR)
Chinese Mainland - WUR
l
1.77
1.80
1.81
1.60
1.45
Hong Kong - WUR
2.39
2.64
2.53
2.21
1.70
Taiwan - WUR
2.29
2.31
2.19
2.01
1.70
U.S. - WUR
1.71
1.70
1.66
1.53
1.40
Swire Coca-Cola - WUR
1.74
1.82
1.81
1.60
1.45
1.70
We will continue to contribute to the 
Coca-Cola System goal of over 100% water 
replenishment.
Water replenished as a percentage of total 
water used in our beverages where sourced 
from areas of water stress (%)
s
155%
170%
167%
compliance compliance
Y  
[>100%]
Full regulatory compliance of wastewater 
discharge. 
Y / N compliant
Y
Y
Y
compliance compliance
KORE
We will have all SVAs and WMPs validated 
by a third-party by 2025.
Percentage of SVAs and WMPs validated by a 
third-party
h
-
33%
52%
100%
100%
KORE
External validation of water stewardship.
CDP Rating B and above
u
-
A rating
A rating
A rating
A rating
We will endeavour to work with our co-
packers on water efficiency performance 
and improvement.
Achievement = No. of co-packers as a 
percentage of total no. of co-packers
0%
0%
0%
compliance compliance
PACKAGING AND WASTE
We will make sure that 100% of our 
primary packaging is technically 
recyclable by 2025.
PRIMARY PACKAGING BY TYPE - TECHNICALLY RECYCLABLE (Y/N)
100%
100%
Y - WWW
PET (bottle, cap and label)
Y
Y
Y
Aluminium (AL) can
Y
Y
Y
Asceptic fibre pack
N
N
Y
Returnable glass bottle
Y
Y
Y
Carboy (PC, type 7)
N
N
Y
Pouch
N
N
N
Bag in Box (BiB)
N
N
N
Ancillary items (straws / lids / cups)
N
N
N
We will use more than 50% recycled 
material in our primary packaging by 
2030.
PERCENTAGE OF MATERIAL USED IN PRIMARY PACKAGING THAT IS RECYCLED MATERIAL (%)
30%
50%
Y - WWW
Chinese Mainland - PET
0%
0%
0%
Hong Kong - PET [Source: SCCL Procurement]
0%
25%
25%1
Hong Kong - PET Water [Source: SCCL Procurement]
0%
100%
100%2
U.S. - PET [Source: Coca-Cola Bottlers’ Sales & 
Services (CCBSS) & Western Container]
0%
25%
14.7%3
U.S. - PET Water [Source: CCBSS & Niagara 
co-packer]
0%
0%
0%
Taiwan - PET
0%
0%
0%
Chinese Mainland - AL
0%
10.8%
9.6%
Hong Kong - AL [Source: can supplier]
50-60%
0%
0%
U.S. - AL [Source: CCBSS]
57%
77%
72%
Taiwan - AL
0%
0%
0%
SD 2030 TARGETS AND METRICS 
H	 Limited Assurance, Deloitte. 
 l	 Company-level total water consumption (15,619,358m3) used to calculate the WUR is limited assured by Deloitte.
s	 TCCC’s water replenishment figures are independently reviewed by Ernst & Young (EY).
u	 Voluntary questionnaire submission.
h	 SVAs and WMPs validated by a third-party.	
Note:
1.	
On 600ml bottle size and below.
2.	 Except for 4.8L and 5L Bonaqua bottles in Hong Kong.
3.	 100% for 500ml bottles.

13
Sustainable Development Report 2021
SD 2030 TARGETS AND METRICS 
Our Commitments and Targets
KPI Measurements
External  
Validation
2018  
Baseline
Tracking  Progress
2020                            2021
2025 
Target
2030 
Target 
TCCC 
Target
PACKAGING AND WASTE
We will collect and recycle a PET bottle or 
AL can for each one we sell by 2030.
VERIFIED PET COLLECTION RATES AND SOURCE
-
100%
Y-WWW
Chinese Mainland
95%
Please  
refer to  
SCC Primary 
Packaging 
Annual 
Progress 
Report 2020
Please  
refer to  
SCC Primary 
Packaging 
Annual 
Progress 
Report 2021
Hong Kong
7%
Taiwan
72%
U.S. 
no data
VERIFIED AL CAN COLLECTION RATES AND SOURCE
Chinese Mainland
99%
Please  
refer to  
SCC Primary 
Packaging 
Annual 
Progress 
Report 2020
Please  
refer to  
SCC Primary 
Packaging 
Annual 
Progress 
Report 2021
Hong Kong
no data
Taiwan
72%
U.S. 
no data
VERIFIED PET RECYCLING RATE
Chinese Mainland
No verifable data
Hong Kong
Taiwan 
U.S. 
VERIFIED AL CAN RECYCLING RATE 
Chinese Mainland 
No verifable data
Hong Kong
Taiwan
U.S.
We will also collect and make sure all 
secondary and tertiary packaging is 100% 
technically recyclable and collected by 
2030.
All secondary and tertiary packaging volumes 
measured and captured by RA (Y/N)
Y
Y
Y
-
100%
All secondary packaging technically recyclable 
(Y/N)
N
N
N
All tertiary packaging technically recyclable (Y/N)
N
N
N
Is the chain of custody transparent for 
secondary and tertiary packaging (Y/N)
N
N
N
We will achieve zero landfill and 
incineration for our Core Operations and 
verified by third-party
by 2025.
WASTE GENERATED (%) FROM CORE OPERATIONS TO LANDFILL AND INCINERATION
10%
5%
Chinese Mainland 
37%
27%
20%
Hong Kong
17%
18%
13%
Taiwan
31%
16%
5%
U.S.
5%
4%
3%
% OF FACILITIES WITH VERIFIED ZERO WASTE TO 
LANDFILL AND INCINERATION STATUS
0%
0%
0%
100%
100%
We will achieve zero landfill and incineration 
for co-packers and verified by third-party 
by 2030.
% of co-packers’ facilities with verified zero 
waste to landfill and incineration status
0%
0%
0%
-
100%
Partner with TCCC to ensure our local 
product labelling design includes 
a) technical recyclable status;
b) user instructions; and
c) recycled content (%).
LABELING (COMPLIANT)
-
Y
Chinese Mainland (Y/N)
N
N
N
Hong Kong (Y/N)
N
N
Y
Taiwan (Y/N)
N
N
N
U.S. (Y/N)
N
N
N
PRODUCT  
OVERVIEW OF KEY PERFORMANCE INDICATORS (KPIS)
H	 Limited Assurance, Deloitte. 
 l	 Company-level total water consumption (15,619,358m3) used to calculate the WUR is limited assured by Deloitte.
s	 TCCC’s water replenishment figures are independently reviewed by Ernst & Young (EY).
u	 Voluntary questionnaire submission.
h	 SVAs and WMPs validated by a third-party.	
PLANET

14
Sustainable Development Report 2021
PRODUCT
SD 2030 TARGETS AND METRICS 
PEOPLE 
Our Commitments and Targets
KPI Measurements
External  
Validation
2018  
Baseline
Tracking  Progress
2020                            2021
2025 
Target
2030 
Target 
TCCC 
Target
OUR PEOPLE
Zero Harm
WORK RELATED FATALITIES
H
0
1
14
0
0
Reduce TIR by 50% by 2030.
TOTAL INJURY RATE (TIR)
2.15
1.84
1.79
1.6
1.1
Chinese Mainland  
0.58
0.39
0.36
Hong Kong
1.63
1.30
1.06
Taiwan
2.11
1.24
1.12
U.S. 
7.41
6.46
6.75
Reduce LTIR
LOST TIME INJURY RATE (LTIR)
H
0.54
0.50
0.53
-
-
Chinese Mainland  
0.29
0.17
0.19
Hong Kong
1.52
0.96
0.73
Taiwan
0.89
1.68
0.56
U.S. 
1.03
1.41
1.63
We will foster gender equality and 
increase women in leadership to 50% by 
2030.
% OF FEMALE MANAGERS
26%
27.6%
29.0%
39%
50%
Chinese Mainland 
27.0%
27.5%
28.5%
39%
50%
Hong Kong 
44.0%
40.7%
44.4%
45%
50%
Taiwan 
35.0%
34.6%
38.2%
43%
50%
U.S. 
18.0%
19.6%
21.4%
34%
50%
We will ensure 100% compliance to 
Workplace Rights Policy by third-party 
validation.
% OF SWIRE COCA-COLA OPERATIONS 
COMPLIANT TO WORKPLACE RIGHTS POLICY
100%
100%
100%
100%
100%
COMMUNITY
We encourage employees to volunteer to 
achieve on average 8 hours per person 
per year by 2025.
NUMBER OF AVERAGE VOLUNTEERING HOURS 
-
0.88
0.93
8
8
We invest a 1% of Swire Coca-Cola’s annual 
profit to the CSR fund by 2025.5
% OF ANNUAL CSR FUND INVESTMENT TO THE 
IDENTICAL PERIOD OF SWIRE COCA-COLA'S 
PROFIT
0.5%
0.5%
0.6%
1%
1%
Our Commitments and Targets
KPI Measurements
External  
Validation
2018  
Baseline
Tracking  Progress
2020                            2021
2025 
Target
2030 
Target 
TCCC 
Target
PRODUCT CHOICE
We will reduce average sugar content in 
100mL of beverages by 20% by 2025.
SUGAR CONTENT PER 100ML
-
-
Chinese Mainland 
7.0
6.8
6.76
Hong Kong
5.3
5.2
4.6
Taiwan
7.2
5.7
5.6
U.S.
6.3
6.2
5.5
% OF VOLUME SOLD WHICH IS LOW OR NO SUGAR 
Chinese Mainland 
26%
25%
30%
Hong Kong
47%
50%
55%
Taiwan
27%
49%
50%
U.S.
35%
41%
42%
Front-of-pack nutrient labelling on all 
products in all markets (except RB).
% OF PRODUCTS WITH NUTRIENT INFORMATION 
ON FRONT-OF-PACK LABELLING TO TOTAL 
PACKAGING PUT ONTO THE MARKET (%)
100%
100%
100%
100%
100%
Food Safety Certification of plant operations.
100%
100%
100%
100%
100%
KORE
We commit to no advertisement or 
promotion to children under the age of 13.
Y / N COMPLIANT
Y
Y
Y
100%
100%
Y
SOURCING
We will ensure all suppliers comply to the 
Supplier Guiding Principles (SGP) by 2020.
Y
Y
Y
100%
100%
KORE
We will ensure all our key agricultural 
ingredients are sourced from third-party 
verified sustainable sources by 2025.
Y
Y
Y
100%
100%
KORE
OVERVIEW OF KEY PERFORMANCE INDICATORS (KPIS)
Note: 
4.	 Includes both employees and contractors.
5.	 Donation to Swire Trust, Emergency relief in DME.
H	 Limited Assurance, Deloitte. 
 l	 Company-level total water consumption (15,619,358m3) used to calculate the WUR is limited assured by Deloitte.
s	 TCCC’s water replenishment figures are independently reviewed by Ernst & Young (EY).
u	 Voluntary questionnaire submission.
h	 SVAs and WMPs validated by a third-party.

15
Sustainable Development Report 2021
CLIMATE

16
Sustainable Development Report 2021
OBJECTIVE
We aim to reduce absolute carbon emissions from 
across our value chain, enhance our business 
resilience to climate change and report our annual 
progress using the internationally accepted standards 
of the Science Based Targets initiative (SBTi) and TCFD.
OVERVIEW
CLIMATE
RELEVANT SUSTAINABILITY TOPICS 
RELEVANT SDGS
CLIMATE CHANGE URGENCY – WHY IT MATTERS
system and consequences of inaction. In 
July 2021, a year’s worth of rain submerged 
the city of Zhengzhou in China in just 
three days, overwhelming flood defences 
and other flood-proof infrastructure. 
Meanwhile, extreme temperatures in 
the form of unprecedented heatwaves 
and snowstorms travelled throughout 
the Northwest of the U.S, placing stress 
on emergency services and disrupting 
nation-wide infrastructure. Siberia, one of 
the world’s coldest regions, has also been 
afflicted by forest fires after experiencing 
unusually hot and dry weather over 2021.
Nevertheless, encouraging signs of 
transformations are evident across 
governments, businesses and investors, 
with net-zero pledges issued by 
governments covering up to 51% of global 
emissions in 20206. Significant headway 
was made on addressing methane 
emissions, the second biggest contributor 
to global warming, where more than 
100 countries have agreed to cut 30% of 
their methane emissions by 2030 after 
negotiations at COP26. In addition, we saw 
the two largest emitters in the world, U.S. 
and People’s Republic of China committing 
to accelerating efforts in phasing down 
fossil fuels. Corporates are also preparing 
and bringing greater transparency and 
disclosure around sustainability risks by 
utilising key frameworks such as the TCFD, 
driven by growing demands of investors and 
civil society actors. 
The 2021 UN Climate Change Conference 
(COP26) held in Glasgow, was the latest 
global initiative calling for bolder 
international consensus on accelerating 
decarbonisation. At the same time, the 
release of the sixth assessment report 
from the Intergovernmental Panel on 
Climate Change (IPCC) signalled a “code 
red for humanity”1. With carbon emissions 
surpassing levels before the COVID-19 
pandemic lockdowns and steadily rising2, 
the world is falling short in curbing 
emissions and therefore meeting the 
Paris Agreement of limiting global average 
temperature rise to 1.5oC above pre-
industrial levels3.
According to the Climate Action Tracker, 
current climate policies and commitments 
put the planet on a trajectory for a 2.7oC 
rise above pre-industrial levels this 
century4. Even with full implementation 
of announced targets, it will merely put 
us on track for 1.8oC, as long as the world 
takes disruptive action now. The UN 
Environment Programme Emission Gap 
Report 2021 indicated that a 55% cut is 
needed to limit temperatures to 1.5oC5. 
Hence, without immediate climate action 
and global cooperation with businesses 
and stakeholders, these ambitions may not 
materialise.
Catastrophic climate events have moved 
from the future to now, as recent crises and 
shocks reveal the fragility of our current 
EMISSIONS
ENERGY
CLIMATE CHANGE 
AND RESILIENCE
Heavy rain flooded through Zhengzhou, city in Chinese Mainland’s Henan province in July 2021	
  
©Getty Images
GLOBAL TEMPERATURE  
PROJECTIONS 2100
Source: Climate Action Tracker
0	
1.0	
2.0	
3.0	
4.0
+2.70C
Current 
policies
+2.40C
2030 NDC 
targets
+2.10C
Long-term NDC 
targets & 2030 
NDC targets
Best case 
scenario
+1.80C
Pre-industrial 
average
1.50C Paris Agreement goal
Current  
1.20C warming 
in 2021

17
Sustainable Development Report 2021
CLIMATE
As a global corporation, we shoulder the 
responsibility to enhance our business 
resilience to climate change throughout 
our operations, as well as in our upstream 
and downstream activities. Shifting out 
of carbon-intensive sources towards 
renewable and low-carbon fuels will pave 
the way for reductions in our Scope 1 
and 2 emissions. Addressing Scope 3 is 
an on-going challenge, hindered by the 
difficulties of measuring, reporting, and 
verifying emissions. Understanding the 
supply chain in granular detail is critical 
for setting any kind of meaningful net-zero 
target in the future. 
When establishing our climate strategy, 
and associated targets, we are wanting 
1.	 BBC (2021). Climate Change: IPCC Report is ‘Code Red for Humanity’. https://www.bbc.com/news/science-environment-58130705 
2.	 Bloomberg (2021). Carbon Emissions are Rising Again After Brief Covid Drop.  
https://www.bloomberg.com/news/articles/2021-11-04/carbon-levels-are-rising-again-after-brief-covid-drop
3.	 Climate Action Tracker (2021). CAT Emission Gap.  https://climateactiontracker.org/global/cat-emissions-gaps/ 
4.	 Climate Action Tracker (2021). Temperatures. https://climateactiontracker.org/global/temperatures/ 
5.	 UNEP (2021). Emission Gap Report 2021. https://www.unep.org/resources/emissions-gap-report-2021 
6.	 PricewaterhouseCoopers (2020). Net Zero Economy Index. https://www.pwc.com/hu/hu/kiadvanyok/assets/pdf/The_Net_Zero_Economy_Index_2020.pdf
STRATEGY
We aim to:
1
Transition to electricity 
derived from   
100% renewable energy 
(RE) for Core Operations
2
Achieve 
- 70% recycled PET (rPET)
- 100% recycled  
  aluminium (rAL)   
  packaging  
for our products
3
Increase the recovery 
rate of PET and 
aluminium packaging 
up to 80% in the Chinese 
Mainland and Hong Kong
4
Increase the  
energy efficiency of 
cold drink equipment 
(CDE)
5
Engage our suppliers 
to reduce carbon 
emissions from 
packaging materials 
and ingredients
to be a responsible business by taking 
into account the entire value chain when 
addressing decarbonisation efforts. 
Climate change is, and will continue to be, a 
defining issue for our business and for the 
world. As a critical next step, we will need 
a better understanding and visibility of 
the climate-related risks across our value 
chain.      
EMISSION GAP FOR 1.5 0C GOAL
Source: Climate Action Tracker
60
50
40
30
20
Global GHG 
emisions 
 (Gt CO2)
year
Historical
1.50C Paris Agreement compatible
Pledges & Targets
Change
Old
New
Sept 2020 update
Nov 2021 update
Paris 1.50C
23-27
GtCO2e
Paris 1.50C
19-23
GtCO2e
New NDCs  
to date narrow  
the gap in 2030  
by around  
3.3-4.7 GtCO2e  
or 15-17%

18
Sustainable Development Report 2021
OUR COMMITMENTS  
AND PROGRESS
CLIMATE
DECARBONISATION 
SCIENCE-BASED TARGETS
TCFD REPORTING
RENEWABLE ENERGY PROCUREMENT
TARGET 
We will follow the SBTi’s methodology to set our 
decarbonisation targets and actions, to limit global 
warming to 1.5°C above pre-industrial levels. Our target 
will cover our entire value chain.
TARGET 
Approved in 2020.
TARGET   
TARGET 
By 2022, we will voluntarily adopt the 
TCFD disclosure recommendations.
By 2026, use 100% renewable 
electricity in our Core Operations.
≤1.5°c
PROGRESS
Achieved
2020
18
Sustainable Development Report 2021
PROGRESS 
Behind Plan
PROGRESS 
On Plan
PROGRESS 
Behind Plan
2030
70% 30%
Scope  1  &  2   
Emissions
Reduce absolute carbon 
emissions in our Core 
Operations against a 
2018 baseline:
Scope  1    2  &  3 
Emissions
Reduce absolute 
carbon emissions from 
our value chain against 
a 2018 baseline:
2026
100%
2022

19
Sustainable Development Report 2021
2018 MAPPING EMISSIONS BREAKDOWN* 
CLIMATE
WHAT WE’RE DOING 
Our clear climate strategy has two main focus:
BY SCOPE
Scope 1
Scope 2
Scope 3
91% 
7% 
2% 
CDE
Distribution
Ingredients
Manufacturing
Packaging
Other
BY PILLAR
6% 
24% 
18% 
13% 
36% 
3% 
Hong Kong
Chinese Mainland
Taiwan
U.S.
BY REGION
77% 
17% 
3% 
3% 
Decarbonising across  
our value chain,  
guided by our SBTs, to address 
and mitigate our impact on 
the climate. We prioritise our 
strategy based on the magnitude 
of emissions from our value 
chain. 
Reporting in  
accordance with TCFD  
to address the climate’s 
impact upon us. We have 
started to study the climate-
related financial risks.
1
2
*  We have set 2018 as our baseline year.
GHG EMISSIONS IN OUR VALUE CHAIN
INGREDIENTS AND  
RAW MATERIALS
•	 Energy saving 
farming practices
PACKAGINGS AND 
OTHER SUPPLY
•	 Packaging design 
and materials 
•	 Energy efficiency 
Use of RE
MANUFACTURING  
AND BOTTLING
•	 Energy efficiency
•	 Boiler feedstock 
•	 Use of RE
DISTRIBUTION
•	 Use of electric 
vehicles
CUSTOMER OUTLET
•	 Energy efficient 
models 
•	 Natural refrigerant
•	 Use of RE
COLLECTION AND 
RECYCLING
•	 Verified collection 
and verified 
recycling rates
SCOPE   1   &   2   emissions
SCOPE   3   emissions
SCOPE   3   emissions
REDUCTION 
SCOPE AND 
CHOICES OF 
ACTIONS
RE (Renewable Energy)
EMISSIONS SAVING PROJECTS BY REDUCTION OPPORTUNITIES COMPARED WITH THE BUSINESS AS USUAL SCENARIO (BAU)
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
Absolute 
Carbon 
Emissions 
(tCO2e)
Recycled primary packaging content
Increasing primary packaging post-consumer recovery rates 
100% RE consumption from bottling plants
Energy efficient CDE
Supplier engagement on packaging and ingredients
Other
2018
2030
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
Year

20
Sustainable Development Report 2021
CLIMATE
DECARBONISATION
SCOPE 1
Reduction opportunity
Highlights
Alternative sources for  
boilers
In our Huizhou and Guangxi plants, we replaced our boilers running on biomass with natural gas, given 
its ability to produce lower GHG emissions.
SCOPE 2
Reduction opportunity
Highlights
Purchasing and generating 
electricity from 100% 
renewable energy
Photovoltaics (PV) Deployment Roadmap 
To integrate more renewable energy into our energy mix, we collaborated with a third-party consultant to 
develop a comprehensive roadmap for further PV deployment opportunities and to look at the efficiency 
in our current PV in the Chinese Mainland.
Based on a system performance review, the study identified areas where we can maximise benefits 
in our existing PV systems, particularly on monitoring and maintenance, system capability and quality 
of hardware. Besides providing site-specific recommendations, the study performed analysis on PV 
technology and market trends. Specifically, the project addresses the following issues: 
Existing Systems
•	 Review of existing system performance 
against (a) the contractual performance 
criteria, (b) expected technical. 
performance, and (c) local electricity prices
•	 Provide recommendations on maximising the 
benefits from existing systems including but 
not limited to: contract revisions (e.g. renewal, 
buy-out, re-negotiate), technical upgrades, 
improved operation and maintenance support 
within existing contracts. 
•	 Develop a strategy and roadmap prioritising 
sites and issues with the existing PV 
systems by province and by efficiency.
New Systems
•	 Conduct a new technology review.  Summarise 
research on technology trends and future onsite 
technology opportunities including onsite PV, battery 
and storage and electric boiler technology.  
•	 Research expected trends within the electricity grid 
in terms of carbon emission factors and the price of 
electricity.
•	 Review onsite PV technical and economic potential 
for existing sites and recommend a standardised 
procurement approach (and governance) for new PV 
systems – including key contractual terms.
•	 Develop a strategy and road map for rolling out new 
PV system procurement by province in a priority order.
We have made progress in addressing our absolute GHG emissions through the following key projects: 
Site
PV Capacity 
(MWp)
Consumed Electricity from 
PVs in 2020 (kWh)
Estimated Generation 
Efficiency (%)
% of Total Electricity 
from PVs in 2020
Fuzhou
2.00
	
1,706,526
85.3
19.8
Guangxi
1.76
	
1,379,163
78.4
7.9
Hefei
3.07
	
2,536,131
82.4
13.2
Zhejiang
0.92
	
584,117
63.5
2.3
Luohe
3.50
	
3,462,050
98.9
30.4
Luquan*
3.37
	
3,534,970
104.9
9.1
Nanjing
4.00
	
3,759,772
94.0
14.7
Jinqiao, Shanghai
2.30
	
1,452,058
63.1
3.5
Yunnan
4.30
Feed into grid
N/A
N/A
Minhang
0.66
	
666,765
101.0
8.1
Taiwan
0.50
Installed in September 2020
N/A
1.3
* Packaging centre

21
Sustainable Development Report 2021
CLIMATE
SCOPE 2  (CONTINUED)
Reduction opportunity
Highlights
Purchasing and generating 
electricity from 100% 
renewable energy
PV Installation 
Moving ahead with our ambition to achieve RE100, we 
completed the installation of the PV system in Wenzhou, 
Chinese Mainland. The PV system generates approximately 
2,000,000 kwh of electricity per year. In Colorado Springs in 
the U.S., we are also implementing a PV system with 900 kW 
solar capacity, which covers more than 100% of the energy 
needed to power the building on an annual basis. Further 
progressing our renewable energy generation journey, we 
envisage a number of ongoing PV installation projects to be 
completed in the coming year in Huizhou as well as Denver, 
Glendale and Tucson in the U.S. 
Energy Efficiency Visibility
To capture an overview of our energy reduction opportunities, we investigated the energy efficiency 
of three plants in the Chinese Mainland through a detailed desktop study. Conducted by a third-party 
consultant, we explored the management of energy reduction initiatives and quantified potential energy 
saving opportunities.  
Chiller System Energy Efficiency
To make improvements in our energy efficiency, we partnered with Tsinghua University to retrofit the 
refrigeration system in the Jinqiao, Shanghai plant. The new refrigeration system better retains optimal 
temperatures, allowing for over 2,600,000 kwh per year in energy savings as well as significant 
operational cost savings. 
SCOPE 3
Reduction opportunity
Highlights
CDE
We upgraded our signature one-door 398L coolers from a cassette system to a split cooler system 
which delivers improved energy efficiency. As we are always looking for new ways to save energy, we 
are developing plans to adopt static cooling technologies in our CDEs.
Packaging
We adopted recycled content in the packaging of our cans and bottles.
The label length of several aseptic PET products in Hong Kong were also redesigned to encourage 
recycling.
CANS
rAL in the 
Chinese Mainland: 
9.6%
rAL in  
U.S.: 
72%
(except for 4.8L and 5L sizes)
BONAQUA 
WATER 
BOTTLE 
rPET in 
Hong Kong: 
100%
CLIMATE ACTION
We signed up to the SBTi Business Ambition 
for 1.50C, amplifying our commitment to 
reducing emissions in line with the Paris 
Agreement goals. Swire Coca-Cola’s science-
based target was approved by SBTi in 2020.

22
Sustainable Development Report 2021
To move ahead on achieving our 
decarbonisation targets, we are seeking 
opportunities to expand our renewable 
energy procurement in the Chinese 
Mainland. We have identified several 
locations where there is potential for 
sourcing low-carbon energy. 
Co-packer Renewable Energy 
Procurement
Taking account of the entire value chain, 
our largest co-packer, CCBMH, together 
with our Wuhan plant purchased and 
secured renewable energy for the coming 
year. This contributes to 35% of the total 
electricity consumption of the plant and we 
expect a reduction of 5,000 tonnes of CO2e 
annually.
RENEWABLE ENERGY PROCUREMENT 
In 2020, we initiated talks with our 
electricity utility providers and electricity 
retailers to leverage the rules governing 
the wholesale markets. While our Yunnan 
operation established a bilateral register 
with the utility provider, our Hubei and 
Jinqiao, Shanghai operations formed a 
CLIMATE
procurement agreement with electricity 
retailers. As of 2021, these operations 
source electricity from 100% renewable 
energy, representing approximately 18% of 
our electricity consumed in the Chinese 
Mainland market. 
RENEWABLE ENERGY PROCUREMENT MODEL IN THE CHINESE MAINLAND
GREEN ELECTRICITY AVAILABILITY MAPPING FOR SCC OPERATIONS REGIONS
Procuring green 
electricity
High potential to 
procure green 
electricity
Possible to procure 
green electricity in 
the near future
Low visibility for 
green electricity 
procument
Non-SCC operating 
regions
Yunnan
3 Gorges Hydro Power
Hubei Huanding
Bilateral 
agreement  
(electricity 
procument)
Hubei
Hubei Guandu He Hydro Power
Agent contract  
(electricity retailer)
Transaction 
contract  
(electricity 
supplier)
TeeNet Energy Technology
(Shanghai)
Jinqiao, Shanghai
Jinsha River Hydro Power
Shanghai Power  
Exchange Centre
Agent contract  
(electricity retailer)
Listing transaction  
(electricity supplier)
Electricity retailer
Generator
UTILITIES DIRECT PROCUMENT
RETAILER BUNDLED SUPPLY

23
Sustainable Development Report 2021
TCFD REPORTING
The TCFD was established in 2015, by the 
Financial Stability Board (FSB)7 to develop 
a set of climate-related financial risk 
disclosures for use by companies when 
providing information to investors, lenders, 
insurers and other stakeholders. In 2017, the 
TCFD published a set of recommendations 
for climate-related financial disclosures 
that are consistent, comparable, reliable, 
clear and efficient, and which aim to provide 
decision-useful information to lenders, 
insurers and investors.
At Swire Coca-Cola we recognise the risks 
and opportunities presented by climate 
change to our business. In accordance with 
our Climate Change Policy and our SD 2030 
target of reporting in the year 2022, we are 
committed to communicating and publishing 
climate-related financial disclosures with 
reference to the recommendations of the 
TCFD under the four core categories of 
governance, strategy, risk management, and 
metrics and targets. Our disclosures are set 
forth in the following pages.
GOVERNANCE
Describe the organisation’s 
governance around climate-related 
risks and opportunities.
•	 The Swire Pacific (SPAC) Board, led by 
an Executive Chairman, has ultimate 
accountability for Sustainability and 
the sustainability performance of all 
operating companies under Swire 
Pacific, including Swire Coca-Cola.
•	 The Board is kept informed of 
sustainability risks including climate 
risks by the GRMC, which reports to the 
Board via the Audit Committee. 
•	 In 2021, Swire Pacific initiated a ‘three 
lines of defense’ risk governance 
structure. The first line of defence 
includes functional committees, 
including the Swire Group Sustainability 
Committee (SGSC), and seven subject 
specific Working Groups including the 
Climate Change and the TCFD Working 
Groups. These committees include 
representatives from the Swire Pacific 
Divisions, including Swire Coca-Cola 
and are responsible for identifying 
and managing specific areas of risk, 
proposing policies and reporting 
performance to the GRMC.
 
•	 A Swire Pacific Risk Management 
Committee (SPAC RMC) and four risk 
forums, including one on sustainability, 
were introduced to strengthen 
oversight of risks, including climate 
change risks. Please see the Risk 
Management section of the Swire 
Pacific 2021 Annual Report for details.
•	 The GRMC, SPAC RMC and the new risk 
forums form the second line of defence, 
providing oversight and assurance to 
the board and the audit committee that 
risks are being managed effectively. 
•	 The third line of defence is the Group 
Internal Audit function.
•	 We use an enterprise risk management 
(ERM) system. We have corporate risk 
registers, in which climate change 
appears as an emerging risk.
•	 To provide additional oversight and 
direction, the Swire Pacific Group Head 
of Sustainability reports periodically 
to the Board and Executive team on 
sustainability matters.
Describe management’s role in 
assessing and managing climate-
related risks and opportunities.
•	 The Chairman and Finance Director of 
Swire Pacific, along with the divisional 
chief executives of Swire Pacific’s 
businesses (including Swire Coca-
Cola) meet twice a year to consider 
sustainability matters. These meetings 
provide direction and oversight to the 
SGSC, which comprises of divisional 
sustainability heads, including Swire 
Coca-Cola and is chaired by an 
Executive Director of Swire Pacific. The 
SGEC meets three times a year and has 
the following responsibilities related to 
climate change:
–	 Oversee and implement SwireTHRIVE, 
including climate and sustainability 
policies
–	 Report on Group sustainability 
activities and performance to the 
GRMC (including emissions and 
energy use) and on compliance with 
sustainability policies
–	 Review and report on legislative, 
regulatory and other sustainability 
developments
•	 At Swire Coca-Cola, we have an 
independent governance structure 
to manage and implement our own 
sustainable development initiatives 
and strategies. We take several actions 
with reference to Swire Pacific’s 
framework to promote our sustainable 
development. Please refer to  p.7 of Our 
Approach to Disclosure chapter of this 
report for more information. 
•	 Our Climate Change Policy guides our 
approach to climate change mitigation, 
adaptation and resilience.
•	 Climate change and the management 
of waste and water resources are 
priorities under the “Our Choice, Our 
Future!” SD Strategy.
7.	 The FSB is an international body that monitors and makes recommendations about the global financial system.
CLIMATE

24
Sustainable Development Report 2021
CLIMATE
STRATEGY
Describe the climate-related risks and 
opportunities the organisation has 
identified over the short, medium, and 
long term.
•	 Climate change carries risks for our 
business. Flooding, extreme weather 
events and increasing temperatures can 
adversely affect our assets, operations, 
employees and suppliers. There are also 
regulatory, market and reputational risks.
•	 Climate change appears on the risk 
register of our company as well as our 
parent company Swire Pacific, where 
it is discussed in the Risk Management 
section of the Swire Pacific 2021 Annual 
Report. 
•	 Climate change stimulates business 
innovation and facilitates the transition 
to a lower carbon economy. Demand 
exists for climate resilient products 
and services. By addressing climate 
change, the costs of extreme weather 
conditions (maintenance and insurance 
premiums) can be mitigated.
Describe the impact of climate-
related risks and opportunities on the 
organisation’s businesses, strategy, 
and financial planning.
The table below presents findings from our 
climate risk analysis.
Risk category
Risk and opportunities
Financial implications
PHYSICAL RISKS
Acute
•	 More flooding in low lying areas damaging our 
assets or disrupting our services
•	 More and stronger typhoons damaging our 
assets or disrupting our services
•	 More fluvial flooding damaging our assets or 
disrupting our services
•	 More spending to improve the adaptive 
capacity of our assets and to mitigate adverse 
effects
Chronic
•	 Extreme temperatures and heat stress
•	 Lower productivity due to extreme heat
•	 More spending on cooling
TRANSITIONAL RISKS
Policy and regulations
•	 Carbon pricing for construction
•	 More ambitious national decarbonisation 
plans
•	 Tighter building energy codes
•	 Carbon taxes and more spending on offsets
•	 More spending to improve energy efficiency
•	 Lower operating costs because of higher 
energy efficiency
•	 More spending on compliance
Technology and innovation
•	 More use of green and low-carbon technology
•	 More use of renewable energy
•	 More spending on technology
•	 Lower operating costs because of higher 
energy efficiency
•	 More spending on renewable energy systems
•	 Sales of renewable energy to power 
companies
Reputational damage
•	 Increased reputation and litigation risks
•	 Less revenue due to changes in what 
consumers want
•	 Litigation costs
Markets
•	 Increase in insurance premiums
•	 Higher insurance costs
Please see Swire Pacific’s 2021 Sustainability Report for details of the Group’s climate risk assessments.
TCFD REPORTING (CONTINUED)

25
Sustainable Development Report 2021
PHYSICAL AND TRANSITION RISKS, OPPORTUNITIES AND IMPACTS
CLIMATE
TCFD REPORTING (CONTINUED)
Describe the resilience of the 
organisation’s strategy, taking into 
consideration different climate-
related scenarios, including a 2°C or 
lower scenario.
•	 We are assessing the implications of 
different long term climate scenarios. 
Working with the Swire Pacific 
Sustainable Development Office and 
risk functions, we are assessing the 
robustness of our climate strategy and 
the uncertainties associated with its 
execution.
RISK MANAGEMENT
Describe the organisation’s processes 
for identifying and assessing climate-
related risks.
•	 Working with the Sustainable 
Development Office of Swire Pacific, 
we are assessing how vulnerable our 
businesses are to flood, heat stress, 
water stress and extreme weather 
events. 
•	 We are using the Climanomics tool 
developed by The Climate Service 
to assess the climate risks to our 
businesses and the resulting financial 
implications.
•	 Using the Climanomics tool we have 
assessed the physical climate-related 
risks to and opportunities for 550 of 
Swire Coca-Cola’s most valuable assets 
(as determined by insured value), under 
the two climate change scenarios (RCP 
4.5 and RCP 8.5).
•	 We have also considered the impact of 
carbon pricing transition risks based on 
the carbon pricing models included in 
IPCC Shared Socioeconomic Pathways 
SSP3-60 and SSP3-45.
•	 In 2022, via the Swire Pacific Climate 
and TCFD working groups we are 
working with a consultancy to 
incorporate the results from the 
Climanomics assessment into a broader 
climate scenario analysis. A summary of 
the results of this exercise will be made 
available in future sustainability reports.
•	 The findings will be incorporated into 
the Groups Enterprise Risk Management 
(ERM) system.
PHYSICAL CLIMATE RISK
–	 Increases intensity and/or 
frequency of acute climate 
events - e.g. cyclones/
hurricanes and floods and 
their impact on sites
TRANSITION CLIMATE RISK & OPPORTUNITIES
Drivers related to the lower-
carbon ecomony transition:
–	 Policy and legal - e.g. 
constraints on emissions, 
cabon pricing/taxation, 
incentives
POTENTIAL  
IMPACTS
–	 Longer-term chronic shifts 
in climate patterns - e.g. sea 
level rise, rising temperatures, 
which gradually change 
human and environmental 
systems and processes
–	 Technology, market and 
reputation – changes in 
demand/supply due to 
technology and/or market 
changes
More efficient 
operation
Stranded 
assets
Improvement 
to capital 
installations
New
technologies
Litigation
Supply 
distribution/ 
dispution
Higher prices 
commanded for 
low-carbon
Investment 
opportunities

26
Sustainable Development Report 2021
CLIMATE SCENARIOS
CLIMATE
TCFD REPORTING (CONTINUED)
DIFFERENT EMISSION PATHWAYS
Source: IEA World Energy Outlook 2021
DIFFERENT TEMPERATURE OUTCOMES
DIFFERENT OUTCOMES FOR PHYSICAL CLIMATE
Source: IPCC Sixth Assessment Report
40
35
30
25
20
15
10
5
0
Gt CO2
2000	
2005	
2010	
2015	
2020	
2025	
2030	
2035	
2040	
2045	
2050
year
Scenarios for GHG emissions to 2050
Net-zero Emission by 2050
Stated  
Policies
CO2 Price
Energy 
Efficiency
Renewable Power 
Generation
Electric  
Vehicles
Net-zero 
Emissions
CO2 Price
Energy 
Efficiency
Renewable Power 
Generation
Electric 
Vehicles
Carbon 
Capture
Sustainable 
Development
CO2 Price
Energy
Efficiency
Renewable Power 
Generation
Electric 
Vehicles
Carbon 
Capture
~2.60C
~1.650C
~1.50C
0
0.5
1
1.5 2
2.5
3 3.5
4
4.5 5
5.5 6 6.5
7
Simulated change at 2°C global warming 
Simulated change at 4°C global warming 
 
Simulated change at 1.5°C global warming 
Simulated change at 2°C global warming 
Simulated change at 4°C global warming 
Simulated change at 1.5°C global warming 
Change (°C)
Warmer
Change (%)
Drier
Wetter
-40
-30
-20
-10
0
10
20
30
40
Relatively small absolute changes 
may appear as large % changes in 
regions with dry baseline conditions
Historical
STEPS (BAU) Scenario
Announced Pledges Scenario
Sustainable Development Scenario

27
Sustainable Development Report 2021
TCFD REPORTING (CONTINUED)
CLIMATE
Describe the organisation’s processes 
for managing climate-related risks.
•	 Our Climate Change Policy deals with 
decarbonising our businesses and 
managing and adapting to climate risk.
•	 Through the ISO 14001 Environmental 
Management System and ISO 50001 
Energy Management System, we 
manage our operational risks related 
to climate change, carbon and energy 
management.
•	 We have set ambitious 2030 
decarbonisation targets, where details 
of these targets can be found in the 
metrics and targets section below. 
•	 The Sustainable Development Fund (SD 
Fund) of Swire Pacific makes available 
up to HK$100 million per year for 
sustainable development projects. The 
money is available for investments in 
sustainability technologies and solutions 
that would not otherwise meet our 
financial targets. In 2021, Swire Pacific 
funded trials of new technologies 
intended to help our operating 
companies meet their carbon, water 
and waste targets. 
•	 Our business continuity plans cover 
extreme weather events. 
•	 With RESET Carbon we have identified 
substantial steam and energy savings 
processes, which we aim to put in place 
over the next five years across our 
facilities in the Chinese Mainland.
•	 With Tsinghua University’s Joint 
Research Centre for Building Energy 
Efficiency and Sustainability, we have 
developed and tested methods to 
increase energy efficiency and improve 
environmental performance in our 
businesses, consequently generating 
substantial energy savings.
•	 Swire Coca-Cola uses independent 
third parties to assess water risk for 
its bottling plants, so as to form source 
vulnerability assessments (SVA). The 
findings are integrated into source 
water protection plans and are regularly 
reviewed.
•	 We support the efforts of the Hong 
Kong Business Environment Council to 
promote awareness of climate change 
in the business community.
Describe how processes for 
identifying, assessing and managing 
climate-related risks are integrated 
into the organisation’s overall risk 
management.
•	 Climate-related risks are identified and 
managed as part of our ERM system. 
•	 Climate change has been identified 
as one of our top ten risks in our risk 
register.
SWIRE COCA-COLA CLIMATE RISK PROCESS
PHASE 1
-	 Review cloud-based 
risk mapping tools
-	 Agree core climate 
scenarios
PHASE 2
-	 Trial selected tool
-	 Conduct high level 
assessment of 
significant assets
PHASE 3
-	 Transitional risk
-	 Scenario analysis
PHASE 4
-	 Supply chain
WE ARE  
HERE

28
Sustainable Development Report 2021
CLIMATE
METRICS AND TARGETS
Disclose the metrics used by the 
organisation to assess climate-related 
risks and opportunities in line with 
its strategy and risk management 
process.
•	 We measure:
–	 Carbon emissions (metric tonnes of 
carbon dioxide equivalent (CO2e))
–	 Energy consumed (GJ)
–	 Kilowatt-hour (kWh) of renewable 
energy generated
–	 Water consumed (m3)
–	 Generated waste (metric tonnes)
–	 Recycled waste (kg)  
–	 Primary, secondary and tertiary 
packaging produced (metric tonnes)
Disclose Scope 1, Scope 2, and, if 
appropriate, Scope 3 GHG emissions, 
and the related risks.
•	 We measure and report our energy 
consumption and the Scope 1, 2 and 3 
carbon emissions from our operations 
in accordance with the listing rules 
of the HKEx and in line with the GHG 
Protocol. Please refer to the Climate 
chapter of this report for more 
information.
TCFD REPORTING (CONTINUED)
Describe the targets used by the 
organisation to manage climate-
related risks and opportunities and 
performance against targets.
•	 Our science-based targets (approved by 
SBTi in 2020) are:
–	 By 2030, reduce carbon emissions by 
70% in its Core Operations (Scope 1 
and 2) from a 2018 baseline
–	 By 2030, reduce carbon emissions by 
30% from its value chain (Scope 1, 2 
and 3) from a 2018 baseline
•	 We have signed up to Business Ambition 
for 1.5°C.
•	 In 2021, our GHG emissions were 379,003  
metric tonnes of carbon dioxide 
equivalent (CO2e), a 9.48% decrease 
from our performance in 2020.
•	 We have committed by 2026 to have 
transitioned to electricity derived 
from 100% renewable energy for Core 
Operations. In 2021, more than 18 million  
kWh of electricity was generated 
from renewable energy sources at our 
premises. We also purchased 71.6 million 
of renewable energy off the grid and 
directly from producers, collectively this 
accounts for 18% of our total energy 
usage. 
SCC’S SCIENCE-BASED TARGETS:
* tonnes of CO2 equivalent
379,003 
tCO2e*
70%
30%
2030
Scope  1  &  2  
Emissions
Reduce absolute 
carbon emissions in 
our Core Operations 
against a 2018 baseline:
Scope  1    2  &  3 
Emissions
Reduce absolute 
carbon emissions from 
our value chain against 
a 2018 baseline:
SCC’S GHG EMISSIONS:
2021
9.48%
from performance 
in 2020

29
Sustainable Development Report 2021
CLIMATE
PERFORMANCE
DECARBONISATION
Our target to reduce absolute Scope 1, 2 
and on an aggregated basis, including 3 is 
approved by the SBTi in 2020. Since setting 
the targets, we prioritised conducting 
scoping projects to ensure we address our 
emissions across the value chain. A full SBT 
progress report will be published annually. It 
can be downloaded here:
GHG EMISSIONS
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
tonnes 
of CO2 
equivalen
SCOPE 1 TOTAL DIRECT EMISSIONS
(excludes emissions from refrigerants)
2018	
2019	
2020	
2021	 	
2023
76,448
73,720
72,504
72,040
SCOPE 2 TOTAL INDIRECT EMISSIONS
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
tonnes 
of CO2 
equivalen
2018	
2019	
2020	
2021	 	
2023
302,555
344,994
345,515
347,861
Performance
Target
Performance
Target
year
year
CLICK HERE
21,612
104,358

30
Sustainable Development Report 2021
CLIMATE
LOOKING FORWARD
Underpinned by our climate strategy, we 
look to accelerate our two focus areas in 
the following ways: 
DECARBONISATION
Scope 1 
We foresee developing a series of clearly 
defined projects that delivers annual 
energy savings on electricity consumption 
and steam. These energy saving 
opportunities were identified in 2021. 
Scope 2 
To achieve our 100% renewable energy 
procurement target, we will focus our 
efforts on setting out a strategic approach 
for how to purchase electricity from 100% 
renewable energy in the Chinese Mainland 
and the U.S. With the surge in global energy 
prices in 2021, we look to navigate and 
adapt successfully around these global 
pressures to meet operational demands 
whilst minimising emissions. On top of 
this, we plan to unpack and prudently 
acquire renewable energy certificates for 
our bottling plants and receive external 
validation of the certificate where 
applicable.  
Scope 3 
Tackling emissions across the supply chain 
demands collaboration. Working with TCCC 
and other stakeholders, we will map out 
our upstream and downstream emissions 
through engagement with our suppliers 
and partners while encouraging them to 
set targets aligned to SBTi. 
 
TCFD REPORTING
As the next step in our TCFD reporting 
journey, we plan on refining the data 
that feeds into the Climanomics tool to 
assess the climate-related risks of our 
assets in greater detail and breath. This 
means shifting the analysis of our assets 
from using insured value to financial 
contributions.

31
Sustainable Development Report 2021
WATER

32
Sustainable Development Report 2021
OBJECTIVE
OVERVIEW
We aim to reduce water use from our own operations  
and supply chain partners, and safeguard water resources 
in the community/regions in which we operate in.
STRATEGY
Acknowledging the increasing water risk 
globally, preserving water availability 
and quality is central to our business. 
Owing to our efforts to replenish water, 
manage water efficiency and address 
water risks in our operations and supply 
chains, we are proud to have scored an ‘A’ 
in the CDP Water Security questionnaire  
since 2020 when we first participated. 
Nevertheless, we continue to identify areas 
for improvement to capture opportunities 
and boost water conservation in the areas 
which we operate. 
In addition the World Resource Institute 
(WRI)’s Aqueduct platform, the Community-
Based Water Resiliency (CBWR) Guide also 
serves as a guiding tool that identifies the 
critical interdependencies between water 
utilities and other sectors and promotes 
cross-sector relationships essential to 
enhance resilience3. Leveraging these 
tools, we are able to gain visibility of, and 
better understand, our water footprint and 
risks.
 
Water is a vital resource for our beverages 
and for our society. The sustainable wellbeing 
of our local system and communities 
depends on access to clean water, safe 
sanitation, responsible management of 
water and the protection of water resources. 
One in four people lack access to safely 
managed drinking water, and billions of 
people will be unable to access safe drinking 
water in 2030 unless progress on responsible 
water stewardship is accelerated1. 
The impacts of climate change, population 
growth and economic development are 
putting major stress onto the supply of 
clean and potable water. Changes in the 
hydrological systems as a result of climate 
change, accompanied by the seasonal 
rainfall variability presents a threat to 
human health and the environment. As 
climate change continues to exacerbate 
water stress, the IPCC projected that 
global population will suffer at least a 20% 
decrease of water supply for each degree 
of warming2. 
We aim to:
1
Reduce  
the water footprint of 
our own operations by 
setting ambitious targets 
and improving water 
efficiency
2
Recycle  
treated wastewater 
back into our operations 
or the natural water 
system
3
Replenish  
natural water sources 
through partnerships 
with stakeholders
4
Report  
annually via CDP
1.	 UNICEF (2021). Billions of people will lack access to 
safe water, sanitation and hygiene in 2040 unless 
progress quadruples – warn WHO, UNICEF.  
https://www.unicef.org/eap/press-releases/billions-
people-will-lack-access-safe-water-sanitation-and-
hygiene-2030-unless
2.	 IPCC (2021). Climate Change 2014: Impacts, Adaptation, 
and Vulnerability. Part A: Global and Sectoral 
Aspects. Contribution of Working Group II to the Fifth 
Assessment Report of the Intergovernmental Panel 
on Climate Change. https://www.ipcc.ch/site/assets/
uploads/2018/02/WGIIAR5-Chap3_FINAL.pdf
3.	 ASDWA (2021). Community-based Water Resilience: 
Keep Vital Services Flowing. Community-Based Water 
Resilience: Keep Vital Services Flowing - ASDWA
WATER
WHY IT MATTERS
RELEVANT SDGS
WATER 
REPLENISHMENT
WATER AND EFFLUENT 
MANAGEMENT
RELEVANT SUSTAINABILITY TOPICS 
Channel outlet construction in the Provo River, Utah, the U.S.
©The Provo River Delta Restoration Project

33
Sustainable Development Report 2021
OUR COMMITMENTS  
AND PROGRESS
WATER
WATER USE RATIO (WUR)
WATER REPLENISHMENT
WASTEWATER DISCHARGE
CO-PACKER WATER USE
TARGET  
TARGET 
By 2030, further reduce our Water Use Ratio (WUR) from 1.77 to 1.45.
Contribute to the Coca-Cola 
System’s goal on water 
replenishment: For every 
drop we use, we give one 
back.
TARGET  
TARGET 
Ensure wastewater discharged 
from all Swire Coca-Cola plants 
and our co-packers’ plants fully 
comply with regulations.
Introduce a new governance 
mechanism to improve 
the water reporting and 
efficiency of our co-packers.
PROGRESS 
Behind Plan
PROGRESS  
Achieved
2030
2021
1.77
1.45
100%+
We worked with CCBMH to 
develop a data collection platform 
that gathers data on water 
consumption and production 
volume. 
CDP
SVA & WMP THIRD-PARTY 
VERIFICATION
TARGET 
TARGET 
Ongoing participation in the CDP 
Water Security questionnaire.
We achieved an A rating in the 2021 
water questionnaire for transparency 
and action on water management. 
By 2025, obtain third-party 
verification for all Source 
Vulnerability Assessments (SVA) 
and Water Management Plan 
(WMP), previously known as Source 
Water Protection Plans (SWPP).
We rolled out the five-year 
plan to obtain third-party 
verification.
In 2021, the replenishment of 
water used in the global sales 
volume:
2021
33
Sustainable Development Report 2021
We continue working towards the TCCC target (1.70) as well as the 
SCC 2025 (1.60) and 2030 (1.45) targets. 
PROGRESS 
On Plan
PROGRESS  
Achieved
PROGRESS 
On Plan
PROGRESS  
Achieved
100%

34
Sustainable Development Report 2021
LEVEL OF OVERALL RISK*
UNDERSTANDING OUR WATER RISKS 
WATER
Gauging exposure of our assets, we completed a site-specific evaluation of local water risk at 
each Swire Coca-Cola bottling plant. We assessed the potential of water risks such as water 
quality and availability, as well as monitor progress of our WURs.
Bottling plants
Co-packers
Preform manufacturing plant
Coca-Cola Bottlers Manufacturing Holdings Limited (CCBMH)
LOW
LOW – MEDIUM
MEDIUM – HIGH
HIGH
EXTREMELY HIGH
Baseline
Projection 2030 
Business-As-Usual
Baseline
Projection 2030 
Business-As-Usual
Baseline
Projection 2030 
Business-As-Usual
Baseline
Projection 2030 
Business-As-Usual
Baseline
Projection 2030 
Business-As-Usual
Chinese
Mainland1
6 Bottling  
plants
2 Co-packers
2 CCBMH
7 Bottling 
plants
2 Co-packers
5 CCBMH
5 Bottling 
plants
2 Co-packers
2 CCBMH
6 Bottling 
plants
3 Co-packers
1 CCBMH2
1 Preform 
manufacturing 
plant
2 Bottling 
plants
1 CCBMH
6 Bottling 
plants
1 Co-packer
2 CCBMH
2 Bottling 
plants
1 CCBMH2
1 Preform 
manufacturing
plant
4 Bottling 
plants
2 Co-packers
2 CCBMH
Hong 
Kong4
 
1 Bottling 
plant
1 Bottling 
plant
Taiwan
1 Bottling  
plant
2 Co-packers
1 Bottling 
plant
1 Co-packer
1 Co-packer
U.S.
2 Bottling  
plants
2 Bottling  
plants
1 Bottling 
plant
2 Bottling 
plants
1 Bottling 
plant
4 Bottling 
plants
*	
Baseline water stress is based on historic data spanning 1960-2014. 
Future water stress is also assessed through the World Resource 
Institutes’ Aqueduct Water Risk Atlas to project water stress 
impact of different climate scenarios in 2030. 
Note:
1. 	 A total of 15 CCBMH facilities supplied finished products to Swire 
Coca-Cola in 2021. The assessment excludes two co-located 
facilities operated by Swire Coca-Cola (i.e. CCBMH Nanjing and 
Luohe Branches). Swire Coca-Cola owns operational control of 
these two facilities, and therefore has defined their water risk as 
part of our reporting scope. The assessment also excludes five 
CCBMH bottling plants which contributed to <3% of finished product 
supplied from CCBMH.
2. 	 Xiamen Branch of CCBMH is co-located with Swire Coca-Cola.
3. 	 Whilst the bottling plant in Hong Kong is located in a low to medium 
risk area, its water supply is mostly sourced from Dongjiang River 
which is located in a medium to high water risk area.
2021 TOTAL WATER USE
TOTAL 
15.62 
BILLION  
LITRES
55%
45%
Production  
volume:
8.62 
billion litres
Manufacturing 
volume:
7 billion litres
Production volume:  
The volume (unit cases) of beverages 
manufactured. 
Manufacturing volume:  
The amount of water used to 
manufacture beverages, including the 
water used for cleaning. It excludes the 
water that is used inside beverages.

35
Sustainable Development Report 2021
PROPORTION OF PRODUCTION VOLUME BY CO-PACKERS
WATER
Market 
No. of  
Co-packers
No. of CCBMH3
Swire Coca-Coca 
Production Volume* 
Co-packer Production 
Volume* 
CCBMH Production 
Volume* 
Proportion of 
Production Volume by 
Co-packer** 
2020
2021
2020
2021
2020
2021
2020
2021
2020
2021
2020
2021
Chinese 
Mainland
6
6
14
84
6,082
6,670 
226.5
204.6
769.6
942.5
14%
15%
Hong Kong
0
0
0
0
275
299
30.41
231
4.3
0.94
11%
7.4%
Taiwan
2
2
0
0
156
153
99.5
100.2
-
0
39%
39.4%
U.S.
02
02
0
1,482
1,497 
340.9
344.3 
-
0
19%
18.7%
TOTAL
8
8
14
8
7,995
8,620 
697.3
672.1
773.9
943.4
16%
15.8%
* in million litres     ** including CCBMH
Note:
1.	 Swire Coca-Cola Hong Kong imports a portion of 
its products to be sold in the local market. 
2.	 A portion of products are produced as part of 
the National Product Supply Group. This figure 
assumes co-packers are responsible for 23% of 
our production volume in the U.S. 
3.	 Including all CCBMH manufacturing facilities that 
produced products for Swire Coca-Cola except 
for CCBMH Nanjing and Luohe branches. Swire 
Coca-Cola owns operational control of these 
two facilities, and therefore has defined their 
production and consumption data as part of our 
reporting scope.
4. 	 Five bottling plants with combined contribution to 
<3% of finished product supplied from CCBMH are 
also excluded here.
TOTAL 
10.24
BILLION  
LITRES
84%
9%
7%
Total Production Volume of 
Swire Coca-Cola Bottling Plants: 
8,620 million litres
Total Production Volume of 
CCBMH: 943.4 million litres
Total Production Volume of  
Co-packers: 672.1 million litres

36
Sustainable Development Report 2021
WHAT WE’RE DOING 
WATER
SVA AND WMP THIRD-PARTY VERIFICATIONS
As part of our water stewardship journey, 
in 2020 we conducted an extensive 
internal whitepaper reviewing our SVA and 
WMP across our four markets. We are 
determined to assess water-related risk in 
our operations and, hence drawn up a five-
year plan to strategically revamp or update 
the SVAs and WMPs of all our plants and 
markets. For details regarding the SVA and 
WMP whitepaper, please refer to p.21 of our 
2020 Sustainable Development Report.  
Progress and Updates
•	 Bottlers
	
We made steady progress in rolling 
out third-party verifications in the 
Chinese Mainland and Taiwan. Through 
engaging an external consultant, we 
completed initial assessments and site 
visits at one Taiwan bottler and four 
Chinese Mainland bottlers. The results 
served as a basis for customised water 
management plans and implementation 
timeline for each bottler, providing 
support in embedding SVA and WMP in 
all aspects of the operations. 
•	 Co-packers
	
Among our co-packers, we conducted 
the first third-party validated SVA and 
WMP with one co-packer in Taiwan. 
The audit helped refine the co-packer’s 
water shortage contingency plan and 
strengthened its understanding of 
regional water availability.
Conducting third-party 
verifications of the SVA and 
WMP, as next steps after the 
comprehensive internal review in 
2020. We aim to execute the five-
year plan to achieve our target of 
100% third-party verified SVA and 
WMP by 2025.
Reducing, recycling and  
replenishing water   
to reinforce our water stewardship 
role. We focus our efforts 
in reducing our demand for 
freshwater, using recycled water 
in manufacturing processes where 
possible, and replenishing water 
sources through community and 
watershed management projects 
with TCCC. 
1
2
Our water strategy focuses on:
2025 100%
REDUCE
RECYCLE
REPLENISH
FIVE YEAR PLAN
Introduce SVA 
& WMP to our 
co-packers in the 
Chinese Mainland
Engage plant 
Environmental, Health 
and Safety Managers 
and General Managers 
on budget planning 
and commissioning 
arrangement
Identify potential third-
party consultants in the 
Greater China area
Understand pricing 
structure and service 
scope 
SVA & WMP 
update for one 
plant in the 
Chinese Mainland 
and one plant in 
the U.S.
SVA & WMP update 
for SCCTW and six 
Chinese Mainland 
bottlers
Introduce SVA & 
WMP to our co-
packers in Taiwan
SVA & WMP update 
for three Chinese 
Mainland and two US 
bottlers
SVA & WMP update for 
four plants in the Chinese 
Mainland and one plant in 
the U.S.
SVA & WMP update for 
SCCHK, five Chinese 
Mainland and two US 
bottlers
2020
2025

37
Sustainable Development Report 2021
SVA Spotlight – Guangxi bottler facility,  
Chinese Mainland 
Long-term water availability is susceptible 
to a variety of social, economic and 
environmental factors that changes 
overtime. To obtain a clear picture of 
the local water situations, we identified 
potential risks arising from the watershed 
and operations in our Guangxi bottler 
facility. The outcomes enable us to explore 
opportunities to build resilience and 
promote the health of the ecosystem. 
The following are some examples of risks 
identified.
WATER
Areas of Assessment
Risk/ Opportunity Identified
Mitigation Measures Proposed
Priority
Change in basic water price
Future adjustment of the basic price of water 
will lead to increase in production cost.
Prepare for changes in water price 
adjustment through monitoring updated 
information and enhance water saving 
measures.
High
Protection of the water 
supply facilities
Accidental damage to the overground water 
supply pipeline and valves is possible.
As a preventive measure, install protective 
covers and place safety warning signs to 
avoid accidental opening.
High
Water efficiency in the 
canteen
The average water consumption intensity per 
person used in the canteen is higher than 
average.
Strengthen management of water saving 
practices and adopt water saving equipment.
Medium
Resistance to corrosion of 
the water pipe
The area is exposed to risk of acid rain. In the 
long-run, corrosion to steel pipes can result 
in increased maintenance cost and water 
leaks.
Strengthen monitoring and paint pipes with 
anti-corrosion coating.
Low
Water quantity and quality 
change in the catchment
Urbanisation, population increase, and 
growth of the agriculture industry may result 
in changes in water quantity and quality of 
the river basin.
Establish a tracking system to monitor 
water quality of the river basin, from publicly 
available data and government news.
Low

38
Sustainable Development Report 2021
REDUCING, RECYCLING AND REPLENISHING WATER
WATER
REDUCE
Highlights
Water Treatment System Upgrade – Chinese Mainland
In partnership with a third-party supplier, we piloted an innovative water treatment system that 
screens out a higher percentage of dissolved solids and enables less chemical cleaning. Through the 
pilot, it was found that the number of chemical cleaning cycles required was reduced by 50%, with 
the same water productivity, and energy consumption was reduced by 30%.
Water Room Enhancement – U.S. 
We enhanced our water rooms with efficient filtration systems at our Denver and Salt Lake City 
facilities. The new filtration systems have improved the quality of treated water and resulted in 
higher proportions of recovered water from a double filtration process. This improvement will 
achieve a 53 million litre reduction in water consumption per year and lead to a 10% reduction in our 
WUR.
RECYCLE
Highlights
We treat wastewater onsite before it is discharged in all of our bottling plants in the Chinese Mainland, Hong Kong, and Taiwan. 
Treated wastewater is reused in cooling towers, for cleaning and irrigation purposes, and for toilet flushing. Backwash water is sent 
to condensing towers from pump seal cooling lines and ozone generator cooling systems for reuse. We evaluate the need to conduct 
wastewater treatment based on water quality and reusage purposes. Our facilities meet the water quality requirements of TCCC and 
the World Health Organisation. We currently do not have a waste water treatment facility at bottling plants in the U.S.
REPLENISH 
Highlights
Colorado River Connectivity Channel (Windy Gap), Colorado – U.S.
Addressing one of the highest priority river restoration issues in the state of Colorado, we donated US$50,000 in 2021 to this project 
which aims to reconnect the river channel and establish a natural river flow, eliminating the Windy Gap Reservoir dam’s negative 
impact on aquatic habitat and species. When completed, the project is expected to deliver significant social and economic benefits to 
communities that rely on recreation, as well as address urban water security needs. The project aims to:
Provo River Flow Restoration Project, Utah – U.S.
Centuries of channel alterations have transformed the river flow of The 
Provo River. As a result, the ecosystem in which fish and wildlife thrived has 
declined, attributing to the lack of fish passage, disappearing habitat and 
heightened stress caused by poor oxygen levels. Together with the Bonneville 
Environmental Foundation and Coca Cola North America’s project donation 
we established a water management agreement to reduce water withdrawals 
from the Provo River and increase flows during summer periods. We have 
donated US$25,000 to fund the Utah-based water replenishment project. This 
project will replenish 256 million litres of water per year to the Provo River.
Create  
wetlands
18 ACRES
Restore 
riparian corridor
50 ACRES
Replenish water 
per year
74 
MILLION 
LITRES
Restore perennial flows 
to a dewatered and 
disconnected reach of 
the upper river
Establish and restore 
over one mile of 
mainstem stream 
channel on the river
Provide extensive public 
access and recreation 
for fishing, floating, 
birdwatching, walking.
Project funded by Coca-Cola North America
Project funded by Swire Coca-Cola, USA
Project funded by Swire Coca-Cola, USA and 
Coca-Cola North America
South Dakota
Nebraska
Wyoming
Nevada
Utah
Idaho
Oregon
Washington
Arizona
Colorado
New Mexico
226%
Replenishment 
Rate - SCC U.S.

39
Sustainable Development Report 2021
WATER USE RATIO AGGREGATED
WATER USE RATIO BY MARKET
WATER USE RATIO AND PRODUCTION VOLUME OVER 10 YEARS
PERFORMANCE
WATER
SYSTEM WATER USE RATIO IN 2021
Bottling Partners
WUR
Swire Coca-Cola
1.81
Coca-Cola FEMSA
1.47
Coca-Cola  
Europacific Partners
Europe 1.58
API 1.75
Coca-Cola Hellenic 
Bottling Company
1.80
The Coca-Cola System
1.81
6,670
million litres
CHINESE MAINLAND
U.S.
1,497
million  
litres
1.81
litres
1.66
litres
HONG KONG
299 
million litres
2.53
litres
TAIWAN
153 
million litres
2.19    
litres 
Production volume
Water use ratio (Litres of water used to produce 1 litre of beverage)
WATER USE RATIO BY MARKETS 2020-2021
Year 2020
3.0
2.5
2.0
1.5
1.0
0.5
0
Year 2021
Chinese 
Mainland
1.80 1.81
Hong Kong
2.642.53
U.S.
1.70 1.66
Water Use Ratio
Over the past year, the COVID-19 pandemic 
has continued to exacerbate unexpected 
challenges across our supply chain, which 
has affected our WUR performance. From 
large production volume swings, unusual 
run rates and switchovers, we focused on 
managing production and the supply chain 
to satisfy changing requirements of our 
sales channels, whilst maintaining progress 
to meet our WUR target. 
2012	
2013	
2014	
2015	
2016	
2017	
2018	
2019	
2020	
2021	
1.95
1.90
1.85
1.80
1.75
1.70
1.65
1.60
1.55
1.50
9.0
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0
TCCC System’s 
2020 WUR Goal
billion 
litres
Litres/ 
litres of 
product
Water use ratio
Production volume
Taiwan
2.31 2.19
2.0
1.5
1.0
0.5
0
2019
2020
2021
1.77
1.82
1.81
year

40
Sustainable Development Report 2021
CDP Water Security Questionnaire 
Responsible water 
management needs to 
work hand-in-hand with 
transparent and scientific 
reporting, for which we 
voluntarily participated in the CDP’s Water 
Security questionnaire. In 2020, we were
the first company in the greater China
region to achieve an ‘A’ score and we are
proud to receive this score the second year
in the row for global water stewardship,
placing us on the leadership range. Through
the participation in CDP’s Water Security
questionnaire, we were able to receive
external validation of our performance. 
WATER USE RATIO PERFORMANCE  
BY PLANT IN THE U.S.
WATER
CDP Water Security 2021 Questionnaire Rating
Swire Coca-Cola
A
Coca-Cola Europacific Partners
A
Coca-Cola Hellenic Bottling Company
A
TCCC
A
Coca-Cola İçecek
 A-
Coca-Cola FEMSA
 B-
In the Chinese Mainland, the introduction of 
new PET production lines in Jiangsu, Hubei 
and Xiamen bottling plants resulted in us 
falling short of our WUR performance. Higher 
sanitation requirements, combined with an 
increase in cleaning and rinsing to adjust for 
the mixture of products, translated into a 
decline in water use efficiency performance. 
To control our water impact, we are 
currently installing ultrafiltration water 
treatment systems in our Huizhou and 
Guangxi facilities, and plan to extend this 
application in several other bottling plants 
in the Chinese Mainland. At the same time, 
we will strengthen our focus on optimising 
water usage throughout the production 
process. By targeting the reclamation 
of clean water during processing and 
facilitating diligent leak identification and 
repair, we can close the gap of our current 
WUR performance and our target. 
CCBMH 
WUR was
WATER USE RATIO PERFORMANCE BY PLANT IN THE CHINESE MAINLAND
Compared with last year, we reduced 
our WUR rate in the U.S. by 2.35%. These 
savings have been achieved, in part, 
through enhanced efficiency from the 
upgraded water treatment system in our 
Denver and Salt Lake City facilities. We 
will continue to review best practices to 
ensure we are always using water in the 
most efficient way as possible.
Since establishing a data collection system 
with CCBMH, we have made progress on 
our journey of reporting our co-packers’ 
water usage data. Working together, we will 
review their WUR performance and uncover 
opportunities to improve water efficiency. 
2.70
Year 2020
Year 2021
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0
Fuzhou
Guangdong
Huizhou
Guangxi
Hubei
Hefei
Hainan
Hangzhou
Jiangxi
Luohe
Luquan
Jiangsu
Jinqiao, Shanghai
Minhang
Wenzhou
Xiamen
Yunnan
Zhanjiang
Zhengzhou
Year 2020
Year 2021
2.0
1.5
1.0
0.5
0
Bellevue* 
Denver 
Fruitland 
Salt Lake City 
Tempe 
Wilsonville 
*	
In 2021, the high WUR experienced by Bellevue 
bottling plant is a result of several factors 
affecting the water supply system, including 
higher demand of sanitation activities, issues 
with the batching station that resulted in clogged 
pipes, as well as an overflow from water tanks 
caused by freezing temperatures.
Water Replenishment
     100%+ 
Wastewater Discharge
Full compliance over 2021.
Co-Packers Water Use
by TCCC.
2021

41
Sustainable Development Report 2021
LOOKING FORWARD
WATER
In line with our goals and targets, there 
are five clear items on the agenda to 
continuously push forward our commitment 
to water stewardship: 
 
1.	 Technical study on investment
	
We will commission a third-party 
consultant to conduct a technical study 
on what investments are needed to 
drive water efficiency improvements 
and reduce avoidable losses in our 
operations. Leveraging TCCC’s advanced 
technologies, we will develop innovative 
solutions to minimise water usage 
across the value chain. 
2.	 Independent verification on the five-
year SVA and WMP
	
We will continue to work with our 
bottlers and co-packers to achieve 
independent verification for all SVA and 
WMP. By the end of 2022, we strive for 
85% of our SVA and WMP to be externally 
validated by third-party professionals. 
Taking water management to a higher 
level, in the coming year, we aim to 
pilot a water performance evaluation 
mechanism against an international 
framework, namely, the Alliance for 
Water Stewardship (AWS) in Yunnan or 
Hefei in the Chinese Mainland, as well 
as ramp up efforts in updating our SVAs 
for the remaining Hong Kong bottler 
and other Chinese Mainland locations, 
which were affected due to the COVID-19 
pandemic.  
3.	 Engagement with our co-packers
	
We will continue to engage with our 
co-packers to improve water efficiency 
performance as part of the larger goal 
of reducing our overall water footprint, 
including that which is not under our 
direct control. 
4.	 Reporting on the CDP Water Security 
Questionnaire 
	
As we are committed to driving 
water stewardship, we will continue 
to participate in the Water Security 
Questionnaire.
5.	 Development of context-based water 
targets
	
We will strategise our approach 
based on local conditions and the 
performance of our plants, given the 
contextual differences in terms of 
water availability, vulnerability, and 
quality where we operate. Context-
based water targets give a specific 
time-bound objective to set the desired 
outcome in relation to the company’s 
water performance and the basin’s 
conditions. As part of the Coca-Cola 
Operating Requirements (KORE), we 
propose to introduce context-based 
water targets in collaboration with 
TCCC.

42
Sustainable Development Report 2021
PACKAGING 
AND 
WASTE

43
Sustainable Development Report 2021
PACKAGING AND WASTE
OBJECTIVE
We endeavour to design our 
packaging with consideration 
of its life cycle footprint. 
We aim to support and 
facilitate Extended Producer 
Responsibility (EPR) schemes 
including deposit and or value 
on return systems (which 
drive high collection rates 
with minimal contamination). 
We aim to support the use of 
recycled content within our 
packaging and recycling of 
our packaging materials into 
the highest value recyclable 
materials possible.  
We strive to reduce the 
amount of waste we produce, 
and to make sure that none of 
our waste goes to incineration 
or landfill.
OVERVIEW
RELEVANT SUSTAINABILITY TOPICS RELEVANT SDGS
WHY IT MATTERS
The traditional linear ‘take-make-waste’ 
model that has been central to global 
resources use is an issue – it slows the 
circular model that maximises resource 
recovery and minimises landfill to relieve 
reliance on natural resources, which can 
avoid environmental pollution and reduce 
Scope 3 emissions from packaging waste. 
Transitioning from a linear model to a 
circular one will fundamentally change 
the way packaging is designed and dealt 
with. This poses a big challenge that is 
amplified by constraints from different 
operations and markets. Cross-sector 
commitments is thus key to addressing the 
issue. In addition to making packaging 100% 
recyclable and allowing the transformation 
into the same product when recycled, 
packaging design also requires clear 
labelling and recycling instructions to drive 
higher collection and recycling rates. 
 
As population growth and urbanisation 
continues to grow, waste generation is 
expected to increase by 70% compared to 
current levels by 20501. Waste is inherent 
in our economy – as a consequence of 
economic activity, as well as a source 
for the production of goods. Despite this 
resource allowing for vast economic 
growth, it has resulted in detrimental 
impacts on the environment and society. 
The 2021 Circularity Gap Report revealed 
that only 6.8% of waste is cycled back into 
the economy2. With the emergence of 
environmentally conscious youth coupled 
with the growth of our business, how we 
manage our waste, and the decisions we 
make moving forward is a growing priority. 
We aim to do our part in this journey.
PACKAGING
WASTE
Production of PET preform
1.	 The World Bank (2018). What a Waste 2.0: A Global Snapshot of Solid Waste Management to 2050. https://openknowledge.worldbank.org/handle/10986/30317
2.	 Circle Economy (2021). The Circularity Gap Report 2021. https://www.circle-economy.com/resources/circularity-gap-report-2021

44
Sustainable Development Report 2021
PACKAGING AND WASTE
Apart from packaging design, a formalised 
collection and recovery system needs to 
be in place together with visible intrinsic 
incentives to encourage behavioural 
change and facilitate post-consumer 
recycling. To make this system widely 
adopted and recognised, it is crucial to 
build trust by transparently communicating 
the status of the collection and recovery 
of packaging, this includes the disclosure 
of externally verified data that is 
representative of the market context.  
We set an objective to achieve zero waste 
to landfill from Core Operations in 2025 
and with co-packers by 2030. As our 
production volume increases, the need 
to further align our packaging and waste 
management efforts with TCCC’s World 
Without Waste (WWW) goals is becoming 
more critical than ever. We cannot achieve 
our goals alone, which is why strategic 
partnership with industry peers, NGOs and 
local governments to advance collection 
and recycling will serve as a catalyst for 
greater collaboration and more proactive 
engagement. One of the clear gaps we 
have identified is the lack of visibility of 
our waste streams in our operations. 
Accordingly, we completed a detailed 
whitepaper on waste to help us make 
decisions on what investments are needed 
to deliver our targets. We are driven by 
our goals and are proactively developing 
innovative and impactful waste reduction 
opportunities to tackle both packaging and 
waste.
STRATEGY
1
Reduce  
the amount of single-use packaging through lightweighting, reducing the size of labels 
and package-free delivery models, such as refill stations
2
Redesign
packaging to ensure that it is technically recyclable and fits in the collection and 
recovery systems
3
Recover
packaging materials through clear labelling with local disposal instructions 
4
Recycle
packaging materials into the highest value end-products as possible
5
Partner
with diverse stakeholders (government, industry, public, waste management companies 
and NGOs) to make the transition from a linear to circular model
6
Transparent reporting  
on market-based context including the technical recyclability, recycled contents, 
collection and recovery rate and the domestic recycling infrastructure of different 
packaging materials
1
Categorise  
  
2
Recover
3
Measure
4
Reduce
5
Divert from landfill  
and incineration
6
Transparent  
reporting
In line with the Ellen MacArthur Foundation’s New Plastics Economy Global Commitment 
(NPEGC) and TCCC’s WWW goals, we aim to:
PACKAGING
WASTE

45
Sustainable Development Report 2021
PROGRESS
Behind Plan
PACKAGING AND WASTE
OUR COMMITMENTS  
AND PROGRESS
PRIMARY PACKAGING
SECONDARY AND  
TERTIARY PACKAGING
TARGET
By 2025, our primary 
packaging will be 100% 
recyclable. 
2025
PROGRESS
Not started
2030 50%
COLLECT AND RECYCLE 
ONE FOR ONE
ZERO WASTE TO LANDFILL 
FROM CORE OPERATIONS
TARGET  
By 2030, we will collect 
and recycle one bottle 
or can for every one 
we sell.
2030
By 2030, achieve zero 
waste to landfill from 
co-packers and verified 
by third-party.
2030
PROGRESS
Behind Plan
TARGET  
By 2030, we will collect and make 
sure all secondary and tertiary 
packaging is 100% technically 
recyclable and collected.
2030
TARGET
By 2030, our primary 
packaging will contain 
50% recycled material.
TARGET   
By 2025, achieve zero 
waste to landfill from Core 
Operations and verified by 
third-party.
2025
100%
100%
45
Sustainable Development Report 2021
SOLD
PROGRESS
On Plan
PROMOTE COLLECTION 
AND RECYCLING
Partner with TCCC to ensure our local product 
labelling design includes packaging material 
information and recycling instructions. 
TARGET  
PAPER
BOX
PLASTIC 
BOTTLE
RINSE AND 
REPLACE CAP
METAL 
CAN
RINSE AND 
INSERT LID
PROGRESS
Behind Plan
PROGRESS
On Plan

46
Sustainable Development Report 2021
PACKAGING BY MARKET, TYPE AND WEIGHT 2021
PACKAGING AND WASTE
OUR PACKAGING FOOTPRINT 
Transparent reporting on our packaging 
footprint ensures that we are closely 
scrutinising our progress, commitments 
and material changes over time. Looking 
to fill the gap between collection 
and recovery, we seek to identify the 
recyclability, recycled content, handling of 
our primary packaging used, as well as the 
availability of local recycling infrastructure 
across all four markets to spot areas for 
improvement. Detailed definitions of our 
main packaging categories can be found in 
p.62 of our 2019 Sustainable Development 
Report. 
Making strides towards our packaging 
targets relies on capturing the latest 
developments and achievements across 
our value chain. For details regarding the 
TOTAL PACKAGING BY MARKET 2021
WEIGHT OF PACKAGING PRODUCED BY CATEGORY 2021
MATERIALS USED FOR PRIMARY PACKAGING AND BREAKDOWN BY TYPE AND WEIGHT
400
350
300
250
200
150
100
50
0
‘000 tonnes
Chinese 
Mainland
Hong 
Kong
Taiwan
U.S.
2021 
Total
2019
Total
2018
Total
Primary
Secondary
Tertiary
vPET
BioPET
rPET
New Returnable Glass Bottle
Aluminium 
Closures – PP
Closures – HDPE
Aseptic fibre packs
Stainless steel crown caps
Note: Primary packaging 
contains 10% recycled content – 
this refers to rAL in the U.S. and 
Chinese Mainland, rPET in Hong 
Kong and the U.S., and recycled 
content of returnable glass 
bottles in Taiwan and Chinese 
Mainland.
usage of primary packaging types in each 
market in 2021, please click here: 
2020
Total
55,087 
tonnes
320,846 
tonnes
1%  3,619 tonnes
TOTAL 
379.6
THOUSAND  
TONNES
84%
15%
vPET
BioPET
rPET
New Returnable  
Glass Bottle
Aluminium
Closures – PP
Closures – HDPE
Aseptic fibre packs
Stainless steel  
crown caps
‘000 tonnes
0	
50	
100	
150	
200	
250
Year 2020
Year 2021
190,994
4,923
4,017 
2,973 
67,882  
3,717 
14,819 
945
529 
210,717 
2,882
4,350 
3,931 
75,526 
3,629  
16,289  
959
869 
66%
0.9%
1.4%
23.5%
5.1%
1.2%
1.1%
0.3%
0.3%
TOTAL 
320.8
THOUSAND  
TONNES
CLICK HERE

47
Sustainable Development Report 2021
PACKAGING AND WASTE
OUR WASTE FOOTPRINT 
In 2021, we mapped our entire waste 
footprint spanning all markets. Core 
Operations, which refers to the activities 
in company-owned manufacturing sites 
and distribution centres, make up 86% 
of the total waste generated. Around 1% 
of our waste is classified as hazardous 
waste, with it mostly coming from lead 
acid batteries from vehicles and lubricant 
oil. Detailed definitions of our main waste 
2021 WASTE GENERATION OVERVIEW
categories and sources of waste footprint 
can be found in p.37 and p.39 respectively 
in our 2020 Sustainable Development 
Report.
Hazardous 
waste  
1.1% 
Processing  
waste and 
sludge
13.3%
Production 
waste 
19.5%
Garbage 
9.3%
Organic 
waste 
Logistic 
waste 
39.1%
Cold drink 
equipment 
14.5%
3.1%
Core 
Operations 
85.5%
Outside Core  
Operations 
14.5%
LANDFILL 
INCINERATION 
14%
RECYCLING/  
REUSE
84%
Non-hazardous waste  98.9%
Hazardous 
waste  
1.1%
ANAEROBIC 
DIGESTION 
2%
Scrap Tyres 
<1%

48
Sustainable Development Report 2021
PACKAGING AND WASTE
WHAT WE’RE DOING - PACKAGING
FOCUS
REDUCE
Our Approach
Progress and Highlights
Lightweighting reduces the amount of 
materials used and improves production 
efficiency.
We continue to apply lightweighting into bottled brands and 
explore opportunities for new applications. 
Redesigning the dimensions and reducing the weight of the 
components in our products results in a reduction in carbon 
emissions. In Chinese Mainland, renovating our packaging has 
saved 73.11 metric tonnes of resin and reduced 198 tonnes of 
CO2e in 2021. Lightweighting was also applied to selected brands 
of the aseptic PET product range in Hong Kong. Compared to 
the traditional hot-fill packaging, aseptic packaging allows a 
reduction of up to 21% in weight for 500ml PET bottles.
REDESIGN
Our Approach
Progress and Highlights
Our goal is to make 100% of our primary 
packaging technically recyclable by 2025. 
Bonaqua Packaging – Hong Kong
We launched the first locally produced label-less and fully 
recyclable bottle which comprised of 100% recycled PET.  
As part of the Bonaqua series, we redesigned labels to  
carry resin codes for all components to facilitate proper  
recycling practices. 
Carbonated Products – Hong Kong
Balancing recycled content in our cans and bottles with high standards of food safety, 
we now offer sparkling drinks that are 600ml and below in packaging that contains 25% 
rPET. To facilitate the recycling of PET bottles, we commenced the process to reduce 
the length of the label. 
 
WEIGHT 
REDUCTION
15-21%
≤500 
mL
5-15%
27%
CLOSURE
LABEL LENGTH ON 
BOTTLE SURFACE
≤50%
≤70%
500 
mL
<500 
mL
>500 
mL
(Not applicable to all carbonated products range)

49
Sustainable Development Report 2021
PACKAGING AND WASTE
FOCUS
RECOVER & RECYCLE
Our Approach
Progress and Highlights
TCCC’s 2030 World Without Waste commitment is 
to collect and recycle every bottle or can we sell. 
It remains a challenge to monitor and control our 
packaging post-consumption. We hope to increase 
packaging collection and recovery rates in our 
markets by giving consumers the information they 
need to correctly separate and dispose of our 
packaging. 
iCoke Cutlery Rack – Hong Kong
Recovering our used packaging, we produced 1,500 cutlery 
racks consisting of approximately 95% recycled materials 
from old returnable glass bottle crates. A portion of these 
were gifted to customers to commemorate a farewell to the 
old returnable glass bottle production line as it upgrades and 
expands from April 2021. 
New Life Plastic (NLP) – Hong Kong
We started construction, equipment 
installation and calibration of the NLP, the 
first food-grade ready PET recycling facility 
in Hong Kong. We expect to commence 
operation of the NLP in 2022. 
COLLABORATION
Our Approach
Progress and Highlights
We collaborated and engaged with key stakeholders 
to support the transformation of the circular 
economy both from a local and international 
standpoint. 
Drink Without Waste (DWW)  
campaign in Hong Kong
•	 A coalition of concerned stakeholders including 
major beverages producers and bottlers, waste 
management enterprises and NGOs who want 
to reduce waste generated from beverage 
consumption.
•	 DWW has an objective to reduce single-use 
beverage packaging and to recover 70% to 90% 
used beverage packaging by 2025.
DWW – Hong Kong
DWW campaign collected around 50 million used plastic bottles through a 
subsidy scheme that sponsored cleaners for the return of bottles at designated 
collection points. Volunteers assisted with the installation of Reverse Vending 
Machines, organised by the Environmental Protection Department, in public 
places and government facilities. These key milestones will help grow the 
capacity of recycling plastic bottles and liquid cartons in Hong Kong. 
Upcycling Design for Social Inclusion – Hong Kong
We organised a design competition in partnership with the Hong Kong 
Polytechnic University, challenging students to create a project that would 
improve community inclusion and harmony while utilising 3D printed filaments 
and plastic pellets upcycled from our old returnable glass bottle crates. The 
design competition aimed to unleash creativity, instill a business mindset among 
talented students, as well as promote recycling and the reuse of materials. 
New Plastics Economy Global  
Commitment (NPEC) by the  
Ellen MacArthur Foundation
As a signatory of the NPEC, we share a common vision 
of circular economy for plastic that also echoes our 
2030 target to achieve zero waste to landfill.
We are working with local governments and are 
part of multi-stakeholder initiatives (including Ellen 
MacArthur Foundation’s NPEC, TCCC’s WWW goals 
and local initiatives such as DWW) to transition to a 
circular system that minimises waste generation and 
associated carbon emissions reduction.
The Mills Installation – Hong Kong
Teaming up with The Mills, we 
transformed over 500 returnable 
glass bottle crates into a creative art 
installation in celebration of Chinese 
New Year. Demonstrating that new 
purpose can be breathed into used 
items, we created greater longevity for 
upcycled materials.  
Pelletising process of the old returnable glass bottle crates

50
Sustainable Development Report 2021
PACKAGING AND WASTE
WHITEPAPER ON ZERO WASTE
Gaining a holistic understanding of waste 
management across the SCC operations is 
the first step in realising our vision of zero 
waste to landfill and incineration for Core 
Operations3 by 2025 and for co-packers by 
2030. Accelerating our efforts, we undertook 
a comprehensive internal review which is 
articulated in a whitepaper that identified 
our total waste footprint, the channels of 
generation, and assessed international 
best practices in waste management and 
reduction opportunities.
PRIMARY OBJECTIVES
1.	 To clarify and confirm definitions and 
boundaries – and ensure these are 
aligned with global norms and global 
reporting formats.
2.	 To provide a complete overview of the 
current waste management practices 
across SCC operations.
3.	 To develop recommendations for the 
management of all aspects of our waste 
footprint, including a new governance 
framework.
4.	 To evaluate investment needs to deliver 
our 2025 target.
5.	 To generate an indicative timeline for 
all markets to achieve the 2025 waste 
targets.
6.	 To share best practices with Swire 
Pacific and the Global Environment 
Council network to set a precedent.4
7.	 To create standard operational 
procedures around waste management 
outside of the defined Core Operations.
WHAT WE’RE DOING - WASTE
KEY FINDINGS
Defining and prioritising  
waste diversion
Moving towards a zero waste future 
requires an understanding of the boundary 
conditions - what is and not considered as 
appropriate waste diversion. Aligning with an 
internationally peer reviewed standard5 and 
best practices, we consider zero waste to 
be the responsible production, consumption, 
reuse and recovery of materials, that 
avoids being sent to incineration, landfill 
and the natural environment. In doing so, 
we minimise environmental impacts in the 
waste stream as far as possible. Our waste 
management decisions are guided by the 
Waste Hierarchy, giving descending priority 
from avoidance to minimisation, and as a 
last resort, disposal. 
To this end, we are striving to reach a 
90% or more waste diversion rate in our 
Core Operations by 2025, compared to a 
non-verified average of 84% diversion rate 
in 2021. The residual waste should also 
be reduced by at least 1% of the baseline 
disposal each subsequent year. This is our 
definition of zero waste to landfill.
UNDERSTANDING THE GAP
ZERO WASTE HIERARCHY
Most 
preferred
Least 
preferred
Refuse / Rethink / Redesign
Reduce & Reuse
Preparation For Reuse
Recycling / Composting / Anaerobic Digestion
Material & Chemical Recovery
Residual Management
Unacceptable*
0
500
1,000
1,500
2,000
2,500
3,000
3,500
Jinqiao
Jiangsu
Zhejiang
Hefei
Huizhou
Zhengzhou
Hubei
Guangdong
Guangxi
Yunnan
Xiamen
Luohe
Wenzhou
Minhang
Jiangxi
Fuzhou
Zhanjiang
Luquan
Hainan
Hong Kong
Taiwan 
Tempe 
Salt Lake City 
Bellevue
Wilsonville 
Denver 
Fruitland 
Hazardous Waste
Processing Waste
Production Waste
Garbage
Organic Waste
Logistic Waste 
Cold Drink Equipment
Tonne
2020 SWIRE COCA-COLA BOTTLERS’ WASTE BREAKDOWN
3.	 The SCC target concerns only waste generated from 
our Core Operations, which refers to a set of business 
activities carried out by SCC in company-owned 
manufacturing sites and distribution centers that 
constitutes the main source of the Company’s profits.
4.	 Part of TCCC system’s ESG working teams and 
governance structure.
5.	 Zero Waste International Alliance
*	 Examples include landfilling, 
incineration with or without 
energy recovery, refuse 
derived fuel (RDF).

51
Sustainable Development Report 2021
EXAMPLE OF INGREDIENT  
PACKAGING WASTE GENERATED
PACKAGING AND WASTE
KEY FINDINGS (CONTINUED)
1.	 The internal benchmark exercise 
revealed inconsistent waste 
composition across Chinese Mainland 
facilities, an indication of low data 
accuracy resulting from a disparity 
in waste quantification and reporting 
practices.
2.	 Several non-recyclable wastes were 
major contributors to disposed waste, 
including inbound logistics waste (e.g. 
ingredient packaging), office waste 
(e.g. lunch boxes) and production waste 
(e.g. labels and spent filters). There is 
a growing need to conduct a thorough 
waste audit to understand the types 
of waste and processes involved in 
manufacturing sites and distribution 
centres.
3. 	Diversion of processing waste, such 
as wastewater treatment sludge 
and activated carbon for treatment 
of sugar, are challenging in certain 
areas of Chinese 
Mainland due to 
the lack of licensed 
treatment facilities, 
and economic 
incentives.
4.	 We observed a few instances of 
suboptimal waste vendor management 
and environmental performance of 
downstream 
CDE recyclers. 
In addition, the 
quality of collected 
recyclables could 
be improved.
REALISING WASTE MANAGEMENT 
OPPORTUNITIES
Through a policy review and benchmarking 
of best practices in the industry, a list of 37 
recommendations across ten categories 
of waste were made with the aim of 
improving diversion rates and downstream 
transparency. It can be summarised as:
•	 Forging partnerships with stakeholders 
such as suppliers and industry peers. 
•	 Forming a dedicated cross-functional 
team to assess operational processes 
and finding alternatives to reduce, 
reuse and recycle waste. 
•	 Conducting engagement with staff to 
enhance awareness of the targets.
We reviewed the management of waste 
outside our Core Operations, such as 
marketing materials, scrap tyres and worn 
uniforms.
Examples of non-recyclable production waste: 
labels and air filters
Dewatered activated 
carbon used in the 
treatment of sugar has 
very low market value
A mixture of recyclables 
and non-recyclables 
spotted during site visit
HIGH FRUCTOSE 
CORN SYRUP  
(HFCS) BAG
Paper
Plastic 
Bag
Foil
Woven 
Bag
5.	 Lack of clarity of where our recyclable 
waste goes to in the U.S. when sold or 
collected for handling.

52
Sustainable Development Report 2021
PACKAGING AND WASTE
PROJECT TIMELINE TO ACHIEVE THE 2025 TARGET
Sites Involved
2022
2023
2024
2025
1st Half
2nd Half
1st Half
2nd Half
1st Half
2nd Half
1st Half
2nd Half
Pilot Manufacturing sites
2 in Chinese Mainland
1 in other markets
Pilot Distribution Centres
2 per market
Manufacturing sites with Core Operations 
Diversion Rate >=80%
8 in Chinese Mainland
5 in US
Manufacturing sites with Core Operations 
Diversion Rate <80%
9 in Chinese Mainland
Distribution Centres
3 per market
1. Initial Assessment
2. Waste Management Initiatives
3. Zero Waste to Landfill and Incineration Verification
External Waste Audit
Internal Waste Audit
Waste Management 
Implementation
Waste Data Collection
External Verification
Our recommended plan lays out specific 
action phases that are required to 
transition to zero waste to landfill and 
incineration for Core Operations. 
PHASE:
1.	 Initial Assessment
	
The waste audit conducted at pilot sites 
should be prepared by a local external 
waste expert. When applicable, this also 
applies to subsequent waste audits at 
other sites.  
2.	 Waste Management Implementation 
	
Upon receiving the waste audit results, 
bottlers will subsequently review 
their internal budget and formulate 
appropriate plans and initiatives that 
works towards the zero waste vision. 
SCC will oversee the progress across 
all markets through quarterly progress 
reviews and experience sharing. 
3.	 Zero Waste to Landfill and  
Incineration Verification
	
The verification process generally  
assesses the facility’s waste 
management system and calculates the 
percentage of waste diversion spanning 
a period of 12 months. Subsequently, 
bottlers are required to seek external 
verification from an approved 
verification body for their target year. 
To facilitate better waste management 
on low value waste, we require official 
documentation of the treatment 
destination for food waste recycling 
to be considered as an appropriate 
diversion route.

53
Sustainable Development Report 2021
PACKAGING AND WASTE
PERFORMANCE
We track the performance of recycled 
content and collection and recycling rates 
of two key primary packaging – plastic 
and aluminium. For details regarding the 
consumption of other types of packaging 
materials, please refer to the performance 
table on p.93. As for the recycled content 
and collection of other types of packaging 
materials, please refer to the Primary 
Packaging Report 2021.
PACKAGING
vPET RESIN CONSUMPTION BY MARKET
200
150
100
50
0
‘000 
tonnes
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
Year 2019
Year 2020
Year 2021
3,000
2,000
1,000
0
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
rPET RESIN CONSUMPTION BY MARKET
Year 2020
Year 2021
tonnes
rPET CONTENT BY MARKET  
Water Bottles
Other bottles
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
tonnes
CONSUMPTION BY MARKET
Year 2019
Year 2020
Year 2021
RECYCLED CONTENT BY MARKET 
ALUMINIUM 
PLASTIC
Bottle
Closure
Label
PET
HDPE
PP
TECHNICALLY 
RECYCLABLE 
WWW 
2025
Under the WWW goal, these components and 
materials need to be technically recyclable by 2025.
Cans
Cans
COLLECTION RATE BY MARKET 
PET Bottles
PET COLLECTION RATE BY MARKET  
Chinese 
Mainland
 Hong Kong
Taiwan 
U.S.
0	
20%	
40%	
60%	
80%	
100%
9.6%
0%
0%
72%
WWW 2030 Target
Chinese 
Mainland
 Hong Kong
Taiwan 
U.S.
0	
20%	
40%	
60%	
80%	
100%
  
25%**
100%*
0%
0%
0%
0%
0%
100%^^
WWW 2030 Target
*	 Except for 4.8L and 5L
**	Carbonate beverage in 600ml 
and below
^^	500ml volume only
 ^	 Other volumes
14.7%^
0	
20%	
40%	
60%	
80%	
100%
30%
94%
95%
WWW 2030 Target
Chinese 
Mainland
 Hong Kong
Taiwan 
U.S.
15%*
*	 Based on New Life Plastic Limited collection volumes 
collected through the Baguio Green Group’s rPlastics 
Company.
Chinese 
Mainland
 Hong Kong
Taiwan 
U.S.
0	
20%	
40%	
60%	
80%	
100%
99%
73%
49%
WWW 2030 Target
17.8%

54
Sustainable Development Report 2021
PACKAGING AND WASTE
WASTE
With our waste mapping exercise completed, we are able to monitor the waste generation, disposal and diversion rate.     
2021 WASTE GENERATION BREAKDOWN BY WASTE TYPE
2021 TOTAL WASTE DIVERSION
2021 CORE OPERATION WASTE DIVERSION
Hazardous waste 
Processing waste and sludge  
Production waste
Garbage 
Organic waste 
Logistics waste
Scrap tyres 
Cold Drink Equipment
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
0	
10%	
20%	
30%	
40%	
50%	
60%	
70%	
80%	
90%	
100%
21.4%
19.1%
12.3%
22.8%
19.9%
1.6%
6.5%
33%
12.7%
16%
25.5%
0.9%
5.5%
8.3%
8.9%
66.1%
5.3%
10.9%
0.4%
7.7%
7.9%
81.1%
0.2%
3.1%
2.9%
0.1%
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
TOTAL
0	
5,000	
10,000	
15,000	
20,000	
25,000	
30,000	
35,000	
40,000	 tonne
80%
87%
Waste Diversion
Waste Disposal
Diversion Rate
%
97%
86%
95%
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
TOTAL
Waste Diversion
Waste Disposal
Diversion Rate
%
0	
5,000	
10,000	
15,000	
20,000	
25,000	
30,000	
35,000	
40,000	 tonne
75%
86%
97%
84%
94%
Scrap tyres:

55
Sustainable Development Report 2021
PACKAGING AND WASTE
LOOKING FORWARD
Our packaging and waste targets outline 
where we want to be in 2025 and 2030. 
The following priorities are how we will get 
there:
 
1.	 Seeking methods to manage primary 
packaging that is not technically 
recyclable – namely aseptic fibre packs, 
bag-in-box and the ancillary items such 
as straws, plastic lids, single-use cups.
2.	 Building trust in recycling by externally 
and systemically validating the 
collection and recovery rates of 
primary packaging. To operationalise 
this, we would need to build a global data 
repository with granular data specific to 
various locations and companies. Data 
should also be independently verified 
within six months. This also allows for a 
more structured approach to recycling, 
where the recyclers could trade openly 
in the market for feedstocks and to 
match suitable investment.
3.	 Facilitating regulatory approval of 
the incorporation of recycled plastics 
in food-grade packaging in Chinese 
Mainland, specifically rPET and rAL, as 
this further supports the delivery of our 
WWW and packaging goals. Although 
collaboration between the government 
and industry associations has sped up 
the development of a circular economy 
for plastics, establishing standard 
guidelines for implementation will 
likely play out over a longer timeframe. 
Increasing the use of recycled content 
in our packaging will also enable the 
reduction of our Scope 3 emissions, 
particularly if we achieve incorporating 
100% rAL in our packaging. 
4. Developing a detailed waste stream 
breakdown and identifying waste 
reduction and diversion opportunities 
per bottling plant. Capturing data at 
the bottling plant level will help close 
the gaps needed to cease the use of 
landfills and prevent leakage of plastics 
into the environment.

56
Sustainable Development Report 2021
 
 
PRODUCT
CHOICE

57
Sustainable Development Report 2021
PRODUCT CHOICE
OVERVIEW
OBJECTIVE
We aim to become a total beverage company, 
giving people around the world more of the drinks 
they want in the manner they want them.
RELEVANT SUSTAINABILITY TOPICS
OVERVIEW – WHY IT MATTERS
always been a large focus of ours. This 
includes expanding our product portfolio, 
adjusting our recipes to further reduce 
added sugar, promoting low- and no-
calorie beverage options, and making 
smaller packages more available to 
support portion control.
In additional to consumers’ changing tastes 
and preferences, people nowadays are 
becoming more conscious about making 
informed health decision and having 
different dietary restrictions. This includes 
limiting daily caloric intake from added 
sugars to under 10%, as recommended by 
the World Health Organisation (WHO), and 
paying closer attention to the nutritional 
content of the food and beverages they 
consume.
As we position ourselves as a total 
beverage company, satisfying consumers’ 
desires by offering more diversified and 
catered options across categories has 
STRATEGY
SUGAR REDUCTION 
AND SWEETENERS
FOOD SAFETY AND 
PRODUCT QUALITY
RELEVANT SDGS
PRODUCT LABELLING 
AND MARKETING
We aim to:
1
Provide a greater 
variety of drinks, with 
more low- and no-sugar 
options
2 
Adjust formulation to 
gradually reduce sugar
3
Offer smaller, 
more convenient 
serving sizes to make 
controlling sugar intake 
easier 
4
Promote our low- 
and no- sugar drinks 
to make them more 
visible and easier to find
NUTRITION
5
Provide factual and 
easy-to-understand 
nutritional information 
for consumers to make 
informed dietary choices
6 
No advertising to 
children under 13, 
in line with TCCC’s 
Responsible Marketing 
Policy
7
Ensure food safety 
and quality of our 
products so that 
consumers feel confident 
each time they consume
A B+
D

58
Sustainable Development Report 2021
 
PRODUCT CHOICE
58
Sustainable Development Report 2021
OUR COMMITMENTS  
AND PROGRESS
REDUCE SUGAR CONTENT
PROGRESS 
On Plan
TARGET  
Reduce average sugar 
content in 100mL of 
beverages by 20% by 
2025.
2025
20%
CLEAR LABELLING
NO ADVERTISING TO CHILDREN
FOOD SAFETY
TARGET   
Front-of-pack nutrient labelling on products  
(except returnable glass bottles).    
100%
100%
TARGET  
No advertising to 
children aged below 13.
TARGET  
Plant operations to obtain Food 
Safety Certification FSSC 22000.
NO ADVERTISING  
TO CHILDREN  
AGED BELOW 13
100%
Sugars
3.6g
Fat
0g
0%
Sodium
40mg
2%
Per 330mL
100
ml
Achieved
PROGRESS 
Achieved
PROGRESS 
Achieved
PROGRESS

59
Sustainable Development Report 2021
PRODUCT CHOICE
WHAT WE’RE DOING
OUR PRODUCT PORTFOLIO
AVERAGE SUGAR CONTENT IN BEVERAGES
(in 100ml of beverages)
Our diversified beverage portfolio is 
constantly expanding to satisfy our 
consumers and attract new ones. In 
2021, we manufactured and distributed 
62 beverage brands including sparkling 
soft drinks, juices, teas, energy & 
sports drinks, coffees, waters and other 
products (including, dairy, plant-based 
and herbal drinks) across four markets.
Sparkling soft drinks
Water
Juices 
Energy & sports drinks
Teas
Others (including coffee, 
dairy, plant-based and 
herbal drinks)
66%
6%
11%
7%
7%
3%
OUR  
PRODUCT 
PORTFOLIO
(by revenue)
PERCENTAGE OF LOW- AND NO-SUGAR BEVERAGES 
(by sales volume)
60
50
40
30
20
10
0
%
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
25%
Year 2021
Year 2020
50%
49%
41%
30%
55%
50%
42%
NEW PRODUCTS
(by flavours)
180
150
120
90
60
30
0
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
31
19
14
115
LOW- AND NO- SUGAR BEVERAGES
(by flavours)
180
150
120
90
60
30
0
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
63
45
36
162
REFORMULATED BEVERAGES WITH 
REDUCED SUGAR CONTENT
5
4
3
2
1
0
Chinese 
Mainland
Hong Kong
Taiwan
U.S.
2
3
4
0
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0
Year 2021
Year 2018 (baseline)
Chinese Mainland
Hong Kong
Taiwan
U.S.
gram
3.5%
13.2%
22.2%
7.0
5.3
7.2
6.76
4.6
5.6
6.3
5.5
13.1%

60
Sustainable Development Report 2021
PRODUCT CHOICE
FOCUS
LOW- AND NO-SUGAR; PORTFOLIO EXTENSION     
Our Approach
Progress and Highlights
We are introducing 
diet, light and zero-
calorie drinks into 
our portfolio. We also 
reformulate our recipes 
and find alternatives to 
reduce sugar without 
compromising the quality 
of our drinks. 
We continue to offer more products with low- and no-sugar across our broad range of brands. Apart 
from expanding the provision of low- and no-sugar products and reformulating products to reduce sugar 
content, we are also enhancing the promotion of low- and no-sugar drinks to make them more accessible 
and tailored to consumers.
CHINESE MAINLAND
60% 
Around 60% beverage 
brands in the Chinese 
Mainland consists of 
low- and no-calorie 
products or options for 
low- and no- calorie 
products.
To expand our product 
portfolio in the low-
alcohol beverage 
category, we deployed 
a new alcoholic product 
- Lemon Dou, marking 
Coca-Cola’s first lemon 
sour brand. Three 
flavours have been 
launched in the Chinese 
Mainland, with different 
alcohol levels ranging 
from 3.4% - 7.5%. 
HONG KONG
55%
of our total sales 
volume in Hong Kong 
are low- and no- calorie 
beverages. Among all 
our beverage brands in 
the market, nearly 80% 
are low- and no-calorie 
or provide low- and no- 
calorie options.
In 2021, we launched 
a new no-calorie 
option to Hong Kong 
consumers namely the 
Bonaqua lightly sparkling 
mineralized water. 
TAIWAN
20%
reduction target 
achieved for average 
sugar content in 100mL 
of beverages in 2021.
60%+  
of our beverage 
portfolio is low- or  
no-sugar in the  
Taiwan market.
50%+   
of our total sales 
volume cotributes to 
low- and no- calorie 
beverages sales.
U.S.
115 
new products were 
launched in the U.S.  
in 2021. 
40%+  
The sales volume of no- 
and low sugar products 
under the Coca-Cola 
brand, including Coca-
Cola Zero Sugar and 
Diet Coke reached over 
40% of the overall sales 
volume of Coca-Cola in 
all flavours.
With flavoured water 
becoming a trend for 
consumers, we have 
introduced smartwater+, 
a new line of premium 
wellness waters with 
unique ingredients and 
real flavour extracts 
tailored for specific 
wellness occasions.
Lemon Dou
Bonaqua
Lightly 
Sparkling 
Mineralized 
Water
smartwater+
Real Leaf
Cold Brew Series

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Sustainable Development Report 2021
PRODUCT CHOICE
LOOKING 
FORWARD
We will continue to diversify our beverage 
portfolio to provide more options that 
cater for changing consumers’ habits and 
preferences. Reformulating and delivering 
drinks with reduced sugar and increased 
nutritional value will continue to be our key 
focus. As part of this, we will continue to 
expand and promote our low- and no-sugar 
categories.
FOCUS
CONVENIENT PACKAGING 
Our Approach
Progress and Highlights
We give our consumers greater control over their sugar 
consumption and caloric intake by offering different 
beverage sizes. 
Convenient packages of 250mL or less are available across all four markets. 
Around 70% of our sparkling soft drink brands provide options of convenient 
packaging.
CLEAR NUTRITIONAL INFORMATION
Our Approach
Progress and Highlights
We enable our consumers to make informed decisions 
by providing factual, meaningful and clear nutrition 
information on our product labels. 
Caloric information is displayed on the front of our packaging. We also 
indicate the amount of caffeine alongside the calories per serving and 
calories per container in the U.S.
RESPONSIBLE MARKETING
Our Approach
Progress and Highlights
In line with TCCC’s Responsible Marketing Policy, we do 
not target our advertising to children under the age of 
13. The policy applies to all our products, regardless of 
nutritional profile, as we honour the rights of parents 
and caregivers to make choices for their children.
We complied with TCCC’s Responsible Marketing Policy, as well as the 
Global School Beverage Policy. As we expand our portfolio into the alcoholic 
beverage category, we also adhered to the Responsible Alcohol Marketing 
Policy.
FOOD SAFETY AND PRODUCT QUALITY
Our Approach
Progress and Highlights
Food safety and product quality are prioritised and 
embedded in every decision that we make. We cascade 
standards from TCCC’s supplier management system to 
ensure our products meet all regulations in our markets 
and maintain a high level of food safety and quality from 
sourcing to delivery.
To ensure the quality and safety of our beverages, we adopted end-to-end 
quality and food safety standards, which are also cascaded throughout 
our value chain such that our ingredients and production process uphold 
the same set of standards. We collaborate with suppliers of key primary 
ingredients and packaging materials to minimise quality risks in our supply 
chain and ensure stable and on-time delivery. Regular audits are also 
conducted to investigate the hygiene of suppliers’ on-site conditions and 
delivery procedures to ensure compliance with our standards.
In response to the growing concerns on product safety, we conducted 
relevant training to enhance the capabilities and knowledge base of our staff 
to maintain high standards, especially considering the impact of the COVID-19 
pandemic. Apart from obtaining FSSC 22000 Food Safety Certification across 
our plants, we also uphold best-in-class industry benchmarks to customise 
plans to support and further improve our quality and food safety culture.

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Sustainable Development Report 2021
SOURCING

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Sustainable Development Report 2021
SOURCING
OBJECTIVE
We will partner with our suppliers to deliver 
sustainable procurement practices.
OVERVIEW
RELEVANT SUSTAINABILITY TOPICS
OVERVIEW – WHY IT MATTERS
ingredients and materials whilst enhancing 
the resilience of our supply chain to turn 
risks into opportunities. 
Going beyond compliance requirements, we 
actively engage suppliers in sustainability 
initiatives that consider the triple bottom 
line. For instance, we collaborate with our 
suppliers to reduce our Scope 3 emissions 
from sourced products and outsourced 
services. Furthermore, we work closely 
with suppliers to address context-
based challenges with regards to labour 
conditions and rights. 
Our complex global supply chain consists 
of over 7,000 suppliers, making responsible 
and sustainable sourcing a crucial part of 
mitigating and exploring potential risks 
and opportunities that can impact our 
business. Our sustainable procurement 
practices take into consideration the triple 
bottom line by evaluating short-, medium- 
and long-term economic, environmental 
and social impact within our supply 
chain. This is aligned with our sustainable 
development commitments and embedded 
in our sourcing strategy. It provides us 
with a sustainable supply of high-quality 
Remark: We require suppliers to 
demonstrate compliance to relevant 
regulations set out by the government as 
well as TCCC in accordance with SCCL’s 
supplier qualification and relationship 
management systems.
STRATEGY
RELEVANT SDGS
SUPPLIER SOCIAL 
ASSESSMENT
RESPONSIBLE SOURCING
SUPPLIER ENVIRONMENTAL 
ASSESSMENT
We aim to:
1
Compliance with
comprehensive 
sets of principles 
and codes 
established by TCCC 
and Swire Pacific
2
Promote the Principles 
for Sustainable 
Agriculture (PSA) with 
suppliers to achieve resilience 
and improvements in yield, 
efficiency, and positive 
environmental impacts, such 
as water savings and carbon 
reduction
3
Collaborate with  
our suppliers 
to foster awareness 
and encourage actions 
towards the triple 
bottom line

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Sustainable Development Report 2021
OUR COMMITMENTS  
AND PROGRESS
SGP COMPLIANCE
SUSTAINABLE INGREDIENTS
SOURCING
TARGET
From 2020, all centralised direct materials and indirect 
materials suppliers, who bear the TCCC’s trademark, 
comply with the Supplier Guiding Principles (SGP), as 
verified by a TCCC-appointed third-party.
REMARK
Achieved in 2020, we will continue to ensure our suppliers 
bearing the TCCC’s trademark maintain 100% compliance 
with the SGP. 
PROGRESS  
Achieved
PROGRESS  
Behind Plan
2025
SUPERMARKET
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Sustainable Development Report 2021
2020
TARGET
By 2025, we will ensure key agricultural ingredients are 
sourced from third-party verified sustainable sources, 
where applicable, through continuous partnership with 
TCCC and suppliers.
REMARK
Our key agricultural ingredients are sugar and corn. 
Fulfilling this target has proved challenging given 
the unique agriculture standards and regulations in 
Chinese Mainland. Despite this, a few of our strategic 
agricultural suppliers have increased the coverage 
of planting areas that obtained verification in line 
with TCCC’s PSA, the next iteration from the Sustainable 
Agricultural Guiding Principles (SAGP). Conversion and 
compliance to the PSA will be increasingly difficult to 
achieve. We will continue to work with our agricultural 
suppliers to support the transition and compliance journey.

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Sustainable Development Report 2021
   SUPPLIER MANAGEMENT AND MONITORING
We work with over 600 TCCC approved product and service 
suppliers to support our business. These can be categorised 
into direct and indirect suppliers.
SOURCING
WHAT WE’RE DOING  
SUPPLY CHAIN MANAGEMENT
  SUPPLIER SELECTION AND CRITERIA
We established well-defined supplier selection principles and 
codes providing guidance in securing a responsible supplier 
base.
All bottlers and critical suppliers are required to follow 
the TCCC’s Supplier Guiding Principle (SGP) which sets out 
the overarching expectations for suppliers. This specifies 
mandatory requirements for bottlers to procure from a list of 
TCCC-approved suppliers when sourcing critical materials and 
ingredients for beverages, packaging and any items with TCCC’s 
logo. 
Compliance is verified by third-party 
audits organised by TCCC. In 2021, 
270 suppliers were reviewed on  
the approved list.
We regularly evaluate suppliers’ compliance performance with 
the following principles and codes set out by TCCC and Swire 
Pacific. 
•	 TCCC’s SGP
•	 TCCC’s Principles For Sustainable 
Agriculture (PSA)
•	 The Coca-Cola Operating  
Requirements (KORE)
•	 Swire Pacific Supplier Corporate  
Social Responsibility (CSR)  
Code of Conduct 
•	 SCC Sustainable CDE End-of-Life Policy
For details of our supplier policies and codes, please refer to our 
2020 Sustainable Development Report.
2021
suppliers reviewed on 
the approved list
270 
We emphasise the four ‘Rs’ principle - 
Reduce, Renewable, Recycle and Reuse - 
when strengthening the sustainability 
performance of our suppliers. Recognising 
the impact of climate change in affecting 
our global supply chain, we devised the 
Cross Enterprises Procurement Group 
(CEPG) to foster collaboration among our 
bottlers and advance our commitment of 
reducing Scope 3 emissions. As part of this 
commitment, we established two strategic 
priorities:
1.	 Encourage our suppliers to commit 
to carbon emission reduction targets 
or initiatives that echo the four ‘Rs’ 
principle
  
2.	 Collaborate with designated suppliers 
to develop tailored emission factors to 
enhance the accuracy and consistency 
of emission calculations
This sets a precedent for how we strive to 
cultivate a responsible supply chain. Our 
standard of sustainability applies as much 
to our suppliers as it does to us. 
DIRECT
Follows TCCC’s SGP
Ingredients
Sweeteners
CO2
Water
Concentrate
Packaging 
materials
PET  
bottles
Aluminium 
cans
Glass 
bottles
INDIRECT
Transport for delivering 
raw materials to our 
bottling plants
Logistics (in-bound)
Marketing and sales material
•	 Any products 
with TCCC 
branding
•	 Merchandising 
goods
Manufacturing and CDE
SUPERMARKET
Vending 
machines
Coolers
Fountain 
dispensers
Machinery 
parts
RECYCLE
REDUCE
RENEWABLE
REUSE

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Sustainable Development Report 2021
FOCUS
TRACKING SYSTEM
Our Approach
Progress and Highlights
Our internal tracking system, established in 2020 and 
under experimental trial, estimates the environmental 
performance of packaging materials that we source. We 
gather information in relation to carbon emissions and 
recycled content, reviewing them on an annual basis. 
We keep track and account for the amount of carbon emissions produced 
from our major packaging materials, and actively promote closed-loop 
recycling of materials in the supply chain. In 2021, under the concerted 
efforts from multiple stakeholders, approximately 9.6% of aluminium scrap 
was used in the packaging supply chain, allowing us to reduce the carbon 
footprint of the products. We will continuously monitor our progress and 
make improvements when feasible. 
VOLATILE ORGANIC COMPOUND (VOC) REDUCTION
Our Approach
Progress and Highlights
Compared with the traditional printing technology, Flexo 
Printing technology reduces approximately 75% of VOC 
emissions. To improve the working environment of our 
suppliers and in line with the latest VOCs mandatory 
national standards in Chinese Mainland, we set out 
detailed requirements for label and printed film suppliers 
to invest in managing VOC emissions. 
Since 2020, 10% of our label and printed film suppliers adopted Flexo Printing 
technology. The uptake was challenging due to the COVID-19 pandemic, 
however we continue to promote this technology within the supply chain 
where possible.
SUSTAINABLE PACKAGING
Our Approach
Progress and Highlights
We increase the 4R’s influence on our packaging 
materials.
We work with suppliers to minimise non-recyclable content in our packaging 
materials, such as bag-in-box (BIB) packaging. We are testing the potential 
for substituting nylon with ethylene vinyl alcohol (EVOH) – the first bottler 
under the Coca-Cola System to do so. This improves the recyclability of 
packaging, whilst ensuring we maintain high standards of food safety.
We plan on developing the ‘Sleek Can’ product line in the Taiwan market, 
where a reduction in the diameter of the beverage can end will result in an 
estimated reduction of 40 metric tonnes of aluminium.
EXPANDING RECYCLED CONTENT
Our Approach
Progress and Highlights
We investigated the feasibility of incorporating recycled 
aluminium from Used Beverage Can (UBC) in Hong 
Kong to bring us closer to understanding regulatory 
compliance if the process was utilised in Chinese 
Mainland.
We completed experimental testing to integrate 40% of recycled aluminium 
from UBC in Hong Kong, and have since gained approval by TCCC. The 
findings will serve as a significant exemplar for future developments aimed 
at integrating recycled metal in food packaging in Chinese Mainland. 
SOURCING
SUSTAINABLE PROCUREMENT 
NYLON
EVOH
Bag-in-box (BIB) 
packaging

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Sustainable Development Report 2021
SOURCING
FOCUS
SUSTAINABLE INGREDIENTS
Our Approach
Progress and Highlights
To support agricultural ingredient suppliers’ third-party 
verification of PSA, we engaged and influenced them 
by setting out requirements and providing training in 
relation to PSA. 
The latest version of the PSA raises the bar for suppliers to achieve third party 
verification. This is especially the case for small-scale farmers in Chinese 
Mainland facing the dual challenge of stricter PSA requirements and various 
regional challenges in the agricultural industry. Despite these challenges, we 
increased hectare coverage of our suppliers’ planting area in Chinese Mainland 
with third-party PSA by approximately 44% compared with 2020.  
GREEN LOGISTICS (IN-DIRECT SOURCING)
Our Approach
Progress and Highlights
We foster a sustainable logistics operation through 
transitioning our fleet to electric vehicles.  
We introduced electric vehicles into our 
fleet to strengthen operational efficiency 
whilst minimising emissions. By the end 
of 2021, we had 77 electric vehicles in 
operation in Chinese Mainland. 
SAFE LOGISTICS (IN-DIRECT SOURCING)
Our Approach
Progress and Highlights
We adopt an effective IOT system to improve driver 
safety and digital management of logistics.
The vehicle safety management platform is designed to enhance operational 
efficiency and support safe driving. Leveraging artificial intelligence, 
managers obtain an all-inclusive view of the performance, risks and 
accidents of frontline drivers. We aim to equip 100% of our self-owned 
finished goods vehicles and 80%  
of our third-party logistic vehicles 
with the platform in Chinese  
Mainland in 2022.
SALES AND MARKETING (IN-DIRECT SOURCING)
Our Approach
Progress and Highlights
Considering the environmental impact of our marketing 
products, we communicate our expectations of 
sustainable materials to our suppliers.
We incorporated green materials in our marketing giveaway products and 
merchandising tools to promote sustainable development strategies. These 
include biodegradable and recycled materials such as rPET. Information of 
green material content is communicated in the specifications of our product 
brochures.
SUSTAINABLE EQUIPMENT (IN-DIRECT SOURCING)
Our Approach
Progress and Highlights
We seek innovative solutions that enhance energy 
efficiency in our equipment. By optimising the design 
and components of our equipment, we reduce the 
energy consumption embedded in our operations 
whilst continuously providing quality products to our 
customers.  
To achieve higher energy efficiency performance, we 
transitioned out from a cassette system and procured 
14,000 split cooler system for our signature one-door 398L 
coolers. The transition delivers 35% in energy savings, which 
reduces carbon emissions, as well as operating with greater 
simplicity.

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Sustainable Development Report 2021
SOURCING
Cold Drink Equipment (CDE) 
Disposal Compliance
In 2019, we received a report revealing 
the improper disposal of used CDEs by 
recyclers at our Chinese Mainland bottling 
plants. Dismantled freezer parts were 
stacked in undesignated areas, hazardous 
waste was poorly stored and most of the 
spare parts were being sent to landfill. 
Driven by our goal to enhance sustainable 
procurement practices in the supply chain, 
the cross-functional team consisting 
of the Procurement, Quality Safety and 
Environment, Cold Drink Equipment and 
Finance departments took action to help 
prevent this waste disposal issue from 
escalating further. 
We expect our recycling suppliers to align 
with our values and commitment to high 
environmental standards. To this end, 
we selected a pool of over 50 potential 
recyclers who adhered with two policies:
1.	 Regulation on the Administration 
of Recycling and Disposal of Waste 
Electrical and Electronic Products, 
issued by the Chinese Mainland 
government
2.	 Sustainable CDE End-of-Life Policy.
Subsequently, all potential recyclers 
willing to cooperate were screened 
through a standardised tender process, 
which involves an on-site visit auditing 
the recyclers’ business license and on-
site management for disposing of used 
CDEs. More than 15 on-site investigations 
were organised by cross-functional 
teams. Although financial implications 
may arise from the stringent compliance 
requirements, we received support from 
the management level of each bottler. 
Suppliers that successfully passed the 
standardised bidding process and aligned 
to the Sustainable CDE End-of-Life Policy 
COLLABORATION
FOCUS
SUPPLIER ENGAGEMENT FOR CARBON EMISSION REDUCTION
Our Approach
Progress and Highlights
We work closely with our suppliers to 
contribute to sustainable outcomes 
through actively communicating 
our sustainability commitments and 
progress to them. 
As part of our annual process, we proactively shared our 2020 Sustainable Development Report 
together with a survey to 144 suppliers as a way to encourage feedback on our sustainability 
performance and inspire them to take action. We received a response rate of 72% in 2021.
To step up efforts to reduce carbon emissions across our entire value chain, we encourage 
our suppliers to set carbon reduction targets. Through engagement with our suppliers, two 
international suppliers have committed to set a target aligned to SBTi, and we expect more of 
our suppliers to follow. 
COLLABORATION WITH PEERS AND TIER 1, 2, 3 SUPPLIERS
Our Approach
Progress and Highlights
We collaborate with the National 
Food and Fermentation Institute (NFI) 
by engaging with eight brands and 
15 suppliers to form a joint working 
group. The working group aims to 
advocate UBC recycling container 
application in Chinese Mainland.
Whilst the collection rate of UBC can reach up to 99% in Chinese Mainland, due to regulatory 
challenges, it is difficult to reuse UBC as food-grade packaging material. 
Since the establishment of the joint working group, we issued the “UBC Food Container 
Application Feasibility Report”, exploring whether UBC food container can be utilised in Chinese 
Mainland. To demonstrate the impact and necessity of application, we conducted two Life Cycle 
Assessment studies. We discovered that using recycled aluminium instead of virgin aluminium 
can reduce the product carbon emission to 11.7%. Additionally, the carbon emissions from 
producing 1 tonne of recycled aluminium ingots for can casting (open-loop) is 3.56 times more 
than producing 1 tonne of recycled aluminium ingots for can making (close-loop).
were recognised in our list of approved 
recycling suppliers. We will conduct an 
on-site assessment annually to ensure used 
CDEs are disposed, reused and recycled 
sustainably. We expanded the proportion of 
suppliers in compliance with our standards 
to 100% from 23% in 2019.  
2019  
SUSTAINABLE CDE  
END-OF-LIFE POLICY
2021  
Suppliers in compliance
23% 
100% 
Reduction of CO2 emissions*
at least 23,980 tonnes
*As of October 2021
2020  
62%

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Sustainable Development Report 2021
SOURCING
FOCUS
COLLABORATION WITH INDUSTRY
Our Approach
Progress and Highlights
We collaborate with members in the beverage industry to 
drive close-loop recycling packaging materials in Chinese 
Mainland. We continuously support the China Beverage Industry 
Associated (CBIA)’s research on post consumed bottles (PCB) 
recycling.
The China Bottlers Procurement Consortium (CBPC) provides 
a pool of resources and knowledge between bottlers to better 
manage the procurement process.
We continue to collaborate with CBIA to advance developments on 
closed-loop PCB in Chinese Mainland. By conducting research on the 
life cycle of PCB and associated environmental impacts, we shared 
technical and research-based insights among other bottlers and the 
industry. 
WORLD CLASS OPERATIONS (WCO)
Our Approach
Progress and Highlights
Through World Class Operations (WCO), we share our experience 
in driving lean operations, reducing waste and increasing 
efficiency. The WCO is a collaboration platform that focuses 
on supply risk and continuity, finance, sustainability, capability 
and productivity, quality and customer service, innovation, and 
regulatory and social responsibility. 
In 2021, 9 suppliers signed up for 
the WCO and we worked together 
to roll out 38 improvement 
projects to reduce material 
waste as well as improve energy 
and water use efficiency. 
COLLABORATION WITH NON-COMPETITIVE PEERS
Our Approach
Progress and Highlights
In collaboration with a beverage producer peer from the beer 
industry, we encourage our aluminium can sheet suppliers to 
study the recycling of aluminium scraps from the pre-consumer 
stage.
We promote collaboration among our suppliers by inviting them to 
participate in the scrap metal recycling project. The project not only 
helps align the quality of materials and ensure stable supply, but 
also facilitates the reuse of recycled metal scraps. 9.6% of industrial 
metal scrap was recycled when making the cans.
RENEWABLE ENERGY PROCUREMENT CLUSTER
Our Approach
Progress and Highlights
Leveraging our leading industry position and resources, we 
encourage our suppliers to adopt renewable energy resources 
resulting in a reduction in carbon emissions.
As part of ongoing work to promote low-carbon energy, we launched 
the Renewable Energy Procurement Cluster in 2021, a dedicated 
platform for suppliers to share resources and strategies for 
obtaining renewable energy. By cooperating with suppliers, we 
aim to overcome the complexities of procuring renewable energy 
including sourcing and legal challenges. In 2021, 7 suppliers joined 
the coalition and 1 committed to begin utilising renewable energy in 
2022. 
suppliers signed 
up for the WCO
9 
2021

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Sustainable Development Report 2021
LOOKING FORWARD
SOURCING
In looking beyond our own 
operations and collaborating 
with our suppliers and industry 
organisations, we make strides 
towards our decarbonisation 
targets and commitment in 
Chinese Mainland. Key projects 
and areas we plan to focus on 
in 2022 include:
 
1.	 rPET food grade application
	
As food-grade packaging law in Chinese 
Mainland prohibits the use of collected 
materials, we are collaborating with the 
government and industry associations 
to facilitate the application of food-
grade recycled PET. Working towards 
our 2030 target of introducing recycled 
content in our primary packaging, we 
completed testing of our flake-to-resin 
(FTR) technology that produces PET 
with 10% recycled content in 2019. As 
this study was delayed by widespread 
electricity outages in Chinese Mainland 
that affected the operational capacity 
of our suppliers, we will continue with 
the experimental tests to increase the 
percentage of recycled content up to 
25% in 2022. 
2.	 CDE upgrade
	
It is vital we upgrade our CDE units 
with better energy consumption 
performance as our business 
grows in Chinese Mainland. We are 
collaborating with suppliers to explore 
the possibility of integrating static 
cooling technologies, as well as 
developing a new generation of CDEs 
with reduced energy consumption. 
We have set an ambitious target to 
reduce approximately 50% of energy 
consumption compared with our 
existing models. 
3.	 Recycled Aluminium Association 
Standards
	
We will be establishing an association 
standard for the regulation of recycled 
aluminium in food packaging application 
to regulate material quality and the 
recycling process. Using the standard 
will enable a uniform management 
approach for the beverage industry to 
follow a close-loop recycling process.   
4.	 Regional supply chain governance
	
Connecting our operations from various 
provinces in Chinese Mainland, we plan 
on forming a centralised group for 
sustainable procurement coordinators 
to share supply chain sustainability 
initiatives, best practices and local 
trends. We hope to gain insight of supply 
chain decarbonisation efforts and 
better communicate our low-carbon 
strategy with suppliers. 
5.	 Decarbonisation in the supply chain
	
To reach our 2030 strategic target of 
reducing Scope 3 carbon emissions, 
we will continue to work with suppliers 
to strive for carbon reduction in the 
supply chain. We launched the initiative 
“Building a Green Supply Chain Together 
by Reducing Carbon Emissions by 
30%” to heighten suppliers’ awareness 
on emission reductions, as well as 
to strengthen coordinated planning, 
consistency in accounting standards 
and credibility of disclosures for carbon 
reductions. We will achieve this through 
a six-step process:
	
1.	 Engagement
	
2.	 Alignment
	
3.	 GHG mapping
	
4.	 Measurement
	
5.	 Reporting
	
6.	 Benchmarking
Through this initiative, we will guide 
suppliers in transforming and improving 
their carbon footprint, as well as making 
a positive impact on the economy, 
environment and society. This will pave 
the way for the creation of a supply chain 
environmental performance evaluation 
system and create opportunities for future 
strategic partnerships with stakeholders in 
the supply chain.

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Sustainable Development Report 2021
OUR  
PEOPLE

72
Sustainable Development Report 2021
In 2021, we launched our “ZERO IS POSSIBLE” 
vision which focuses on delivering our 
commitment to becoming a ‘zero harm’ 
organisation.
 
While our business is to provide refreshing 
products to our customers and consumers, 
we have to do this safely, with safety in 
mind, all the time.
Safety is our first priority, 
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Sustainable Development Report 2021
compromise on.
which we never

73
Sustainable Development Report 2021
OUR PEOPLE
OVERVIEW
OBJECTIVE
Our success depends on our 
people. We are committed to 
investing in our people and to 
creating a safe and inclusive 
working environment for all.
RELEVANT SDGS
OVERVIEW
STRATEGY
We aim to:
cultivating a harm-free and discrimination-
free environment that protects our 
people and celebrates differences whilst 
unlocking more opportunities for them to 
thrive.
Without people, there is no business. 
Making our people feel well supported, 
respected, and valued in the workplace 
is always a priority for us, as they are 
the enablers of success. This includes 
RELEVANT SUSTAINABILITY TOPICS 
EMPLOYEE ATTRACTION 
AND RETENTION
OCCUPATIONAL HEALTH 
AND SAFETY
DIVERSITY AND 
INCLUSION
TRAINING AND 
EDUCATION
EMPLOYEE WELLBEING 
AND ENGAGEMENT
1
Strive for zero  
harm across our value 
chain and minimise  
safety risks 
2
Create a culture  
where each individual  
is treated with  
dignity and 
respect
3 
Ensure equal 
opportunities  
for women at all levels  
of our business
Opening ceremony of SCC Academy
Female Leadersip Forum

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Sustainable Development Report 2021
PROGRESS 
On Plan
OUR PEOPLE
OUR COMMITMENTS  
AND PROGRESS
PROGRESS 
Behind Plan
ZERO HARM
HUMAN RIGHTS
TARGET  
We will ensure 100% 
compliance with our 
Workplace Rights Policy 
through third-party 
validation.
PROGRESS 
Achieved   
PROGRESS  
On Plan
GENDER EQUALITY
TARGET  
We will foster gender equality 
and have 50% of leadership 
positions held by women by 2030.
INCLUSIVE WORKPLACE
TARGET  
Create an inclusive 
workplace that provides 
equal opportunities 
for all and develop 
specific programmes 
and initiatives for each 
market.
PROGRESS  
Achieved   
PROGRESS 
On Plan
TARGET  
Provide our people with access to 
industry-leading leadership and functional 
capability development programmes.
2030
2030
TARGET  
By 2030, Total Injury 
Rate (TIR) reduction:
O
50%
TIR in 2021: 17% decrease  
vs. 2018 baseline.
50%
Age
Gender
Ethnicity
Disability
Sexual  
Orientation
100%
WORK-RELATED 
FATALITIES
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Sustainable Development Report 2021
TARGET

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Sustainable Development Report 2021
OUR PEOPLE
WHAT WE’RE DOING  
SAFETY AND WELLBEING 
Building a harm-free workplace is an 
unwavering priority for Swire Coca-Cola. 
Underpinned by the Swire Thrive 2.0 “Zero 
Harm” commitment and Swire Coca-Cola’s 
“Zero is Possible” vision, our overarching 
safety strategy and continuous 
improvement framework focuses on 
minimising safety hazards across our 
operations. In order to support our various 
markets, we tailor our safety approach, 
with consideration of the local context, 
the nature of the work being done, and the 
number of workers involved. We actively 
identify areas of risk and safety managers 
at each bottling plant gathers feedback 
on local hazards and safety concerns. We 
monitor our safety performance with each 
market submitting a Monthly Safety Report 
to our Supply Chain Director and Managing 
Director for review and identification 
of mitigation measures. For details 
regarding our safety governance structure, 
please visit p.59 of our 2017 Sustainable 
Development Report.
Continuous improvement is key in 
supporting our new “Zero is Possible” 
vision where we aspire for a harm free 
environment across all our markets. As 
a result, we developed the SCC Safety 
Improvement Framework which focuses on 
establishing effective safety governance, 
ensuring leadership accountability and 
equipping our teams with robust risk 
assessment processes and checks within 
the operations. We investigate incidents 
and aim to learn from them, sharing 
findings to minimise occupational safety 
risks across our operations and our 
industry.
FOCUS AREA 
GOVERNANCE AND POLICY
Approach
Progress and Highlights
We focus on establishing effective safety 
governance and embedding leadership 
accountability. Our group-level Safety 
Management Standards and group-level 
policies are implemented across our four 
markets. Although safety governance 
structures differ slightly across divisions, 
robust senior engagement allows our 
organisation to continuously monitor safety 
performance, share best practices and 
maintain international Occupational Health 
and Safety Standards such as ISO 45001.
100% 
of bottling plants 
are certified 
ISO 14001 
(Environmental 
Management 
System)
100%  
of bottling plants 
are certified  
ISO 45001
(Safety 
Management 
System)
100% 
of bottling plants 
are certified  
ISO 9001  
(Quality 
Management 
System)
100%  
of bottling plants 
are certified  
ISO FSSC 22001  
(Food Safety 
Management 
System)

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Sustainable Development Report 2021
FOCUS AREA
RISK ASSESSMENT
Approach
Progress and Highlights
We ensure robust risk assessment 
processes and inspections are in place. Our 
procedures allow us to identify and evaluate 
areas of potential risk in our operations and, 
more importantly, enhance the effectiveness 
of corrective actions and mitigation 
measures.
Safety Map – Chinese Mainland
To better visualise safety risks within the plant operations, we piloted the “Safety Map” 
project in our Zhejiang and Henan plants. This exercise enables us to identify plant-
specific key safety risks, as well as the location and level of identified risks. With the 
suggested control measures and personal protective equipment provided for each 
identified location, we are able to continuously address safety risks to enhance safety. 
As we continue to assess our exposure to potential risks, we aim to further roll-out this 
project in other geographical locations and expand our scope to include road safety 
risks.
Senior Management Safety Inspection – Hong Kong
Senior management have a direct oversight on safety inspections. Performed monthly, 
senior management is responsible for reviewing safety incidents, communicating safety 
messages, and ultimately supporting the positive development of our safety culture.
Wooden Pallet Inspection – Taiwan
We automated our wooden pallet inspection process to improve efficiency and reduce 
accident risks. By utilising a wooden pallet inspection machine instead of manual labour, 
risks (such as pallet damage) are automatically detected and categorised on the display 
screen for employees to evaluate. This cuts the requirement for manual intervention to 
deal with defective pallets on the production line from eight times per month to zero.
OUR PEOPLE
INVESTIGATIONS AND LEARNING
Approach
Progress and Highlights
We learn from our incidents by undertaking 
thorough root cause investigations, as 
we believe it is important to embrace the 
failures and learn from them. We adopt a 
holistic approach to post-event investigation 
and constantly aim to improve our approach 
and measures. To further develop safety 
initiatives and remain vigilant, we share the 
learnings across our markets. 
Safety Month –Chinese Mainland
Led by the management team, we continued to deliver our annual “Safety Month” to 
enhance safety knowledge and culture. Activities included staff being invited to create 
Life Saving Rules (LSR) videos, and forklift drivers receiving defensive driving training. 
Engaging with staff from manufacturing to sales, more than 300 safety ideas were 
shared during the safety month promotions.
Safety Alert Sharing and Potential Hazard Review – Hong Kong
We have made progress in preventing accidents and injuries, however there is always 
room for improvement. Through experience sharing and reviewing key hazards in 
operational areas, we revised our standard operational procedures to mitigate future 
risk. 
Stay Alert to Ensure Safe Practices – Hong Kong
Striving to activate behavioural change, we engaged over 800 staff through a three-
month safety promotion campaign. We identified unsafe practices in areas facing higher 
safety risks and highlighted the desired safe behaviour.
Behaviour-based Safety –Taiwan
Taking our approach to the next level, we expanded our behavioural safety observation 
activity to other departments and implemented a peer-to-peer safety accountability 
activity. Observations are conducted at least twice per month and monitored through 
assessment of key process indicators which are communicated through team meetings.

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Sustainable Development Report 2021
OUR PEOPLE
FOCUS AREA
IN-FACTORY SAFETY
Approach
Progress and Highlights
We have effective cultural change 
programmes in place to address “in-
factory” safety risks. We advocate positive 
reinforcement through Human and 
Organizational Performance and Behaviour-
Based Safety programmes, as well as active 
engagement and communication with our 
employees. Our Life Saving Rules establish 
a clear and effective self-assessment 
procedure to raise employee safety 
awareness.
Launch of Live Saving Rules  
In early 2021, we introduced the LSR to our markets, as a way of promoting continual 
safety improvement. We customised our approach depending on the nature of the local 
operation to maximise the effectiveness of implementation. 
Chinese Mainland	
Distributed materials 
through corporate 
social media platforms, 
and promotional 
posters.
TAIWAN 	
Communicated the 
LSR with the executive 
committee members to 
whom the improvement and 
implementation progress 
will be reported.
HONG KONG
Trained 200 staff 
on the LSR and 
introduced a  
safety quiz to solidify  
knowledge.
U.S. 
Shared visual resources  
to enhance awareness  
and learning of the  
LSR.
Contractor Safety Management Training and Review – Hong Kong
In preparation for a number of upcoming projects, 
staff were provided with contractor safety 
management training to refresh their knowledge. 
This was followed up with a comprehensive review 
of the contracting process to ensure compliance. 
Pristine Condition – U.S. 
Our Pristine Condition Ergonomic Risk reduction programme, along with additional 
training, was provided to staff to reinforce safe lifting and manual handling principles.

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Sustainable Development Report 2021
OUR PEOPLE
FOCUS AREA
ROAD SAFETY
Approach
Progress and Highlights
We promote road and delivery safety 
awareness to all employees, whether they 
are drivers or pedestrians. We implement 
and develop unique training initiatives 
specific to market risks underpinned by the 
use of technology, staff engagement and 
collaboration with stakeholders. 
Market Visit Safety Programme – Chinese Mainland
We centralised the Market Safety Guidelines by combining all our operation units’ 
individual and local guidelines. This allows us to fulfil our vision of reduced incidents on 
the road with streamlined communications with a clear understanding of safe operating 
practices. 
Driving Safety Assurance System (DSAS)- Telematics and Award – Hong Kong 
Leveraging technology in our operations, we developed an platform designed to provide 
regular safety behaviour information. The results from the platform helps inform our 
Top Driver Recognition Programme, where we recognise staff for upholding outstanding 
behaviour when driving. Since installing the system in 100 vehicles, the driving safety 
performance has improved by 43% against the 2019 baseline.
Enhanced Vehicle Visibility – Taiwan
To reduce risks for pedestrians within the warehouse, we equipped the factory with 
safety lights, proximity warnings and alert systems to prevent accidental vehicle 
collisions and personnel accidents.
SmartDrive in-cab Telematics – U.S.
We successfully installed the SmartDrive in-cab camera technology into 950 vehicles 
to allow timely digitalised communication of safe driving behaviour. We supported staff 
acceptance and understanding of the new technology by hosting communication and 
learning sessions with drivers and supervisors.  
Virtual Reality Training– U.S.
Following the success of our pilot last year, we successfully deployed the virtual reality 
training programme in the U.S. market. By providing a safe and controlled environment for 
new drivers and individuals requiring remedial training, this provides an opportunity for 
staff to refine their defensive driving skills and build confidence.

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Sustainable Development Report 2021
OUR PEOPLE
DIVERSITY AND INCLUSION (D&I) 
We believe in nuturing a workplace that 
creates a sense of belonging; where 
our staff feel respected, valued, and 
empowered to reach their highest 
potential. Bringing people together 
from different ages, gender, ethnicity, 
sexual orientation, disability, and unique 
characteristics sparks new ideas and 
different ways of problem solving. 
Reflecting our ongoing commitment, the 
Swire Coca-Cola D&I mission, vision and 
strategic goals, which are aligned with 
Swire Pacific’s commitments around D&I, 
continue to serve as the backbone of 
our approach to building a diverse and 
inclusive workforce. For more details on 
our D&I mission, vision and strategic goals 
as well as our D&I governance, please 
refer to p.113 to 115 of our 2019 Sustainable 
Development Report. 
Governance
Our Swire Coca-Cola Diversity and Inclusion 
Steering Committees (DISCO) govern the 
implementation of D&I initiatives and 
practices across our operations. From 
establishing our first DISCO in the Chinese 
Mainland in 2018, and then expanding to 
Hong Kong and Taiwan in 2020, we have 
recently formed our Diversity, Equity & 
Inclusion Advisory Council in the U.S. this 
year. Comprising of 18 employees across 
our U.S. operations, the formation of the 
U.S. Diversity, Equity & Inclusion Advisory 
Council aims to build on efforts from other 
markets in fostering an inclusive culture 
that creates a safe environment for open 
communication.  
The DISCO in each market is responsible 
for identifying improvement areas and 
establishing five-year action plans with 
specific targets related to D&I. Our five-
year plans focus on the following strategic 
goals:
•	 To build a diverse workforce for the 
future;
•	 To develop inclusive policies, procedures 
and practices; and
•	 To become the best in class and be 
recognised for our D&I practices in the 
markets in which we operate 
Policies and Communications 
We recognise the importance of a work-
life balance and enhanced our Flexible 
Working Hours and Remote Working 
policy in Hong Kong. Embracing a modern 
working style, the policy offers better 
control over working arrangements and 
enables employees to perform their duties 
in a preferred environment. By giving 
employees more flexibility and time to 
manage personal responsibilities, they 
become more dedicated and productive in 
delivering quality work. 
The Code of Conduct and Respect in the 
Workplace Policy defines our expectations 
of ethical behaviour and commitment to 
fostering a diverse and inclusive culture 
that is free from any forms of harassment, 
bullying and disrespect. Reporting of 
suspected misconduct, as well as violation 
of the Code of Conduct and policies, can 
be made through the SpeakUp channel. It 
also provides guidance relating to the Code 
of Conduct and policies. Regular reviews 
of our D&I policies, processes, practices, 
programmes and workforce are conducted 
to ensure we continuously align with our 
strategy. 
We launched the Global Employee 
Survey 2021 to gather honest feedback 
regarding employee engagement and to 
understand how we can improve. Through 
the surveys, employees are asked about 
people management, company practices 
and processes, learning and development 
opportunities and D&I practices. These 
insights help us continue our unceasing 
drive to better our management, systems 
and work environments. We received a high 
response rate of 88%, which includes all 
employees, excluding new recruits, across 
our markets.
Training and Education/Awareness
We nurture our talented workforce by 
providing various learning platforms and 
diversified training opportunities.
•	 Learning Management System
	
To elevate our employee’s learning 
experience, we launched the Learning 
Management System in the Chinese 
Mainland and Taiwan. By allowing 
employees and managers to track their 
learning progress, staff are able to 
monitor their performance in developing 
competencies in line with their career 
aspirations plan. In the following year, 
we plan to implement this in Hong Kong. 
•	 SCC Academy
	
The SCC Academy was set up to develop 
the necessary skills and industry 
knowledge for employees to thrive in 
the workplace. Training topics cover 
leadership skills, sales and marketing, 
supply chain, IT and HR management, 
among others. It enables staff to build 
professional capabilities and be better 
equipped to meet the ever-evolving 
business needs.
SCC Academy

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Sustainable Development Report 2021
OUR PEOPLE
•	 Unconscious Bias Training
	
Recognising the inherent prejudices 
and stereotypes that influence our 
decision-making, we continued to 
deliver unconscious bias training 
for managers in all markets. During 
the training sessions, managers 
are supported to identify potential 
situations and recognise the methods 
for eliminating discriminatory 
behaviour. Videos of virtual interviews 
with representatives from different 
departments were shared to 
understand the challenges and 
issues experienced in the workplace, 
including interviews of female sales 
representatives, warehouse specialists 
and supervisors. This year, a total of 1,308 
senior managers and managers, 1,618 
supervisors and 2,702 staff members 
participated in the unconscious bias 
training. Going forward we plan on 
expand our coverage of training to 
include supervisors and frontline staff.  
•	 Inclusive Leadership Training
	
We are convinced that creating a 
culture where people feel welcomed 
will strengthen engagement and allow 
them to be empowered in their work. As 
a result, we held an Inclusive Leadership 
training sessions to provide practical 
strategies for managers to cultivate an 
inclusive workforce.
FOCUS
AGE
Approach
Progress and Highlights
We aim to create a multigenerational 
workplace. 
Graduate Trainee Training Programme – Chinese Mainland, Taiwan, and U.S.
Every year we cultivate talented young graduates in our three-year programme. We provide 
on-the-job training, mentoring and networking opportunities with industry professionals. In 
2021, 84 graduate trainees participated in the programme.
GENDER
Approach
Progress and Highlights
We endeavour to increase gender 
diversity and empower female 
representation at all levels of 
management. 
Third Biannual Female Leadership Forum 
On 23 November, we organised the third biannual Female Leadership Forum embracing the 
theme “We Thrive”. Convening staff from Chinese Mainland, Taiwan and Hong Kong, over 5,000 
employees participated in sessions either online or in-person. We invited a diverse mix of 
internal and external female leaders to share their experience and insights of their career  
journey. We also held interactive workshops  
that fostered discussion including topics  
such as female growth within the team,  
organisation and society. Through this forum,  
we seek to empower women to embrace their 
passions without limit whilst inspiring men  
to engage.
Swire Coca-Cola Women’s Network – Chinese Mainland
Supporting the advancement of women’s careers and building and inclusive workplace, the 
Swire Coca-Cola Women’s Network was established to share industry knowledge. In 2021, 
20 articles were published and read by 57,800 people. Looking ahead, we aim to expand the 
breadth and depth of our publications around five strategic priorities – age, gender, ethnicity, 
disability, and sexual orientation.   
2021 PARTICIPATION 
IN THE UNCONSCIOUS 
BIAS TRAINING
3,000
2,500
2,000
1,500
1,000
500
0
Senior  
Managers and  
Managers
Supervisors 
Staff 
Members 
1,308
1,618
2,702

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Sustainable Development Report 2021
OUR PEOPLE
FOCUS 
GENDER (CONTINUED)
Approach
Progress and Highlights
We endeavour to increase gender 
diversity and empower female 
representation at all levels of 
management. 
Return to Work Programme – Chinese Mainland 
To provide job opportunities for former employees, we continued to operate the three-month 
return-to-work programme in Hubei. For example, stay-at-home mothers who wish to return 
to the workforce after an extended break are provided training, counselling and support upon 
return. This programme allows us to build an inclusive team and support local employment. 
Achieve the Best of You – Chinese Mainland 
Expanding our coverage of training programmes for women to explore and achieve 
successful career development, 
Sisterhood Programme – Chinese Mainland 
Through creating a support network, we connected woman across four regions of Swire 
Coca-Cola Chinese Mainland to share their experiences and insights. As part of the network, 
sharing sessions and workshops were held including topics concerning the personal 
development as a female leader. 
Male Allies – Chinese Mainland 
We aim to mobilise men in leadership roles to advocate for gender equality within the 
company and through their personal network. In 2021, the number of participating male staff 
increased up to 7,200 across all bottling plants in Chinese Mainland. They provide guidance 
and mentorship to support female staff in advancing their career. 
D&I workshop, D&I Week – Hong Kong
Under the theme of gender balance, we held a  
D&I week to build a discrimination-free 
workplace. Within the week-long event, we held 
activities, DIY workshops, and seminars for 
promoting gender balance.
Day of the Girl – U.S.
We partnered with Girls Inc. of the Pacific Northwest to provide science, technology, 
engineering, and mathematics (STEM) courses for girls in Middle and in High School. In 
addition, we sponsored the organisation’s International Day of the Girl campaign to raise 
awareness of the unique challenges facing girls and women worldwide.
100% 
of female senior managers 
and managers
93% 
of female  
supervisors
60% 
of female  
staff members
have received professional training.

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Sustainable Development Report 2021
OUR PEOPLE
FOCUS
SEXUAL ORIENTATION
Approach
Progress and Highlights
We strive to create a discrimination-
free workplace that supports LGBT+ 
communities.
Pink Friday – Hong Kong and Taiwan
To show our support for the LGBT+ community, we 
celebrated #PinkFridayPride campaign which encourages 
staff to wear pink to work. We aim to raise awareness of 
LGBT+ issues and promote a more inclusive workplace.  
Pride Month – Taiwan
Taking a proactive approach to LGBT+ inclusion, we held a month-long initiative celebrating 
D&I. Within Pride Month, we held our Lunch & Learn where representatives from the Taiwan 
Tongzhi Hotline Association conducted a presentation about focusing on creating a LGBT+ 
friendly working environment. To  
demonstrate our commitment to D&I, we  
signed up to the “D&I Declaration Board”.  
In addition, we improved toilet and nursing  
room inclusivity through the launch of the  
All-Gender Restroom Initiative.
ETHNICITY
Approach
Progress and Highlights
We are committed to fostering a 
workspace where individuals of all 
ethnic backgrounds are celebrated and 
respected. 
Living in Colour Gala – U.S. 
Celebrating all ethnicities and minority groups, we sponsored the Living in Colour Gala in the 
state of Utah, honouring individuals and organisations championing a more equitable and 
inclusive future. 
Hispanic Heritage Month – U.S.
We are proud to advocate our support for the Hispanic 
community and hosted the Hispanic Heritage Month. We 
sponsored several community organisations and events 
including National Hispanic Culture Centre, Arizona Hispanic 
Chamber of Commerce and Idaho Hispanic Foundation.
Anti-Asian Hate – U.S.
In response to the escalating Asian hate crimes experienced as a result of the COVID-19 
pandemic, we wanted to show our solidarity with the Asian-Americans and Pacific Islanders 
(AAPI) community. We worked to provide support to APPI organisations including the Asian 
Counselling and Referral Service in Washington and to the Asian Pacific American Network of 
Oregon.
Refugee Resettlement – U.S. 
We provide close attention to all types of communities including those displaced from their 
own country. To support the resettlement of refugees from Afghanistan, we donated to the 
International Rescue Committee in response to the humanitarian crisis.

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Sustainable Development Report 2021
FOCUS 
DISABILITY
Approach
Progress and Highlights
We are dedicated to creating an 
accessible workplace. 
CareER Disability Inclusion Index – Hong Kong
Supporting workplace accessibility, we participated in the CareER Disability Inclusion Index 
– a first in Hong Kong – which is designed to help companies review their disability inclusion 
strategies. This invaluable tool allowed us to identify gaps and opportunities to enable more 
effective implementation of workplace disability inclusion policies. 
Disability Inclusive Infrastructure – Chinese Mainland and Hong Kong
To ensure we accommodate all individuals, we installed several wheelchair ramps in our 
facilities in Chinese Mainland. On top of providing wellness rooms in Hong Kong, we increased 
the number of disabled toilets and located new disabled toilets near main entrances for 
enhanced accessibility. 
We will continue to assess the feasibility of 
expanding our recruitment coverage to people  
with disabilities and discuss the potential  
challenges and solutions. 
OUR PEOPLE

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Sustainable Development Report 2021
OUR PEOPLE
PERFORMANCE  
SAFETY AND WELLBEING 
Tragically, we had one fatality at Swire 
Coca-Cola this year. We have investigated 
the potential causes, and are taking active 
measures to review and enforce more 
stringent safety measures and standards 
for all workers onsite. 
DIVERSITY AND INCLUSION 
2021
2020
Fatality
1
1
Lost time injuries rate
	
0.53 (6% increase)
0.50
Total injuries rate
	
1.79 (3% reduction)
1.84
Lost day rate
	
22.46 (2% increase)
22
GENDER BREAKDOWN
Note:
The figure presented above only include employees under permanent contract. Fixed term and temporary employees are excluded. The 
number of employees is based on actual figures as of 31 Dec 2021. This number may vary from employee figures quoted in Swire Pacific annual 
report due to different calculation cycles.
CHINESE MAINLAND
2021
Total
22,836
32%
68%
2020
Total
23,283
31%
69%
Male	
15,546 
Female	 7,290
Strategic leader
Operational leader
Team leader
Individual contributor
91% 9%
72%
28%
70%
30%
67%
33%
Male	
16,172 
Female	
7,111
Team leader
72%
28%
Strategic leader
84% 16%
Operational leader
73%
27%
Individual contributor
31%
69%
HONG KONG
2020
2021
Total
1,173
73%
27%
72%
28%
Total
1,177
Male	
849 
Female	 328
Operational leader
Team leader
Individual contributor
51% 
49%
57%
43%
77%
23%
Operational leader
Team leader
Individual contributor
57% 
43%
60%
40%
77%
23%
Male	
858
Female	 315
TAIWAN
2020
2021
Total
853
73%
27%
Total
859
73%
27%
Male	
622 
Female	 231
Male	
638
Female	 221
Operational leader
Team leader
Individual contributor
63% 
37%
55%
45%
76%
24%
Operational leader
Team leader
Individual contributor
61% 
39%
64%
36%
79%
21%
U.S.
2020
2021
Total
7,177
85%
15%
Male	
5,959 
Female	 1,203
Male	
6,088
Female	 1,089
Total
7,162
83%
17%
Operational leader
Team leader
Individual contributor
60% 
40%
80% 20%
84% 16%
Strategic leader
67% 
33%
Operational leader
Team leader
Individual contributor
73% 
27%
81%
19%
85% 15%
Strategic leader
64% 
36%
SWIRE 
COCA-COLA 
WORLDWIDE
Male	
23,055 
Female	 9,131
28%
72%
Total
32,186
HEAD OFFICES ACROSS MARKETS
Male	
79 
Female	 79
50%
Total
158
50%
Male	
80 
Female	 74 
48%
Total
154
52%
Operational leader
Team leader
Individual contributor
56% 
44%
55%
45%
29%
71%
Strategic leader
72% 
28%
Operational leader
Team leader
Individual contributor
60% 
40%
27%
73%
33%
67%
Strategic leader
71% 
29%
2020
2021

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Sustainable Development Report 2021
OUR PEOPLE
LOOKING FORWARD
Embracing our “Zero is 
Possible” vision, we are 
dedicated to strengthening 
our safety culture through 
the provision of safety 
training, monitoring our 
safety performance, and 
developing innovative tools 
and technologies to support 
our progress. 
With the establishment of the new 
strategy, we look forward to progressively 
embedding this mindset across all our 
markets. With the aim of mitigating safety 
risks across the entire value chain, we 
plan to expand access to our occupational 
health and safety initiatives to third-party 
contractors. These plans will put us in a 
strong position to have zero fatalities. 
Over the past year, we have been on an 
important journey in fostering a diverse 
and inclusive workplace. To build stronger 
relationships between generations, we will 
place more emphasis in providing support 
for the elderly through engagement with 
NGOs. Simultaneously, we aim to enrich 
the skills of the younger generations 
through providing work opportunities at 
Swire Coca-Cola. Looking ahead, we plan 
on introducing the gender pay gap as a 
criterion in the employee salary review in 
2022. 
AWARDS
We are proud that our efforts to promote 
a positive work environment and inclusive 
culture has received notable recognition. 
We were honoured to receive the WeCare 
HR Asia Most Caring Companies Award 
2021, for demonstrating exemplary efforts 
in creating a culture of empathy and care. 
In addition, in Taiwan, we were named HR 
Asia Best Companies to Work for in Asia for 
three consecutive years. Regarding health 
and safety, we received the αi High-quality 
Workplace award for outstanding health 
and safety practices.
DIVERSITY AND INCLUSION 
WOMEN LEADERSHIP
PERCENTAGE OF WOMEN 
MANAGERS BY MARKET 2021
PROPORTION OF FEMALE 
SALES REPRESENTATIVES IN 
CHINESE MAINLAND 
RECRUITMENT RATIO OF FEMALE 
SALES REPRESENTATIVES IN 
CHINESE MAINLAND
Chinese 
Mainland
Hong 
Kong
Taiwan
U.S.
50
40
30
20
10
0
(%)
Swire 
Coca-Cola
35
30
25
20
15
10
5
0
(%)
35
30
25
20
15
10
5
0
(%)
2018
2019
2020
2021
2018
2019
2020
2021
2022 Target
34%
31%
26%
24%
2022 Target
37%
34%
31%
26%
29%
28.5%
44.4%
38.2%
21.4%
32%
31%

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Sustainable Development Report 2021
COMMUNITY

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Sustainable Development Report 2021
OVERVIEW
OBJECTIVE
We believe that when the environment in which we 
operate thrives, so do we. We are firmly focused on 
the long-term sustainability of our business and the 
communities we serve.
COMMUNITY
OVERVIEW
To create social value concurrent with 
economic value, we strive to support 
the development and sustainability of 
the communities where we operate. 
Our commitment and approach towards 
community engagement centres on 
five focus areas: water stewardship, 
packaging and waste management, youth 
development, women’s empowerment 
and emergency relief. These are crucial to 
our operations and define our corporate 
values.
RELEVANT SUSTAINABILITY TOPIC  
COMMUNITY 
ENGAGEMENT
STRATEGY
We aim to:
1
Give back to the society 
by investing 1% of our 
annual profit to the 
CSR Fund for supporting 
projects relating to our 
focus areas by 2025
2
Encourage corporate 
volunteering and 
encourage employees 
to contribute to the 
community
3 
Partner with local 
organisations and  
stakeholders  
to customise projects 
which meet the needs  
of the local community
RELEVANT SDGS
Planting trees in the Carbon Reduction Alliance Programme
Emergency relief bottled water donation

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Sustainable Development Report 2021
COMMUNITY
OUR COMMITMENTS  
AND PROGRESS
CSR FUND
CORPORATE VOLUNTEERING
PROGRESS 
On Plan
CSR HIGHLIGHTS
TARGET    
TARGET  
PROGRESS  
On Plan
CASH DONATIONS 
CSR ACTIVITIES
IN-KIND DONATIONS
190+
programmes
In 2021, we invested 
0.6% of our annual 
profit into the CSR Fund, 
which is equivalent to 
HK$15,226,588
2021 0.6%
Invest 1% of Swire Coca-Cola 
annual profit to the CSR Fund 
by 2025.
2025 1%
2021
On average, 0.92 hours 
per staff contributed by 
our volunteers in 2021, 
that is, 30,098 hours of 
services.
Average number of staff 
volunteering hours reach 8 
hours per staff by 2025.
2025 8  
hours
HK$ 16.1 million
310,000+  
cases of beverages
Value: HK$11,650,000
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Sustainable Development Report 2021
0.92  
hours

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Sustainable Development Report 2021
COMMUNITY
WHAT WE ARE DOING
SWIRE COCA-COLA CHINA 
FLAGSHIP CSR PROGRAMME
In 2021, Swire Coca-Cola China initiated 
the flagship CSR programme “Carbon 
Reduction Alliance” in the Chinese Mainland, 
designed to reduce carbon footprint with 
our partners along Swire Coca-Cola’s value 
chain. Through strategic partnerships with 
governments, local communities and NGOs, 
we take action on climate change and 
contribute to building a sustainable society.
During phase one of the programme, we 
joined forces with the International Fund 
for Animal Welfare and the Xishuangbanna 
Tropical Rainforest Conservation 
Foundation to establish a Carbon Reduction 
Farmland in the village of Daotangqing, 
located on the edge of Xishuangbanna 
National Natural Reserve. Over 230 
acres of agricultural land has been 
cultivated with eco-friendly planting 
and 300 bee colonies being established 
in the nearby Nanmanhe community.
 
The programme aims to reduce 
human-elephant encounters and 
incorporate sustainability into the local 
agricultural industry through reforestation 
and the introduction of beekeeping. The 
key objective is to create an eco-friendly 
community, where biodiversity can be 
sustained, while achieving the national goal 
of rural revitalisation.
FOCUS
WATER STEWARDSHIP
Why It Matters
Approach
Progress and Highlights
Water is essential 
to the survival of 
ecosystem and 
communities and is 
the key ingredient of 
all beverages.
Our projects with 
governments and 
NGOs protect local 
water sources and 
secure access 
to clean and 
safe water for 
communities in 
need.
Taylor River Watershed Beaver Dam Analog & Restoration Project – Colorado, U.S.
In Colorado, 50% of the estimated 2,000,000 acres of wetlands have been lost or 
degraded due to anthropogenic activities. 
Once a habitat for the abundant beaver population, most of the wetlands in the Taylor 
River Watershed in Gunnison National Forest have been lost or heavily altered in the past 
century to create pasture and grazing land for agriculture use. Through the project, over 
66 million litres of water is replenished every year to restore historic wetlands through 
the installation of beaver dam analogs and other water retention features that mimic 
the structures once created by beavers. 
Bottle of Water Relay – Chinese Mainland
As we truly understand the importance of hydration to our health, we offer beverages 
to people in need through the Bottle of Water Relay programme. We offered free 
bottled water to people of different job professions who are required to work or stay 
outdoors in hot weather. In the summer of 2021, 13 Swire Coca-Cola bottling plants in 
Chinese Mainland set up around 1,400 water giveaway stations in different provinces. 
We distributed 55,000 cases of cold drinking water to cleaners and transport officers 
who work all day under the heat, showing our appreciation for their hard work and 
contribution to society.
 
Making it more accessible, we also established an app which allows workers to obtain free bottled water 
at any time through our vending machines.

90
Sustainable Development Report 2021
COMMUNITY
FOCUS
PACKAGING AND WASTE MANAGEMENT
Why It Matters
Approach
Progress and Highlights
Packaging waste is 
a global challenge. 
As a leading bottler, 
we shoulder the 
responsibility to 
rethink the design, 
processing, handling 
and circularity of 
packaging materials 
in order to achieve 
a “World Without 
Waste”.
We encourage 
recycling and 
environmental 
awareness in the 
community with our 
vision of a “World 
Without Waste”.
“World Without Waste” Exhibitions – Chinese Mainland 
To educate and encourage our consumers to collect and recycle used plastic bottles 
and aluminium cans, we organised exhibitions in various cities in the Chinese Mainland. 
In addition to displaying recycling and sustainability information, the exhibitions also 
showcased upcycled items made from recycled bottles and packagings to express the 
value of recyclable materials.
“Recycle Today for Tomorrow” Recycling Programme – Hong Kong
Partnering with Boys’ Brigade, an NGO in Hong Kong, we trialled 
a recycling programme in 2 housing estates that established  
collection points for recycling education as well as 8 types of 
recyclables including plastic, metal, glass and so on. 3.1 tonnes 
of recyclables was collected in 4 months.
“Tap, Return & Earn” Beverage Bottles Redemption Scheme – Hong Kong 
We launched this initiative in 2019 to incentivise the collection of beverage bottles. The 
10 reverse vending machines placed across Hong Kong collected over 4 million plastic 
bottles in 2021.
YOUTH DEVELOPMENT
Why It Matters
Approach
Progress and Highlights
As the managers and 
changemakers of the 
future, our youth are 
best equipped with 
enriching educational 
experiences and 
favourable conditions.
We drive youth 
development by 
addressing social 
and community 
factors and 
increasing 
educational 
opportunities.
Anti-Bullying Campaign – Taiwan 
Swire Coca-Cola Taiwan has cooperated with the Child  
Welfare League Foundation (CWLF) on an Anti-Bullying  
Campaign since 2017, accumulating more than 23  
million reaches over the past 5 years through public  
education initiatives raising awareness of bullying. In 
2021, through an instant messaging platform, we 
provided young people with a real-time consultation service from professional social 
workers, helping them to face the trauma caused by bullying incidents. In less than 3 
months, more than 1,000 users approached our service to seek help and resources. 
“Safe Campus” Campaign – Chinese Mainland
A culture of safety is deeply rooted in our values. We organised the “Safe Campus” 
campaign in various provinces in the Chinese Mainland to enhance students’ safety 
awareness and capacity to respond to emergencies. A  
series of practical drills and engaging activities were  
organised with focus on road safety, fire safety, drowning  
prevention and first aid, covering over 10,000 students in 2021.
A pop-up exhibition in Shanghai to showcase art 
pieces made with recycled plastic bottles. 
Combining environmental concepts with artistic elements, a 3-month exhibition was held at 
a shopping mall in Nanjing.

91
Sustainable Development Report 2021
COMMUNITY
FOCUS
WOMEN’S EMPOWERMENT
Why It Matters
Approach
Progress and Highlights
When we empower 
women, we 
strengthen our 
economy, diversify 
income inequality 
and generate positive 
social outcomes. 
We aspire to 
eliminate gender 
gaps in the 
economy and 
empower women 
to realise their 
personal goals 
and fulfil their 
ambitions.
Knitted Knockers Project – Hong Kong
Knitted knockers are special handmade breast prosthesis for women who have 
undergone mastectomies or other procedures to the breast. They are a light and 
comfortable knitted prosthetic that when placed in a bra, mirrors the shape and feel of 
a real breast and are more comfortable than traditional silicone prosthetic breasts.
Through the Knitted knockers 
Project, our staff volunteers  
helped create 153 pairs of  
comfortable, soft breast  
prosthetics for breast  
cancer survivors.
EMERGENCY RELIEF
Why It Matters
Approach
Progress and Highlights
Natural disasters 
destroy vital 
resources including 
local water supplies. 
We act quickly with 
the help of the 
governments and 
NGOs to distribute 
drinking water to 
those affected.
“Clean Water 24” – Chinese Mainland 
“Clean Water 24”  project aims to provide clean and safe drinking water to affected 
citizens within 24 hours of a natural disaster. In 2021, Swire Coca-Cola contributed 22 
times to deliver over 1.5 million bottles of water to around 280,000 beneficiaries.
In Zhengzhou, a year’s worth of rain poured down on the city streets over three days 
in July 2021. Swire Coca-Cola Zhengzhou responded swiftly to carry out disaster relief 
operations, teaming up with Coca-Cola  
China to activate its “Clean Water 24” 
emergency drinking water supply  
mechanism, delivering bottled drinking  
water to those in need. A team of 52  
volunteers from the Zhengzhou plant  
distributed more than 1.2 million bottles 
of drinking water. 
Marshall Fire in Colorado – U.S.
In late 2021, the Marshall Fire in Boulder County, Colorado, ripped 
through the area, destroying 1,000 homes, and damaging many 
more structures. Over 35,000 people had to evacuate, including 
Swire Coca-Cola employees. The treated water supplies were 
depleted from fighting the blaze, leaving residents with untreated 
water in their pipes. Power and natural gas outages made it 
impossible for those affected to boil their water as instructed.
Swire Coca-Cola USA quickly gathered a crew of volunteers to 
deliver and distribute over 2,800 cases of bottled water for the 
communities in crisis.

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Sustainable Development Report 2021
COMMUNITY
LOOKING FORWARD
Through investing in the  
CSR Fund and with guidance 
from our CSR Policy, we 
make lasting contributions 
in the markets where we 
operate. We continue to value 
our community partnerships 
with governments, local 
communities and NGOs to 
create customised CSR 
projects that drive  
meaningful impacts in the 
local community. 
With the flagship CSR Programme, “Carbon 
Reduction Alliance” launched in 2021, we 
are exploring suitable locations to expand 
the project and develop low-carbon 
communities. We also expect to initiate 
public activities like charity walks and 
online seminars to encourage more people 
to take action towards achieving a low-
carbon and eco-friendly future.
To promote a culture of volunteering in 
the company and encourage employees’ 
participation, the Swire Coca-Cola China 
Volunteer Team was established in 2021. 
We are also developing a systematic 
registration platform to make volunteering 
information more accessible to employees, 
and for the recording of volunteer hours.    
Launch of the Swire Coca-Cola China Volunteer Team

93
Sustainable Development Report 2021
PERFORMANCE TABLES 
Unit
Chinese Mainland
Hong Kong
Taiwan
U.S.
Overall total
ENERGY - DIRECT	
Stationary source - Direct	
Diesel
MJ
25,226,751
0
0
0
25,226,751
Towngas
MJ
0
73,614,923
0
0
73,614,923
Natural gas
MJ
221 568,815
0
37,051,640
248,277,307
506,897,762
Liquid petroleum gas
MJ
4,659,577
0
0
0
4,659,577
Mobile source - Direct
Diesel
MJ
108,507,889
33,353,560
20,589,241
305,992,726
468,443,416
Gasoline
MJ
42,231,178
2,475,330
6,893,148
144,984,073
196,583,729
ENERGY - INDIRECT
Electricity1
MJ
1,102,053,577
108,450,230
35,408,834
223,320,544
1,469,233,185
Steam
MJ
294,644,301
0
0
0
294,644,301
Compressed air - purchased
MJ
2,915,978
0
0
0
2,915,978
Total energy consumption
MJ
1,801,808,066
217,894,043
99,942,863
922,574,650
3,042,219,622 (R)
GREENHOUSE GAS INCLUDING CARBON
Scope 1 - Direct GHG emissions from stationary source
Diesel
metric tonnes
1,641
0
0
0
1,641
Towngas
metric tonnes
0
3,909
0
0
3,909
Natural gas
metric tonnes
11,271
0
1,885
12,498
25,654
Liquid petroleum gas
metric tonnes
284
0
0
0
284
Scope 1 - Direct GHG emissions from mobile source
Diesel
metric tonnes
7,056
2,278
1,339
21,351
32,024
Gasoline
metric tonnes
2,658
192
434
9,652
12,936
Scope 1 - Direct GHG emissions
metric tonnes
22,910
6,379
3,658
43,501
76,448
Scope 1 - Fugitive emissions from refrigerants (excluded from the assurance scope)
Refrigerants
metric tonnes
1,215
756
238
2,901
5,110
Scope 1 - Direct emissions from distribution and sales centres (excluded from the assurance scope)
Natural gas
metric tonnes
0
0
0
5,587
5,587
Scope 2 - Indirect GHG emissions
Steam
metric tonnes
13,961
0
0
0
13,961
Towngas
metric tonnes
0
908
0
0
908
Electricity
metric tonnes
246,710
11,146
4,938
24,250
287,044
Compressed air - purchased
metric tonnes
642
0
0
0
642
Scope 2 - Indirect GHG emissions
metric tonnes
261,313
12,054
4,938
24,250
302,555
Scope 2 - Indirect emissions from distribution and sales centres (excluded from the assurance scope)
Electricity
metric tonnes
2,763
81
229
6,127
9,200
Total GHG emissions (CO2e)
(Scopes 1 & 2, excluding emissions  
from refrigerants)
metric tonnes
284,223
18,433
8,596
67,751
379,003 (R)
Total GHG emissions (CO2e)  
(Scope 1 & 2, emissions from 
refrigerants, distribution and sales 
centres are excluded from the 
assurance scope)
metric tonnes
288,201
19,270
9,063
82,366
398,900
WATER
Total municipal water consumption
m3
11,846,241
757,558
335,560
2,485,679
15,425,038
Total groundwater consumption
m3
194,320
0
0
0
194,320
Total water consumption
m3
12,040,561
757,558
335,560
2,485,679
15,619,358 (R)
ENVIRONMENTAL PERFORMANCE
Note:
1.	 Excluding onsite solar energy and 257,932,898 MJ of renewable electricity bought. 
(R)	 Denotes sustainability data that has been reported on by Deloitte Touche Tohomatsu. Please refer to the Independent Limited Assurance Report for further details.

94
Sustainable Development Report 2021
Unit
Chinese Mainland
Hong Kong
Taiwan
U.S. 
Overall total
WASTE
Recycling - Paper & carton
Kg
1,738,936
348,800
45,558
2,201,034
4,334,328
Recycling - Glass
Kg
1,676,776
694,435
1,109,709
27,612
3,508,532
Recycling - Plastic Cap
Kg
49,203
13,480
2,190
13,215
78,088
Recycling - Plastics
Kg
1,999,439
206,456
83,646
1,232,062
3,521,603
Recycling - Metal
Kg
612,958
204,941
14,243
143,039
975,181
Recycling - Aluminium
Kg
128,029
18,053
4,431
477,105
627,618
Recycling - PET
Kg
1,376,835
153,411
26,615
137,662
1,694,523
Recycling - PE Film /Shrink Film
Kg
409,339
18,350
0
0
427,689
Recycling - Wood / Pallet
Kg
459,187
265,070
62,180
4,741,752
5,528,189
Recycling - Sludge 
Kg
2,835,704
212,292
120,240
0
3,168,236
Recycling - Tea slag
Kg
0
526,509
0
0
526,509
Recycling - Foodscraps
Kg
575,743
0
494
0
576,237
Recycling - Lubricants & Oil
Litres
11,295
8,980
1,124
23,603
45,002
Recycling - Hazardous Waste
Kg
0
18,757
6,445
0
25,202
Hazardous waste (liquid)
Litres
42,353
650
346
0
43,349
Hazardous waste (soild)
Kg
183,365
1,200
0
0
184,565
Commercial / industrial waste
metric tonnes
2,610
419
92
310
3,431
Waste - Sludge
metric tonnes
1,205
0
0
0
1,205
PACKAGING - PRIMARY PACKAGING
vPET
metric tonnes
187,691
3,483
3,683
15,914
210,771
BioPET
metric tonnes
0
0
0
2,887
2,887
rPET
metric tonnes
0
1,607
0
2,743
4,350
New returnable glass#
metric tonnes
2,865
39
1,027
0
3,931
Aluminium*
metric tonnes
38,350
5,263
1,442
30,471
75,526
Closures - PP
metric tonnes
0
483
0
3,146
3,629
Closures - HDPE
metric tonnes
15,766
217
306
0
16,289
Closures - LDPE
metric tonnes
8
35
0
0
43
Aseptic fibre packs
metric tonnes
0
866
93
0
959
Strainless steel crown caps
metric tonnes
830
6
33
0
869
BIB bag
metric tonnes
275
3
72
31
381
PC carboy
metric tonnes
242
113
0
0
355
BIB Box
metric tonnes
179
16
457
204
856
Primary packaging -  
total weight
metric tonnes
246,206
12,131
7,113
55,396
320,846
PACKAGING - SECONDARY PACKAGING
Corrugated boxes, paper trays
metric tonnes
12,060
1,042
1,342
17,414
31,858
Label - OPP
metric tonnes
3,058
47
59
471
3,635
Label - PETG
metric tonnes
382
106
50
0
538
Shrink film
metric tonnes
17,738
294
432
592
19,056
Secondary packaging -  
total weight
metric tonnes
33,238
1,489
1,883
18,477
55,087
PACKAGING - TERTIARY PACKAGING
Crates
metric tonnes
192
2
1,026
0
1,220
Stretch
metric tonnes
2,345
54
0
0
2,399
Tertiary packaging -  
total weight
metric tonnes
2,537
56
1,026
0
3,619
PERFORMANCE TABLES
ENVIRONMENTAL PERFORMANCE
#	
35% and 25% recycled content in Chinese Mainland and Taiwan respectively.
*	
9.6% and 72% recycled content in Chinese Mainland and U.S. respectively.

95
Sustainable Development Report 2021
 Head offices 
 Chinese Mainland 
 Hong Kong 
 Taiwan 
 U.S. 
 Overall total1
WORKFORCE PROFILE
Number of employees under permanent contract
Male 
79
15,546
849
622
5,959
 23,055 
Female 
79
7,290
328
231
1,203
 9,131 
Total number of permanent employees 
158
22,836
1,177
853
7,162
 32,186 
Number of employees under temporary and fixed term contract 
Male 
 2 
0
108
16
14
140
Female 
 1 
0
23
15
17
56
Total number of temporary employees 
 3 
0
131
31
31
196
Total number of employees 
 161 
22,836
1,308
884
7,193
32,382
Proportion of workforce by age group
Under 30 years old 
28
4,051
222
91
1,841
6,233
30 to 50 years old 
95
17,220
810
584
3,848
22,557
Over 50 years old 
38
1,565
276
209
1,504
3,592
Proportion of workforce by employment category2
 Level 1 - Individual contributor 
51
17,445
1,029
746
6,319
25,590
 Level 2 - Team leader 
44
3,597
212
105
810
4,768
 Level 3 - Operational leader 
41
1,748
67
32
58
1,946
 Level 4 - Strategic leader 
25
46
0
1
6
78
GENDER EQUALITY 
Number of females in the workforce 
 80 
 7,290 
 351 
 246 
 1,220 
 9,187 
Proportion of female in the workforce  
49.7%
31.9%
26.8%
27.8%
17.0%
28.4%
Number of female employees by employment category3 
 Level 1 - Individual contributor 
34
5,697
204
171
1,016
 7,122 
 Level 2 - Team leader 
20
1,097
91
47
162
 1,417 
 Level 3 - Operational leader 
18
492
33
12
23
 578 
 Level 4 - Strategic leader 
7
4
0
1
2
 14 
  Proportion of female employees by employment category3
 Level 1 - Individual contributor 
22%
25%
17%
20%
14%
22%
 Level 2 - Team leader 
13%
5%
8%
6%
2%
4%
 Level 3 - Operational leader 
11%
2%
3%
1%
0%
2%
 Level 4 - Strategic leader 
4%
0%
0%
0%
0%
0%
NUMBER OF BOARD MEMBERS4
By gender 
Male 
9
0
0 
0
0
9
Female 
2
0
0
0
0
2
By age group 
Under 30 years old 
0
0
0
0
0
0
30 to 50 years old 
3
0
0
0
0
3
Over 50 years old 
8
0
0 
0
0
8
	
	
	
PERFORMANCE TABLES
SOCIAL PERFORMANCE
Note: 
1.	 The disclosure of number of employees is based on actual figures as of 31 Dec 2021.	
	
	
2.	 The total number of jobs eligible for inclusion in the level 4 banding is subject to the ongoing level parameter review. 	
	
	
	
3.	 Number of female employees refer to permanent employees only.
4.	 Number of Board members refer to members of the Swire Coca-Cola DEB only.

96
Sustainable Development Report 2021
 Chinese Mainland 
 Hong Kong 
 Taiwan 
 U.S. 
 Overall total
COMMUNITY ENGAGEMENT
Cash donations (HKD)
8,122,305
23,460
1,622,696
6,323,989
16,092,450
Number of charity events
170
16
4
70
260
Total volunteering hours 
27,089
1,601
508
900
30,098
	
	
	
 Chinese Mainland 
 Hong Kong 
 Taiwan 
 U.S. 
 Overall total
SAFETY1
Hours worked
 53,446,884 
 3,572,725 
 1,786,977 
 16,199,186 
 75,005,773 
Work-related fatalities2
Number
 0   
 0   
1 
0 
1 (R)
Serious injuries (excluding fatalities)
Number
 0 
0   
0   
 0   
0
Rate
 0
0   
0   
 0   
0 
Lost Time Injury (LTI)
Hours
 50 
 13 
 5 
 132 
 200 
Rate
 0.19 
 0.73 
 0.56 
 1.63 
 0.53 (R) 
Medical Treatment Case (MTC)
Number
 45 
 6 
 5 
 415 
 471 
Recordable work-related injuries 
Number
 95 
 19 
 10 
 547 
 671 
Rate
 0.36 
 1.06 
 1.12 
 6.75 
 1.79 
Lost day
Number
 4,799 
 1,587 
 30 
 2,008 
 8,424 
Rate
 17.96 
 88.84 
 3.36 
 24.79 
 22.46 
	
	
PERFORMANCE TABLES
SOCIAL PERFORMANCE
Note: 
1.	 Swire Coca-Cola is collecting the relevant data from contractors and hopes to disclose health and safety indicators of contractors in future reports.
2.	 Includes both employees and contractors.
(R)	Denotes sustainability data that has been reported on by Deloitte Touche Tohomatsu. Please refer to the Independent Limited Assurance Report for further details.

97
Sustainable Development Report 2021
GRI STANDARDS CONTENT INDEX
GRI Standard
Disclosure Number and Title
Section
Page no./ Explanation/ Reasons for Omissions
GRI 101: Universal Disclosures 2016
GRI 102: General Disclosures 2016
102-1
Name of the organisation
Our Approach to Disclosure
p.4
102-2
Activities, brands, products, and services
Swire Coca-Cola at a Glance
p.7
102-3
Location of headquarters
Swire Coca-Cola at a Glance
p.8
102-4
Location of operations
Swire Coca-Cola at a Glance
p.8
102-5
Ownership and legal form
Our Approach to Disclosure
p.4
102-6
Markets served
Swire Coca-Cola at a Glance
p.7
102-7
Scale of the organisation
Swire Coca-Cola at a Glance
p.7
102-8
Information on employees and other workers
Performance Tables
p.95
102-9
Supply Chain
Sourcing
p.62
102-10
Significant changes to the organisation and its 
supply chain
-
102-11
Precautionary principle or approach
Our Approach to Disclosure
p.6
102-12
External initiatives
-
Swire Coca-Cola Website
102-13
Membership of associations
-
Swire Coca-Cola Website
102-14
Statement from senior decision maker
Message from our Managing Director
p.3
102-16
Values, principles, standards, and norms of 
behaviour
Our Approach to Disclosure
p.6
102-18
Governance structure
Our Approach to Disclosure
p.5
102-40
List of stakeholder groups
Our Approach to Materiality 
Assessment 
p.11
102-41
Collective bargaining agreements
-
Although there is no legal framework for collective 
bargaining with trade unions in Hong Kong, Swire 
Coca-Cola Hong Kong opens to conversations 
with unions on areas of concerns. In the Chinese 
Mainland, we are normally required to liaise with 
official trade union. Employees can present 
grievances and report improprieties and breaches of 
the Code of Conduct through established channels. 
102-42
Identifying and selecting stakeholders
Our Approach to Materiality 
Assessment 
p.11
102-43
Approach to stakeholder engagement
Our Approach to Materiality 
Assessment 
p.11
102-44
Key topics and concerns raised
Our Approach to Materiality 
Assessment 
p.11
102-45
Entities included in the consolidated financial 
statements
-
Please see Swire Pacific’s 2021 Annual Report for 
details.
102-46
Defining report content and topic boundaries
Our Approach to Disclosure
p.4
102-47
List of material topics
Our Approach to Materiality 
Assessment 
p.11
102-48
Restatements of information
-
102-49
Changes in reporting
-
No significant changes.
102-50
Reporting period
Our Approach to Disclosure
p.4
102-51
Date of most recent report
-
The 2020 Sustainable Development Report covered 
the reporting period between 1 January 2020 and 31 
December 2020. 
102-52
Reporting cycle
Our Approach to Disclosure
p.4
102-53
Contact point for questions regarding the report
Our Approach to Disclosure
p.6
102-54
Claims of reporting in accordance with the GRI 
Standards
Our Approach to Disclosure
p.6
102-55
GRI content index
GRI Standards Content Index
p.97
102-56
External assurance
Limited Assurance Report
p.100

98
Sustainable Development Report 2021
GRI STANDARDS CONTENT INDEX
GRI Standard
Disclosure Number and Title
Section
Page no./ Explanation/ Reasons for Omissions
MATERIAL TOPICS
GRI 200: Economic Topics 2016
GRI 204: Sourcing 2016
GRI 103 
Management Approach 2016
Sourcing
p.62
204-1
Proportion of spending on local suppliers
Sourcing
Under The Coca-Cola System, Swire Coca-Cola’s 
supplier list for direct goods and goods bearing 
TCCC’s logo is already been approved by TCCC. 
Swire Coca-Cola selects critical suppliers from this 
list only.  
GRI 205: Anti-corruption 2016  
GRI 103 
Management Approach 2016
-
p.5
205-3
Confirmed incidents of corruption and actions taken
-
There was no incidents of corruption noticed during 
the reporting year. 
GRI 300: Environmental Topics 2016
GRI 301: Materials 2016
GRI 103 
Management Approach 2016
Packaging and Waste
p.42
301-1
Materials used by weight or volume
Packaging and Waste;  
Performance Tables
p.42; p. 94
GRI 302: Energy 2016
GRI 103
Management Approach 2016
Climate
p.15
302-1
Energy consumption within the organisation
Performance Tables
p.93
302-3
Energy intensity
Performance Tables
p.93
GRI 303: Water and Effluents 2018
GRI 103
Management Approach 2016
Water
p.31
303-1
Interactions with water as a shared resource
Water
p.31
303-3
Management of water discharge-related impacts
Water
p.31
303-5
Water consumption
Water; Performance Tables
p.31; p.93
GRI 305: Emissions 2016
GRI 103
Management Approach 2016
Climate
p.15
305-1
Direct (Scope 1) GHG emissions
Climate; Performance Tables
p.15; p.93
305-2
Energy indirect (Scope 2) GHG emissions
Climate; Performance Tables
p.15; p.93
305-6
Emissions of ozone-depleting substances (ODS)
Performance Tables
p.93
GRI 306: Waste 2020
GRI 103
Management Approach 2016
Packaging and Waste
p.42
306-1
Waste generation and significant waste-related 
impacts
Packaging and Waste
p.42
306-2
Management of significant waste-related impacts
Packaging and Waste
p.42
306-3
Waste generated
Packaging and Waste;  
Performance Tables
p.42; p.93
GRI 307: Environmental Compliance 2016 
GRI 103 
Management Approach 2016
Climate; Water; Sourcing
p.15; p.31; p.62
307-1
Non-compliance with environmental laws and 
regulations
There was no non-compliance case with 
environmental laws and regulations during the 
reporting year.

99
Sustainable Development Report 2021
GRI Standard
Disclosure Number and Title
Section
Page no./ Explanation/ Reasons for Omissions
GRI 400: Social Topics 2016
GRI 403: Occupational Health and Safety 2018
GRI 103 
Management Approach 2018
Our People
p.71
403-1
Occupational health and safety management 
system
Our People
p.71
403-2
Hazard identification, risk assessment, and 
incident investigation
Our People
p.71; p.84
403-3
Occupational health services
Our People
p.71
403-4
Worker participation, consultation, and 
communication on occupational health and safety
Our People
p.71
403-5
Worker training on occupational health and safety
Our People
p.71
403-6
Promotion of worker health
Our People
p.71
403-7
Prevention and mitigation of occupational health 
and safety impacts directly linked by business 
relationships
Our People
p.71
403-9
Work-related injuries
Our People; Performance Tables
p.84; p.96
GRI 405: Diversity and Inclusion 2016
GRI 103 
Management Approach 2016
Our People
p.71
405-1
Diversity of governance bodies and employees
Our People; Performance Tables
p.84; p.95
GRI 413: Local Communities 2016
GRI 103 
Management Approach 2016
Community
p.86
413-1
Operations with local community engagement, 
impact assessments, and development 
programme
Community; Performance Tables
p.86; p.96
GRI 417: Marketing and Labeling 2016
GRI 103
Management Approach 2016
Product Choice
p.56
417-1 
Requirements for product and service information 
and labelling
Product Choice
p.56
GRI 419: Socioeconomic Compliance 2016
GRI 103 
Management Approach 2016
-
419-1
Non-compliance with laws and regulations in the 
social and economic area
-
There was no non-compliance case with laws and 
regulations in social and economic area during the 
reporting year. 
ADDITIONAL MATERIAL TOPICS NOT COVERED BY THE TOPIC-SPECIFIC STANDARDS
Sugar
GRI 103
Management Approach 2016
Product Choice
p.56
Indicator
Proportion of portfolio with low- and no-sugar 
options in each market
Product Choice
p.59
Indicator
Number of low- and no-sugar products
Product Choice
p.59
Food Safety and Product Quality
GRI 103
Management Approach 2016
Product Choice
p.56
Indicator
Cases of non-compliance with relevant laws and 
regulations
Product Choice
p.61
GRI STANDARDS CONTENT INDEX

100
Sustainable Development Report 2021

101
Sustainable Development Report 2021
101

102
Sustainable Development Report 2021
102

103
Sustainable Development Report 2021
103