CSV REPORT

2022

Coca-Cola Bottlers Japan Holdings Inc.

Coca-Cola Bottlers Japan Holdings Inc.
Tokyo Midtown Tower, 9-7-1 Akasaka,
Minato-ku, Tokyo 107-6211

For inquiries:
Please use the Inquiries form on the Coca-Cola
Bottlers Japan Holdings Inc. website.

https://en.ccbj-holdings.com/inquiry/

Copyright (c). Coca-Cola Bottlers Japan Holdings Inc. All rights reserved.

VALUE CREATION STORYSECTION 1

VALUE CREATIONINITIATIVESFOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3

Top Message

We aim to be the preferred partner by
delivering happy moments to everyone while
creating shared value with society
65 years since Coca-Cola was first sold in JapanA desire to connect with the future
Last year marked 135 years since the birth of Coca-Cola in Atlanta, Georgia,
USA. It was also 65 years since Coca-Cola first went sale in Japan. Then thisApril, the Coca-Cola Bottlers Japan Holdings Group (CCBJH Group)celebrated its fifth anniversary. We would like to once again express our
sincere gratitude to all of our stakeholders, including our customers, business
partners, and the members of local communities who all support us.
The world around us has changed significantly over the past five years,
and the speed of this change has accelerated. Yet the one constant is thateveryone is looking for happy moments. The Mission of the CCBJH Group is todeliver happy moments to everyone while creating value. These words convey
our strong desire to deliver moments of happiness in people’s everyday
lives, through the values created by our employees, products andservices.

Pushing forward with continual business
transformation creates new growth
opportunities
To achieve this Mission, we ourselves must first attainsustainable growth. The CCBJH Group has placed creating
economic value through business and creating shared value(CSV) with society at the core of its management, and weare promoting initiatives to enhance these values.
In terms of enhancing economic value, in the midstof a persistently challenging business environment, wehave focused on the areas we can control. We willcontinue to target value share growth which is thefoundation for growth, and implement a pricing andmarketing investment strategy that balancescompetitiveness with profitability. Our initiatives for business
transformation are making steady progress. They include further
evolving the operation model in the vending machine channel, optimizing
the logistics network, and improving operational efficiency throughcompany-wide digital transformation (DX). We are confident that whenmarket conditions normalize these initiatives will provide a solid foundation
for new growth opportunities. Although the business environment remains
uncertain, by being agile in our response to change we will overcome
difficulties and return to a growth trajectory.

Realizing CSV with society through businessIn terms of enhancing social value, The Coca-Cola system in Japan has
developed the Sustainability Framework based on Sustainable
Development Goals (SDGs) advocated by the United Nations. We haveformulated CSV Goals for the environment, society, and governance(ESG), and we have accelerated our companywide initiatives in each of
the three platforms of our Sustainability Framework, which are
Inclusion, Communities, and Resources. In the area of Inclusion, we arefocusing on Diversity & Inclusion. One such goal is to increase thepercentage of female managers we employ. In the area of Communities,
we are strengthening partnerships with local communities. We work tosolve local issues and revitalize communities through activities such as
SDG seminars and online plant tours. In the area of Resources, webecame the first in the industry to achieve a 40% usage rate ofsustainable materials* 1 in PET bottles in 2021. In October 2021, The
Coca-Cola system in Japan announced concrete reduction targets forgreenhouse gas (GHG) emissions. These include reducing Scope 1 and 2
GHG emissions by 50% and Scope 3 by 30%* 2 by 2030 across the entire
value chain in Japan. In April 2022, we strengthened initiatives aimed atachieving net zero GHG emissions by 2050, including endorsement of
the recommendations of the Task Force on Climate-Related Financial
Disclosures (TCFD).
In recognition of our continued CSV work, we have been selected as
a component of the DJSI Asia Pacific, a leading ESG investment index,
for four consecutive years, and has also been included in the FTSE
Blossom Japan Sector Relative Index.
*1 Sustainable materials refer to the total bottle-to-bottle recycled PET materials and plant-derived PET materials*2 Baseline year is 2015 and target year is 2025 unless otherwise stated

Delivering happy moments to everyone andcontinuing to make progress in value creation
The CCBJH Group will continue to maintain high quality standards andprovide safe and secure products and services to meet the needs ofeveryone. By providing value while making a profit through our businessactivities, we will create a virtuous cycle for society as a whole. No matter
how challenging the business environment, our driving force is the desire tocreate value for our stakeholders and to continue as the preferred partner for
decades to come. We are committed to making great strides forward towardsustainable growth by delivering happy moments to everyone while creating
value.
Coca-Cola Bottlers Japan Holdings Inc.
Representative Director and President

01

CSV REPORT 2022

Calin Dragan

Top Message

02

VALUE CREATION STORYSECTION 1

VALUE CREATION INITIATIVESSECTION 2

VALUE CREATIONINITIATIVESFOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3

CCBJH Group’s Corporate Information

We introduce our initiatives to create shared value, which areorganized under the Inclusion, Communities, and Resources
platforms.

CSV REPORT

2022
CONTENTS

Inclusion

17
19
21

Highlights
Gender, Age/Generation
Disabilities, LGBTQ

Communities

23
25

To enable stakeholders to better understand our business and place their trust in the CCBJH Group, we disclose information
in a timely and appropriate manner. We work to provide integrated corporate information through our CSV Report, Annual
Review and Shareholder Information. Our CSV report communicates non-financial information pertaining to strategies andinitiatives to achieve sustainable growth in environmental, social, and governance (ESG) areas. Financial information
including strategies and results are disclosed in our Annual Review and Shareholder Information.

Highlights
Contributions to the Local Community

Resources
SECTION 1

VALUE CREATION STORY

We present the CCBJH Group’s value creation story, which
incorporates our corporate philosophy and direction, and isinspired by a call to “Paint it RED! Let’s Repaint our Future.”

01
03
05
07
09
11
13
15
16

29
31
33
35
37

Top Message

Financial information

Highlights
Packaging/PET

Shareholder Information

GHG Emissions Results and Accounting Methods

株 主 のみなさまへ

コスト削減に取り組む一方、成長に向けて、前年同期に抑制したマーケティング投資や人材への投資を適正な水準で実行したことなどから、上期では前年同期比74億円減の148億円

2021年12月期 中間報告書（2021年1月1日〜2021年6月30日）

Main Environmental Data, Third-Party Assurance Report

今後の見通しにつきましては、売上収益は前年からの一定の中 長 期の事 業 成 長に向けた投 資を継 続

センター
（DC）」
の稼働、低コストオペレーションの実現に向けたサプライチェーン体制のスリム化、新しい働き方の推進等の変革の取り組みを進めてまいりました。
さらに、「廃棄物ゼロ社会」

防止や治療等に日々ご尽力されている関係者のみなさまにの実現に向けた100%リサイクルPETボトルの採用拡大や、心より敬意を表します。

ダイバーシティ＆インクルージョンの推進などESGの取り組みもみなさまの生 活に寄り添い 、安 全・安 心な飲 料・サービスを提供し続けるために、さまざまな対策を講じてまいりました。経済

Value Creation Process

フリー・キャッシュ・フローの継続的な向上に努めており、資本の適切な管理・運用の観点から、子会社株式の売却をはじめと引き続き短期的な業績の厳しさが見込まれるものの、中長期の持続的な成長に向けて信念をもって変革を遂行し、ステークホルダーのみなさまにとっての価値を創出し続けてまいります。
株主のみなさまにおかれましては、引き続き当社へのご理解と長きにわたるご支援を賜りますようお願い申し上げます。

影響が限定的であった前年同期と比べて厳しい結果となりましたが 、第2四半期には一定の改善を実現し前年同期比

実施したことは、その一例です。

11％増となり、上期では前年上期の総括なりました。事 業 利 益に同期比1％減の3,693億円とつきましては、経常的なは、新型コロナウイルス感染症の影響継続などにより、前年■ Communication Tools

同期比微増で推移したものとみています。
そのような中、Through the timely and appropriate
disclosure当社はof information, we seek to be a company that is correctly understood and新製品の投入や販売チャネルごとのトレンド変化への対応など
trusted by all of our stakeholders. We report IR information primarily using various IR tools, and report ESG information
により、売上への影響を最小限に抑えてまいりました。
また、(information
concerning the environment, society,and governance), the target of much attention in recent years, andother non-financial informationin our CSV Report. We also report wide-ranging corporate information on our website.
コントロール可能な分野に注力し、ベンディングチャネルのオペ

カリン・ドラガン

To Our Shareholders(Annual newsletter toindividual shareholders,Japanese version only)

株 主 のみなさまへ

再編等を実施し、現時点で十分なキャッシュを創出できていると内容をこれまで以上に精査しながら、中長期の成長につながるの損失となりました。親会社の所有者に帰属する四半期利益にものに絞って実行しております。

つきましては、キューサイ㈱の株式売却益を計上したことなど

事業環境の中、
やむなく無配とさせていただきましたが、本年は当社の基本方針である安定配当の考えに基づき、1株当たり

今後の見通しにつきましては、売上収益は前年からの一定の心より敬意を表します。
当社のミッションは、困難な時期においても、すべての人に提供し続けるために、さまざまな対策を講じてまいりました。経済活動の早期再開に貢献すべく、社員、業務委託先、サプライヤー等を対象に新型コロナウイルスワクチンの職域接種をいち早く本年上期（1月1日〜6月30日）における国内清涼飲料市場

センター
（DC）」
の稼働、低コストオペレーションの実現に向けたサプライチェーン体制のスリム化、新しい働き方の推進等の変革の取り組みを進めてまいりました。
さらに、「廃棄物ゼロ社会」の実現に向けた100%リサイクルPETボトルの採用拡大や、引き続き短期的な業績の厳しさが見込まれるものの、中長期株主のみなさまにおかれましては、引き続き当社へのご理解と長きにわたるご支援を賜りますようお願い申し上げます。

上期の売上収益につきましては、第1
影響が限定的であった前年同期と比べて厳しい結果となりましたが 、第2四半期

つきましては、経常的な

詳しくは当社ウェブサイト「ニュース」をご覧ください。

ニュースカレンダー
1月
2月

https://www.ccbji.co.jp/news/▶
「東京都女性活躍推進大賞」の産業分野にて「大賞」を受賞

トピックス②へ5月を受賞「アイシー・スパーク from カナダドライ レモン」発売

トピックス②へ▶小松工場でアルコール製品製造ラインを稼働開始▶日本のコカ･コーラシステム全6社にて同性パートナーに対応した就業規則・福利厚生の整備が完了▶コカ･コーラ社製品約8万ケースを医療機関やフードバンク等に寄贈▶
「なでしこ銘柄」の「準なでしこ」に3年連続で選定▶
「綾鷹カフェ 抹茶ラテ」発売

6月▶
「コカ･コーラ ボトラーズジャパン オンライン工場見学」
を開始

7月

▶
「トポチコ ハードセルツァー」
先行体験サンプリング実施

Coca-Cola Bottlers Japan Holdings Inc.

Coca-Cola Bottlers Japan Holdings Inc.

▶新型コロナウイルス感染症のワクチン職域接種を開始▶健康経営への取り組み：コロナ禍の運動不足を解消するため自社開発アプリ▶
「ジョージア ラテニスタ クリーミーラテ」発売▶
「コスタ ブラック」、「コスタ カフェラテ」
発売を使用したウォーキングイベントを継続実施

トピックス①へ▶
「ノメルズ ハードレモネード」
発売▶自動販売機サブスクリプション
（定額）
サービス
「Coke ON Pass」のサービス開始▶
「やかんの麦茶 from 一
（はじめ）
」発売

▶FVジャパン㈱の「冷感マスク」が「第17回ガラスびんアワード」機能・環境賞▶
「アイシー・スパーク from カナダドライ」、▶キューサイ㈱の株式譲渡完了および株式譲渡益の計上▶自動物流センター「埼玉メガDC」の稼働開始▶
「からだおだやか茶W」
発売

3月

4月

代表取締役社長

2022

見込んでおります。

の持続的な成長に向けて信念をもって変革を遂行し、ステークホルダーのみなさまにとっての価値を創出し続けてまいります。

フリー・キャッシュ・フローの継続的な向上に努めており、資本の適切な管理・運用の観点から、子会社株式の売却をはじめと強化してまいりました。
四半期は新型コロナウイルス感染症の11％増となり、上期では前年同期比1％減の3,693億円となりました。事 業 利 益にカリン・ドラガン

CSV REPORTも1株当たり25円を予定しており、年間では1株当たり50円を厳しい事業環境が継続することを見込んでおります。状況が正常化したときに、より利益を生み出せる体制の構築に引き続き取り組むとともに、売上と利益の状況を注視しながら、中長期のキャッシュの状況および株主還元について

ダイバーシティ＆インクルージョンの推進などESGの取り組みもには一定の改善を実現し前年同期比

同期比微増で推移したものとみています。
そのような中、当社は新製品の投入や販売チャネルごとのトレンド変化への対応など向けた自動 物 流センター「 埼 玉メガディストリビューション

2021

中間配当金を2019年並みの25円といたしました。期末配当金回復を見込むものの、新型コロナウイルス感染症の影響による成長に向け、下期も必要な投資を実行してまいります。

防止や治療等に日々ご尽力されている関係者のみなさまにハッピーなひとときをお届 けし、価 値を創 造することです。
みなさまの生 活に寄り添い 、安 全・安 心な飲 料・サービスをにより、売上への影響を最小限に抑えてまいりました。また、コントロール可能な分野に注力し、ベンディングチャネルのオペ

ANNUAL REVIEW

配当につきましては、前年の中間配当は、前例のない厳しいから、前年同期比61億円増の4億円の損失となりました。

中長期の事業成長に向けた投資を継続

平素より当社への格別のご理解とご支援を賜り、誠にありがとうございます。新型コロナウイルス感染症に罹患された方々とそのご家族に心よりお見舞い申し上げます。また、感染拡大

上期の総括

https://en.ccbji.co.jp/csv/doc.php

考えております。設備投資を含めた資本の投下についても、したことなどから、上期では前年同期比74億円減の148億円

証券コード：2579

Top「withコロナ」
Messageにおいて売上の改善を図るとともに、

トップメッセージ

実施したことは、その一例です。

2022

レーションのさらなる効率化や、アジャイルで柔軟な供給体制に

https://en.ccbj-holdings.com/ir/library/annualreview.php

する事業ポートフォリオの見直しや政策保有株式の売却、拠点コスト削減に取り組む一方、成長に向けて、前年同期に抑制したマーケティング投資や人材への投資を適正な水準で実行

2021年12月期 中間報告書（2021年1月1日〜2021年6月30日）

は、新型コロナウイルス感染症の影響継続などにより、前年

CSV REPORT

External Evaluations and Participation in Initiatives

キャッシュの状況および株主還元について四半期は新型コロナウイルス感染症の等を対象に新型コロナウイルスワクチンの職域接種をいち早く向けた自動 物 流センター「 埼 玉メガディストリビューション

We introduce the initiatives that form the foundation of the CCBJHGroup’s value creation and the management structure that drives
its growth.

Financial Highlights

見込んでおります。

上期の売上収益につきましては、第1Annual Review
CSV Report 代表取締役社長
レーションのさらなる効率化や、アジャイルで柔軟な供給体制に

CCBJH Group’s Products and Brands

中間配当金を2019年並みの25円といたしました。期末配当金も1株当たり25円を予定しており、年間では1株当たり50円を正常化したときに、より利益を生み出せる体制の構築に引き続き強化してまいりました。

活動の早期再開に貢献すべく、社員、業務委託先、サプライヤー

本年上期（1月1日〜6月30日）における国内清涼飲料市場

FOUNDATION FOR VALUE CREATION

配当につきましては、前年の中間配当は、前例のない厳しい
当社の基本方針である安定配当の考えに基づき、1株当たり回復を見込むものの、新型コロナウイルス感染症の影響による厳しい事業環境が継続することを見込んでおります。状況が取り組むとともに、売上と利益の状況を注視しながら、中長期の平素より当社への格別のご理解とご支援を賜り、誠にありがとうございます。新型コロナウイルス感染症に罹患された方々とそのご家族に心よりお見舞い申し上げます。また、感染拡大

当社のミッションは、困難な時期においても、すべての人に考えております。設備投資を含めた資本の投下についても、内容をこれまで以上に精査しながら、中長期の成長につながるものに絞って実行しております。
事業環境の中、
やむなく無配とさせていただきましたが、本年はTop「 wMessagei t hコロナ」において売 上の改 善を図るとともに、ハッピーなひとときをお届 けし、価 値を創 造することです。

再編等を実施し、現時点で十分なキャッシュを創出できているとつきましては、キューサイ㈱の株式売却益を計上したことなど

成長に向け、下期も必要な投資を実行してまいります。

SECTION 3

CSV Report

する事業ポートフォリオの見直しや政策保有株式の売却、拠点の損失となりました。親会社の所有者に帰属する四半期利益にから、前年同期比61億円増の4億円の損失となりました。

証券コード：2579

トップメッセージ

Mission, Vision, and Values

CSV Goals

Annual Review

Water, GHG Emissions, Renewable Energy

Editorial policy, CCBJH Group’s Corporate Information

Concept of Sustainability Framework

Non-financial information

トピックス①へトピックス①へトピックス①へhttps://www.ccbj-holdings.com/ir/library/business.php(Japanese only)■ Website for shareholders and investors
Our website provides IR event schedules, financial information, and otherextensive IR information for shareholders and investors. We also provide timely
earnings announcements, news releases, and other notifications to registeredusers. We conduct earnings presentations in both Japanese and English, andarchive these for access at any time.
https://en.ccbj-holdings.com/ir/

39
40
41
42
43
45
46
47
48
49
50

Customer Satisfaction

Facebook(Japanese only)

LinkedIn

Coca-Cola Bottlers Japan Holdings Inc.
Tokyo Midtown Tower, 9-7-1 Akasaka, Minato-ku, Tokyo 107-6211, Japan

Quality Assurance
Ethics and Compliance
Human Rights
Health & Productivity Management● Presentation material● Financial statements● Annual Securities Report● Corporate Governance Report● ESG data
● GHG emissions results based on GHG protocols

Risk Management
Corporate Governance

Financial and Non-financial Data

Board of Directors
CCBJH Group Profile

https://en.ccbj-holdings.com/corporate/download/

Plant Tours
Third-party Evaluation

Editorial policy
Investor relations

Creating shared value (CSV)The Coca-Cola Bottlers Japan Holdings Group (CCBJH Group) believes we can help build a more sustainable society through ourbeverage business. In this report, our aim is to communicate the CCBJH Group philosophy of Creating Shared Value (CSV) andintroduce some of our specific CSV initiatives to our stakeholders.
Referenced
guidelines
PeriodcoveredGlobal Reporting Initiative (GRI) Sustainability Reporting Standards

FY2021 (January 1, 2021 - December 31, 2021)* This report covers activities from January 2021 to the end of December 2021.
(Including some activities reported in 2022)
Numerical data is also for the period from January 2021 to the end of December 2021.

Scope of thereportInformation presented in this report was collected from Coca-Cola Bottlers Japan Holdings Inc., Coca-Cola Bottlers
Japan Inc., and the Coca-Cola Bottlers Japan Group companies*. The coverage of some environmental data can befound on page 36. (Please see page 45 for the Group structure.)

Date of issue

June 2022

Terminology

The “CCBJH Group” (“we”) refers to Coca-Cola Bottlers Japan Holdings Inc. and its seven Group companies (CocaCola Bottlers Japan Inc., and the CCBJI Group’s other companies), while “CCBJI” refers solely to Coca-Cola Bottlers
Japan Inc. (As of December 2021) “CCBJI Group” refers to Coca-Cola Bottlers Japan Inc. and its Group companies.
“Bottlers” refers to all bottling partners throughout Japan, as designated by Coca-Cola (Japan) Company, Limited.
The “Coca-Cola system” comprises Coca-Cola (Japan) Company, Limited, its bottling partners, and other affiliatedcompanies. “Customers” generally refers to both “consumers” (primarily product end- users) and “business partners”(primarily those who sell our products).

Investor relations

Creating shared value (CSV)

https://en.ccbj-holdings.com/ir/

https://en.ccbji.co.jp/csv/* Coca-Cola Customer Marketing Co., Ltd., Coca-Cola Bottlers Japan Vending Inc., FV Japan Co., Ltd., Kadiac Co., Ltd.,
Coca-Cola Bottlers Japan Business Services Inc., and Coca-Cola Bottlers Japan Benefit Inc.

03

CSV REPORT 2022

Editorial policy, CCBJH Group’s Corporate Information

04

VALUE CREATION STORYSECTION 1

VALUE CREATIONINITIATIVESFOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3

Mission, Vision, and Values

The CCBJH Group Continues Evolving
Toward the Fulfillment of Its Mission.

Tackling the challenge of Mission achievement
The CCBJH Group is steadily responding to changes in the business environment by ensuring its
employees are always mindful of our Mission, Vision, and Values (MVV) as represented by our corporate
philosophy “Paint it RED! Let’s Repaint our Future.” and working to change the way we operate. We
continue to implement initiatives toward further progress along the MVV journey and achieving our
Mission.
[1st CEO MVV Award (2021)]
The CEO MVV Award recognizes teams that havebrought a positive impact to the entire
organization by embodying the four Values andtackling new challenges. All employees and project
teams at the CCBJH Group are eligible.
In January 2022, the CEO MVV Award
ceremony 2021 was hosted live online. Of a total
237 entries (3,300 employees), seven teams were
presented with awards, including the top MVVAward.
MVV Award
Team representative: Wataru Aoki, General Manager,
Manufacturing Planning, Manufacturing Management
Department, SCM Division

Our Mission, Vision, and Values state our commitment to continue being thepreferred partner of our many stakeholders, especially our customers,
shareholders and the communities in which we operate.
The statements below represent the kind of organization we wish to become.
They focus on growing sustainably, learning—both as individuals and as anorganization—and demonstrating the value of integrity and trust.

With the aim of achieving “multi-product, high-efficiency
operation and optimization of non-manufacturing time,” thesmall improvements made by our close to 150 members
across the organization have resulted in a supply system withgreater flexibility and agility. We have utilized the knowledge
gained from suppliers, overseas bottlers, and The Coca-Colasystem in Japan to make the most of our assets. Goingforward, we will continue to take on the challenge of fulfilling
our Mission while working day in and day out collectively as
an organization.

カリン社長
（写真左）
と青木 航
（写真右）
President Calin (left) and Wataru Aoki (right)[Café meeting with the president]
We regularly hold café meetings involving
President Calin and employees to promote a
deeper understanding of MVV and ensure eachand every employee puts MVV into practice.
Through such open dialogue with executive
leadership, employees engage in positive andpassionate discussions on one theme from thefour values.

MissionDeliver happy moments to everyone
while creating value
VisionWe are the preferred partner for our customers
We win in the market through sustainable growth
We lead a learning culture with commitment to growWe are the best place to work with pride for Coca-Cola

ValuesLearning
Agility
Result-orientation
Integrity[Sharing MVV practices]
We use out intranet “WE NET” andthe company’s internal social media
platform as a channel for ourmanagement to communicate theirphilosophy and commitment of MVV
directly to employees through video
messages. Employees also share
MVV best practices from day-to-day
work. These activities help enhance
employee understanding of MVV andprovide inspiration for them to takeaction.
Messages from the President and other executive on LinkedIn

05

CSV REPORT 2022

https://www.linkedin.com/company/ccbji/videos/Mission, Vision, and Values

06

VALUE CREATION STORYSECTION 1

VALUE CREATIONINITIATIVESFOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3

Value Creation Process

Delivering happy moments to everyone while creating value
Business Model

INPUT

Output / Outcome
Value to
Stakeholders

Main capital / Strengths
Partnerships with Coca-Cola (Japan) Company

Intellectual capital

Inclusion▶We are working closely together and collaborating in all aspects of the value chain for the sustainablegrowth of the beverage business in Japan.

Beverages in tune withpeople’s life and daily living

Products

Robust supply chain and sales foundation forrealizing innovation and solutions provision

Tailored productdevelopment /health support

Sa
Society

Human capital

World Without
Waste

15,000

Zero waste society

Value chain of
Coca-Cola Japan

h
m and
en
t

Pla n nin gMore than
600 products

Refreshment

lle

AlwaysnearbyctR

CSV promotion system and awareness ofsocial responsibilities as a company that uses
earth’s limited resources

Water
Resourcesec

yc

12,993 thousand m
Water source replenishment
353 %

ling

* Water usage refers to the total amount of water used in
manufacturing processes (excluding water as a product)Social capital
Solid relationships of trust with stakeholders
including communities
Tokyo, Osaka, Kyoto andSales area
prefectures
Consumersin sales area
About
million35
112

Safe andsecureSales Mar

▶Appropriate transactions andresponsible procurement▶Building long-term relationships andexpanding business opportunities throughsustainable growth of the Company

Mitigation ofenvironmental
impacts

Employees▶Improving employee satisfaction byhaving the company andemployees learn together andshare profits
Delicious ▶Developing workplaces where
employees can fully harness their skills

in g
k et
Healthy

Climate change

Procurement /Human rights
Strengthening ofbusiness foundation

Engagement
PartnershipFoundation for sustainable growth
Human resource
management

Business process
management

IT platform andDX promotion
systemTotally newexperiences

Corporate
governance

Sustainability framework
CSV promotion system▶Realization of CSV that contributes
to business growth and community
development

NaturalEnvironment
Innovation

ERM system BCP

Continuing tostrengthen
the cycle ofcorporate valueenhancement

Mutual growth from economic
value and social value

Enhancing capitalthat will drive value creation

Creating economic value▶Business growth led by
growth and streamlining▶Acquisition of reinvestable
resources
Sales and profit growth

Communities

3

Water usage▶Enhancing wellness and loyalty
through the provision of highquality products and services▶Contributing to expanded business
opportunities for business partners
through the provision of solutions
through beverages (B-to-B)*As of the end of 2021

Value chain of
CCBJH

Co

Natural capitalerce a opReseveld

Diverse workforce (respect for diversity, global
talent, beverage pros) and foundation for work
styles where employees maximize their skills*As of April 2021

ketingMar

Coordination

Contributions to
the Local Community

About 40 brands,

ti c sCommunities

an
pl
s
le

(consumers andbusiness partners)

Suppliers

Procurem
ent

ion
uct
od
Pr

17
Sales / distribution centers About 320
Vending machines About 700,000
PlantsAbout

Beverages
for Life

gis

Manufactured
capital (equipment, etc.)

Diversity&
Inclusion

Customers▶We use concentrate, which is the main raw material for products procured from Coca-Cola (Japan) Co.,
Ltd., procure other raw materials and supplies, manufacture, distribute, and sell final products, andengage in sales-driven marketing activities. Coca-Cola (Japan) Co., Ltd. is responsible for supply ofconcentrate, product planning and development, and consumer marketing activities such as advertising.

Lo

21 brands
Coca-Cola bottlers worldwide About 225
Billion dollar brands

Sustainability Key issues inframework the CSV Goals

Beverag
prepa e b
rat asionGlobal brands such as ‘Coca-Cola’ and accessto the worldwide Coca-Cola system network

Employees

Ideal image▶Mitigating impact through formationof a low-carbon society andrecycling-oriented society▶Contributing to increased environmental awareness among consumers

Transformation andcost efficiency
Good stewardship of capital

Creating social value▶Returning profits tosociety through CSV▶Contribution to SDGs

CSV Goals
Inclusion Communities Resources

Financial capital
Robust financial foundation
Total assets
RatingApprox.

¥870 billion▶Increasing share value throughprofit
growth and enhanced shareholder
returns

A+(R&I)/AA-(JCR)
As of the end of 2021

Concept of Sustainability Framework
CSV Goals

P09-1207

CSV REPORT 2022

Shareholders /Investors

Corporate Philosophy(Mission, Vision, and Values)

CSV Goals
CSV Goals

P11-12
P11-12CCBJH Group’s Products and Brands

P13-14
Value Creation Process

08

VALUE CREATION STORYSECTION 1

VALUE CREATIONINITIATIVESFOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3

Concept of Sustainability Framework

In 2019, The Coca-Cola system in Japan jointly conducted a large-scale study to identify sustainability issues and set
priorities based on materiality for The Coca-Cola system in Japan. The intent was to formulate a strategy reflecting issues
unique to Japan, in addition to global sustainability targets being pursued worldwide, and to include these in a common
action plan for the combined Coca-Cola system in Japan.
The result was an agreement on the three platforms of Inclusion, Communities, and Resources, and nine priority issues to beaddressed most recently.

Purpose of Coca-Cola System Sustainability Activities
We are committed to creating a shared future and a sustainable business that can make a difference when addressing
important challenges facing Japan, including the environment, people’s lives, and our communities.

Priority
topics

Focus
topicsGender
Age/Generation
Disabilities
LGBTQ

Communities

Resources
Packaging/PET・Drive impact through twonational platforms(Inclusion and Resources)
・Initiatives that are
sustainable andadditionally have local
relevance

Q1 What position does the Sustainability Framework
occupy within management?

Executive Officer, CTO(Chief Transformation
Officer), and General
Manager of BusinessTransformation Office

The Sustainability Framework demonstrates both inside andoutside the company how committed Coca-Cola is to dealing withthe social issues that need to be addressed in order to achieve asustainable society. We are a beverage manufacturer, so we can’t
survive without clean water or a sustainable environment.
Sustainability has always been at the heart of our management
since our founding as an issue to resolve. Sustainability is not a
mission recently added for economic growth. It is a fundamental
for the growth of the company similar to air and water being
required to maintain life.

Maki Kado

Q3 What is the relationship between the Sustainability
Framework and the CSV Goals?
Creating Shared Value (CSV) is the foundation of our business,and the more a social issue is close to us, the more we are
motivated to address it. CSV is at the core of our business. Our
expertise allows us to make sustainable investments. Our ability toaddress social issues allows us to increase the value of ourcompany. We chose some issues, took a thorough look at where
they overlapped, and used that combined knowledge to create ourSustainability Framework. Then, we know that we will not move
forward unless we indicate how we will address these issues, so wehave set specific goals and numerical targets in the form of CSV
Goals. We describe what we must do in order to approach those
ideals and express the results of those efforts in numerical form,
which is a very important step. This is precisely the role of the CSV
Goals and their link to the Sustainability Framework.

Q2 What kind of systems have you devised to promote
the Sustainability Framework?

Japan Coca-Cola System Sustainability Framework (Three Platforms and Nine Priority Issues)

Inclusion

Promoting CSV to maximize corporate value

Water
Greenhouse gas emissions

We established a basic sustainability plan in the medium-term
strategic business plan announced in 2019. Just as the marine
plastics issue was in the spotlight worldwide, we are strongly
aware of the PET bottle issue and have launched initiatives toachieve the Coca-Cola Company’s vision for a World Without
Waste.
Initially, teams in charge of CSV were set up inside eachdivision, and they worked on resolving social issues independently.
Looking at the big picture, we identified a lack of conductors. For
example, reducing water resources inevitably leads to an increasein energy resources. Therefore, we have consolidated the CSV
Promotion Department and the Sustainable Strategy Department
into a central team that reports to the Business Transformation
Division and devises integrated strategies for planning, proposals,monitoring, and public relations from a cross-functional
perspective of each team.

Going forward, we will continue our efforts toward attaining our
CSV Goals by addressing social issues proactively and sustainably
through our business. Our hope is creating a sustainable society for
all our stakeholders.

Renewable energy
Sustainability Management Structure
As of December 31, 2021

We have examined the impact of the three platforms against the Sustainable Development Goals (SDGs) and areprogressing towards them. Going forward, The Coca-Cola system in Japan will develop and implement concrete actionplans based on the identified priority issues. We will continue to report regularly on the progress and results of activities
by the Coca-Cola system in Japan and seek to engage in activities aligned with the times, referring to the advice of
NPOS, outside specialized organizations, experts and other third parties.

The CCBJH Group has defined a direction for its sustainability activities following The Coca-Colasystem in Japan. In order to implement this, Executive Leadership Team (ELT*1) spearheads theestablishment of policies on various issues, including sustainability. In addition, risks and opportunities
judged to have a significant impact on business, such as environmental laws, regulations, andsystems, are reported to the Board of Directors through the Risk Management Committee, which
identifies company-wide risks. Looking ahead, we will continue to further strengthen sustainability
management toward the realization of a sustainable society.

Coca-Cola system “Global Goals”
The Coca-Cola system in Japan“Sustainability Framework”
CCBJH Group “CSV Goals”

Coca-Cola system Organization

CCBJH Group Organization
Board of Directors

System Management Committee

Process of Establishing the Sustainability Framework

1 Identified social issues in Japan based on third-party studies
2 Narrowed down the list from 189 to 33 issues
3 Plotted a materiality matrix of 33 issues and specified 15 priority issues
interviews within The Coca-Cola system in Japan and adjusted
4 Conductedpriority issues
5 Specified 3 platforms and 9 priority issues
CSV REPORT 2022

https://en.ccbji.co.jp/csv/materiality/(ELT)

Business Transformation Office(oversees sustainability)

CSV Promotion Department/
Sustainable Strategy Department

Enabling Board(Coca-Cola system Sustainability Conference)

Each working group(climate change, WWW*2, etc.)

Corporate
Communications
Department/
Investor Relations
Department*3

lead sustainability

Commercial

SCM

Finance

HRGA

Procurement

Risk Management
Committee

Legal

Workshop held in 2019

Details of the Sustainability Framework for the Coca-Cola
System in Japan

09

Executive Leadership Team(CCBJH Group, ELT, Coca-Cola (Japan) Company)*1 ELT is the management organization of the entire CCBJH Group, including the CEO and each head *2 WWW stands for World Without Waste (zero waste society)*3 Communication for media/shareholders and investors
Concept of Sustainability Framework

10

VALUE CREATION STORYSECTION 1

VALUE CREATIONINITIATIVESFOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3

CSV Goals
Based on the common sustainability framework of The Coca-Cola system in Japan, the CCBJH Group established a detailed
action plan of CSV Goals to achieve our Mission of realizing a sustainable business and society.
In terms of our sustainable material usage rate, we have accelerated initiatives such as “bottle-to-bottle” to achieve 40% of
the total by the end of 2021. In addition, through strengthened cooperation with forest conservation groups in water sourceareas, the actual results for water source replenishment rates at the end of 2021 significantly exceeded targets. The
employee volunteer rate remains low due to the impact of the COVID-19 pandemic, which has limited volunteer activities.
We are preparing an environment to achieve our goals when the pandemic has subsided.
We are steadily moving ahead to reach our targets using the Plan Do Check Action (PDCA) cycle across the entire value
chain while confirming the progress of initiatives every year.

Sustainability
Framework

Efforts to instill the CSV Goals internally
At least 80%
50%-79%* Baseline year is 2015 and target year is2025 unless otherwise stated.

Less than 50%

CSV Goals
Key issues

Diversity&
Inclusion

Products(Tailored productdevelopment/
health support)

Society(Contributions to the
Local Community)

Category(Zero-waste society)2021 Results

5.8%

6.3%

Female managers by 2025

10%

Female managers by 2030

20%

Zero/low-calorie options for core brands

100%

100%

100%

FOSHU/functional product growth (compared to 2016)

300%

190%

177%

Front-of-pack calorie label and straightforward nutritional information

100%

100%

100%

Observation of The Coca-Cola Company Responsible Marketing Policy

100%

100%

100%

Employee volunteers

10%

−

3.7%

Participants in community programs

1,000,000

890,000

900,000

Sustainable materials usage*1 by 2022

50%
28%*2

40%

Sustainable materials usage* by 2030

100%

Ratio of products using sustainable materials*1(number of bottles sold)100%

About 90%

About 90%

Further lightweight PET packaging by 2030 (compared to 2004)

35%

30%+

30%+

Collection percentage compared to sales volume by 2030

100%

96.7%*3−

Water source replenishment, focusing on watersheds near our plants

200%

364%

353%

Water usage reduction by 2030

30%

19%

19%

Scope 1 and 2 reduction in greenhouse gas emissions by 2030

50%

19%*4

21%

Scope 3 reduction in greenhouse gas emissions by 2030

30%

17%*4

24%

Sustainable sourcing

100%

100%

100%

Adherence to Supplier Guiding Principles across the
CCBJH Group value chain

100%

100%

100%

1

World Without
Waste

2020 Results

Progress

TargetWe believe that each individual’s change in consciousness and behavior willlead to the growth of the CCBJH Group and the enhancement of corporate
value, while also resolving social issues. We have implemented various
measures to promote internal awareness and understanding of the
Sustainability Framework of the Coca-Cola System in Japan and the CCBJHGroup’s non-financial targets and CSV Goals.
In order to further instill this within the company, since 2021 we have been
conducting regular online study sessions using the company intranet ande-learning with the aim of “taking ownership” in which employees understand,accept and embrace the CSV Goals and connect them to action.
[Utilizing the company’s intranet]• Online internal study sessions• Establishment of CSV library(collection of information on the company intranet)• 90% of employees take e-learning programs every year
• Dissemination on the company’s internal social media platform(introduction of initiatives linked to CSV Goals and the SDGs)

Extensive partnerships across industry and environmentalorganizations by 2030

Water

Climate change
Net zero in greenhouse gas emissions by 2050
Promotion of renewable energy
Human rights /Procurement(Strengthening ofbusiness foundation)

11

CSV REPORT 2022

*1 Sustainable materials refers to the total bottle-to-bottle recycled PET materials and plant-derived PET materials*2 Ratio of bottle-to-bottle recycling up to 2020
*3 PET bottle collection rate (Source: 2021 Report on PET Bottle Recycling from the Council for PET Bottle Recycling)*4 Actual results based on new standard aggregation method used in accordance with the GHG emissions reduction target announced in October 2021.

Participation in UN Global Compact

In March 2022, we signed the United
Nations Global Compact (UNGC), theworld’s largest sustainability initiative forbuilding a healthy global society throughcollaboration between the United
Nations, private companies andorganizations. We announced ourendorsement of the UNGC in April. We
are committed to addressing social
issues through our business activities byfollowing the UNGC ten principles in thefour areas of Human Rights, Labor,
Environment, and Anti-Corruption.

Details of CSV Goals
https://en.ccbji.co.jp/csv/csvgoal/

CSV Goals

12

VALUE CREATION STORYSECTION 1

VALUE CREATIONINITIATIVESFOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3

CCBJH Group’s Products and Brands* Sustainable materials refers to the total bottle-to-bottle recycled PET materials and plant-derived PET materials★ No/low-calorie products★

★

■ Foods for Specified Health Uses (FOSHU)★■● Functional product●■Sparkling soft drinks

Number of
products
More than

As of April 2021

As of the end of 2021

40 600To support various lifestyles and healthy living, the CCBJH Group offers an extensive lineup of categories, flavors, andpackaging that delivers happy moments to everyone.
We are also focusing on packaging made from sustainable materials* such as 100% recycled PET, expanding labelless
products, and promoting reduction in bottle weight with the aim of reducing plastics usage per container.

Main products related to CSV Goals

Number ofbrands
About

■

●

★

Tea

Sports drinks

Water and flavored waters (mineral waters)

Alcohol-free
drinks

★

★

★

★

★

Coffee

★

★

★

★

Juice

Energy and related products

Alcoholic drinks and alcohol-free drinks

As of May 31, 2022

100% recycled PET bottle

Our fully recycled PET is made possible with bottle-to-bottle
recycling where PET bottles are collected and recycled into new PET
bottles. Fully recycled PET bottles are used for 5 brands and 37
products*.

Labelless products

Labelless products eliminate the need to remove labels, making them easier to sortfor recycling. Starting with “I LOHAS Natural Mineral Water” released in April 2020,
we primarily offer 18 labelless products across 8 brands, including “Ayataka,”“Sokenbicha,” “Icy Spark From Canada Dry,” “Aquarius,”and“Coca-Cola,” online.

* The Coca-Cola system in Japan performance in Japan as of February 2022.
CCBJH Group offers 4 brands and 34 products

13

CSV REPORT 2022

CCBJH Group’s Products and Brands

14

VALUE CREATION STORYSECTION 1

FOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3

Financial Highlights

External Evaluations and Participation in External Initiatives

2021 Financial Highlights (consolidated; IFRS)

External Evaluations

Revenue

Business income

785.8

¥

（¥ billion）
800

792.0

billion785.8- 14.7¥- 21

billion（¥ billion）
5.0

¥

-14.7

0.2

400

-5.0

-7.0

200

-10.0

-14.0

-15.0

- 2.5
¥

billion（¥ billion）
1.5

2021

2020

Cash and cash equivalents at
the end of the year

110.5

¥

-2.5

2021

126.4

120

110.5

-3.0

60

20

-4.5

30

10

0

50

0

2021

2021

2020

2020

2021

Health & Productivity Management
Outstanding Organization 2022
White 500

New Diversity Management
Selection 100
Awarded in 2020

Nikkei Smart WorkManagement Survey
Awarded 4.5 stars in 2021

Nikkei SDGs Management Survey
Awarded 3.5 stars in 2021

Semi-Nadeshiko Brand
Received in 2021

L-boshi Certification
Awarded 2 stars in 2019

Tokyo Metropolitan Government
Women's Participation Awards
Awarded in 2021

Kurumin Certification
Received in 2011

work with Pride
Received the Gold rating inPRIDE Index for 2021

Tokyo Sports Promotion Company
Certification System
Certified in 2021

Sports Yell Company 2022
Certified as Sports Yell Company
2022 by Japan Sports Agency

Cancer Ally Award 2021
Received Silver

SSON Impact Awards Asia
Received Gold Award inBest Vendor Collaboration
Best Shared Services Team

* Awarded to CCBJH and some of its Group companies.
* Also received the Director’s Award for Excellence in Disability Hiring in 2019 from the Bureau of Industrial
and Labor Affairs and obtained ISO 14001 certification of our environmental management system.

Participation in External Initiatives

2022 Targets
Market share

Recurring cost savings

5

TargetValue share growth in vending
Balanced approach in OTC
with sustainable pricing in mind

47

billionControlled capex spending anddecrease YoY*Revised to account for the change in useful life of sales
equipment¥

billionWe are working to resolve social issues through participation in a number of external initiatives.

Capex

Target46¥

billionControl capex and monitor
market environment for
expanding investments gradually

Transformation continues
to deliver savings* Not including IFRS 16 non-cash items

Depreciation

CSV REPORT 2022

Green Purchasing Award 21st
Received the Grand Prize

25* Business Income is a measure of our recurring business performance that is calculated as costs of goods
and SG&A expenses are deducted from revenue, and other income and expenses which we believe arerecurring in nature are added and subtracted accordingly.

¥

CDP scores for 2021
Water security “A-”
Climate change “B”

40
30

TargetEcoVadis Sustainability
Questionnaire
Received Silver medal in 2021

50

（¥）
50

90

2020

2020

S&P/JPX Carbon Efficient Index

¥

-1.5

-6.0

-21.0

FTSE Blossom Japan Sector
Relative Index

Dividends per sharebillion（¥ billion）
150

-4.7

0

-11.7

0

Dow Jones Sustainability
Asia Pacific Index(DJSI Asia Pacific)

-21.0

2021

Net loss for the year attributable toowners of the parent

billion（¥ billion）
7.0

0

2020

Our initiatives to resolve social issues have been recognized by both the government and outside institutions.

Operating loss

600

0

15

VALUE CREATIONINITIATIVES

Annual dividends

Target50¥/shareSolid balance sheet allowing
stable dividend payout

The United Nations
Global Compact

The CEO Water Mandate

Task Force on Climate-related
Financial Disclosures (TCFD)

TCFD Consortium

Japan Climate Initiative

Sustainable PET Ratio

Target50%

About 60% reduction in CO2 perbottle, switching from virgin PET
bottle to 100% sustainable PET bottle*Sustainable materials refer to the total bottle-to-bottle recycled PET materials and plant-derived PET materials

Business for Marriage Equality（BME）

Business Support for LGBT
Equality in Japan*In addition, we aim to reduce overall greenhouse gas emissions to zeroby 2050, we have also endorsed the Green Transformation League
Basic Concept, published by the Ministry of Economy, and the Leading
Tenant Action Policy from the Ministry of the Environment, whichsummarizes companies’ efforts at decarbonization.

Details of External Evaluation and Participationin External Initiatives
https://en.ccbji.co.jp/csv/evaluation/

Financial Highlights, External Evaluations and Participation in Initiatives

16

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

SECTION 2

Inclusion
Our initiatives

Progress towards CSV Goals

Female managers by 2025

10%

Female managers by 2030

20%
* Baseline year is 2015

To promote women’s active participation, we have introduced sponsorships
and training for the development of female director candidates. The percentage
of female managers reached 6.4% in January 2022 as a result of our efforts torecruit recruit talented people from a wide range of internal and externalsources. Furthermore, we have set a goal of reaching 10% by 2025 and 20% by
2030 so as to build an environment in which women can actively participate.

Diversity and inclusion initiatives
The CCBJH Group has made the promotionof diversity and inclusion as one of its key
management priorities. We are creating adiverse workplace that meets the various
needs of our business environment, ourcustomers and consumers, and contributes
to the Group’s sustainable growth.
Simultaneously, we aim to create aworkplace where each and every one of
our employees with a wide range ofbackgrounds, can demonstrate theirabilities without losing their aspirations.
We also promote diversity at the
management level by welcoming diversity
on the board of directors, such as
nationality, gender, age, and experience, sothat we can consider and make decisions
on issues from various perspectives.
The Diversity and Inclusion Section
organizes and promotes company-wide
efforts through various initiatives. In
addition, each business unit implements its
own initiatives that are adapted to its
organizational characteristics.

SECTION 3

Highlights

To address the different needs of our stakeholders and ensure sustainable growth, we are focusedon developing diversified human resources. In addition, we are continuing to create a working
environment in which each and every employee can fully demonstrate their strengths, regardlessof their background or values.

Related CSV Goals

FOUNDATION FOR
VALUE CREATION

Medium-to long-term vision for diversity and inclusion
By respecting the diversity of our workforce, we will provide opportunities to enable all
employees to leverage their full potential, regardless of gender, age, disability, race,
nationality, sexual orientation, and other attributes, such as gender identity and expression,
ensuring that they are unaffected by factors that may restrict their ability to work.

Providing opportunities for all employees to leverage their full potential,
regardless of individual attributes and factors that may restrict their ability to work

Initiatives to increase the number of female
employees, managers and directors
We are working to foster female director candidates through systems andinitiatives such as the launch of the sponsorship program.
To increase the female manager ratio, we have introduced a selective
training program for management candidates and are recruiting talented
people from within and outside the company to achieve our target female
manager ratio by 2030.
Time is set aside at the annual company-wide people development review
meeting to focus on female employees and discuss female management
candidate appointment, their development status, and measures for further
development, if needed. In addition, we are working to achieve a 50% ratio of
female recruits and a 15% ratio of permanent female employees by 2025 aspart of our goal of increasing the number of female employees companywide.
Besides these efforts, we are developing Unconscious Bias and Inclusive
Leadership training. We aim to dispel preconceived notions about female
employees. Our company will enable
all employees to explore various
career paths. By doing so, we will
foster and establish an organizational
culture that understands and respects
diversity. Also, we are focused on
creating an environment in where
women can play an active role byexpanding the spousal maternity
leave system.
Diversity and Inclusion symbol “DEAR”

Factors restricting
ability to work

Individual attributes

GenderAge

Nationality

Sexualorientation
gender identity& expression

Race

Time

Disability

HealthLanguage* Unconscious bias is an unconscious assumption. Unconscious bias refers
to the unconsciously biased manner of looking at things in our daily lives.

Thinking about diversity and inclusion
Through my career of sales, marketing, and HR, I’ve come to realize that discussion amongindividuals with different values and backgrounds is necessary in order to create new ideas andnew ways of doing things. In that situation, to break out of the normal or “norm”, it is essential toto be open to different opinions and feel that one will not be rejected even if he/she is incorrect. As I am
now working closely with management, I am feeing the importance of diversity for the company’ssustainable growth and transformation. I’d like to continue working with everyone to create a workplace
where all employees, may thrive, including those with visible and invisible differences.
Senior Business Manager to CEO

Yuki Higashi

Toward achieving the goal of “20% of Female
Managers by 2030”
Our diversity and inclusion
As mentioned in our Mission, in order to deliver happy moments to everyone through our products, itis critical that we ourselves are composed of people with diverse values and backgrounds, and that weleverage our diversity to create a new value.
To accomplish this, we are taking a variety of steps, including increasing the percentage of women andfemale managers, improving LGBTQ awareness and fostering an environment where people with disabilities
can play an active role. We’re working hard to change our culture and consciousness so that differences arerespected rather than excluded, and new ideas can emerge.

Talent Development Manager

Risa Kinoshita
Diversity and Inclusion symbols for each division

Our female manager ratio was 6.4% as of January 2022.
In order to achieve the 2030 target of 20%, we set specific quotas for eachdivision in August 2021, based on the results of an analysis of the businesscharacteristics and current status of each division. In November, the Head of HR andGeneral Affairs explained to all employees the necessity and reasons for our current
focus on promoting women’s advancement. For this purpose, we have mentioned
the need of have human resources with varied beliefs and viewpoints who canrespect one another’s differences while also generating and implementing new ideas
and solutions through in-depth discussions.
We are making steady progress toward achieving a workplace where womencan play an active role through these initiatives.

Details of Inclusion initiatives

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CSV REPORT 2022

https://en.ccbji.co.jp/csv/inclusion/[Inclusion] Highlights

18

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Inclusion

GenderSECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Age/Generation

Female manager development
program

Initiatives to encourage male
employees to take maternity leave

Since 2021, we have been providing training for female
employees to advance their careers. Eligible female
employees learn the mindset and necessary skills forleadership through approximately six months of women’s
leadership training. The goal is for each individual to
become aware of their own strengths and challenges, andto take new actions toward career development. A total of
one day of training is also provided to supervisors offemale employees, contributing to the creation of an
inclusive corporate culture that encourages the promotionof women. We continue tobuild a platform wherefemale employees canconsult with each other on
issues related to theirleadership roles after the
training, thereby
supporting the success offemale employees.

Prior to the implementation of national legislation, we
created our own childcare leave system to make it easierfor male employees to take childcare leave. In addition, inorder to make it more convenient, we extended thetimeframe for taking leave from the initial three months to
one year from 2022. This increases the flexibility in taking
leave based on necessity, making the system moremeaningful.
Since 2018, we’ve been promoting a project called“Papa Apron” to raise awareness of male parental leaveand encourage its use. The managers subsequently
present it to the male employees who have become
fathers at meetings and other occasions to congratulatethem and encourage them to take the leave. We continue
to focus not only on creating systems, but also on thestrategy and behaviors that will enable these systems to
be used.

Nurture next-generation leaders (CCUJ)GET English proficiency program

Based on the CCBJH Group’s belief that “Business as usual
is not an option”, Coca-Cola University Japan (CCUJ), a
program to nurture next-generation leaders, was launchedin 2020 with the goal of fostering next-generation leaders
who will drive the transformation and future growth of the
Coca-Cola system in Japan, as well as create new value inthe beverage market.
CCUJ is separated into three leadership levels:
department managers, supervisors, and general staff.

We support our employees in developing their English
skills and advancing their careers.
We are implementing the Global English Transformation(GET) English proficiency program for employees in their
20s and 30s in order to more proactively communicate
CCBJH Group’s initiatives overseas while also absorbing
knowledge from outside Japan and applying it to our daily
activities and business.

Creating inclusive workplaces with diverse values
Driven by its senior management, the CCBJH Group is promptly and flexibly promoting the creation of workplaces in which
diverse employees can demonstrate their abilities. These efforts have been evaluated and highly rated by various external
assessments of the working environment at the CCBJH Group.
The New Diversity
Management Selection 100
2020 Selection

Nikkei Smart WorkManagement Survey
Awarded 4.5 Stars in 2021

Nadeshiko Brand
Selected as a “Semi-Nadeshiko”
brand in 2021

L-boshi Certification
Awarded 2 stars in 2019

Initiatives on International Women’s Day
On March 8, International Women’s Day (International Women’s Day), CCBJH held aninternal event to discuss gender equality. At the event, employees learned about the
CCBJH Group’s active commitment to diversity and gender equality, with the promotionof diversity and inclusion as one of the priorities in its management strategy. In addition,
male employees who have taken maternity leave and female managers took the stage to share
their learning through their experiences with flexible work styles, workplace environment, andmotivation for female employees to take an active role and advance their careers, providing an
opportunity for the participating employees to envision their desired work styles and careers.
We continue to make efforts to create an environment where each employee with diverse
backgrounds can demonstrate their abilities, grow, and feel proud to be an employee of the
CCBJH Group while being highly motivated to perform to their fullest.

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CSV REPORT 2022

March 8th
国際女性デーInternational Women's Day

Tokyo Metropolitan
Government Women’sParticipation Awards
Awarded in 2021

Kurumin Certification
Received in 2011

work with Pride
Received Gold rating in PRIDE
Index 2021

Selected as one of the New Diversity Management Selection 100 by the
Ministry of Economy, Trade and Industry (METI), which recognizes advanced
efforts made by companies that link diversity promotion to business results.
In a survey conducted by Nikkei, outstanding companies that increaseorganizational performance, including productivity, through the realization ofdiverse and flexible work styles are evaluated on a 5-star scale. We wererecognized with 4.5 stars.
For three consecutive years, we have been selected as one of the “SemiNadeshiko Brands” in the “Nadeshiko Brands” event, a joint effort by the Ministryof Economy, Trade and Industry (MEIT) and the Tokyo Stock Exchange to selectlisted companies with excellent performance in promoting women’s advancement.
We were awarded 2 stars by the Minister of Health, Labor and Welfare(MHLW) for our outstanding implementation of initiatives to promote women’s
advancement.
Under the guidance of the Tokyo Metropolitan Government, we were awarded
the Grand Prize for the commitment to promoting women’s participation
toward the fulfillment of a society in which all women can select varied waysof life based on their motivation and talents.

We received “Kurumin Certification” from the Ministry of Health, Labor andWelfare (MHLW) as a company that provides child-rearing support.

We received a Gold award from work with Pride. The award was for initiatives
in five areas, including the Work with Pride Policy (Declaration of Conduct)and establishing a welcoming environment for LGBTQ+ employees.

[Inclusion] Gender, Age/Generation

20

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Inclusion

Disabilities

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

LGBTQ
Employment rate of persons withdisabilities*

Being active at a special subsidiary
In order to support people with disabilities, we continue toemploy more individuals with disabilities than the legally
mandated employment rate and are developing various
other initiatives. The special-purpose subsidiary establishedin 2019 offers a variety of work positions, including laundry,clerical, and sales equipment parts washing, creating abusiness environment where each individual may
demonstrate his or her unique qualities and abilities. In
addition to their sporting endeavors, the four para-athletes
and deaf athletes at the company contribute to the local
community by providing lectures about disabilities as well
as diversity and inclusion to schools and community groups.
In addition, we have reached a comprehensive
agreement with Nippon Sport Science University regarding

2021 As of June 1
the active participation of
persons with disabilities. Under
this agreement, the company andthe university are developing
programs to support the active participation of people
with disabilities.
Our initiatives and achievements have been externallyrecognized with awards such as the Tokyo Excellent
Company Award for Employment of People with
Disabilities in 2019 and recognition of the company’s
proactive initiatives to develop the skills of and improve
the treatment of people with disabilities.
We will continue to foster an environment where people
with disabilities can play an active role and realize a society
where diversity is respected.

2.39

%

* “Report on the Employment Status of People with Disabilities” submitted to Directorof the Public Employment Security Office with jurisdiction.

Efforts to instill internally

Various measures

We focus on raising awareness through training, talksessions, and sponsorships with external organizations toensure that all employees have accurate knowledge of
LGBTQ issues to foster an environment where diversity isrespected and discrimination is avoided, both inside andoutside the company.
We specifically provide awareness training for all
employees, unconscious bias* training for managers,
regular interactive chat sessions with outside experts,
sponsorship of NPOs, and participation in Rainbow Prideevents in various regions.

As an initiative to promote diversity and inclusion (D&I),
the CCBJH Group amended the definition of a “spouse” inthe company regulations (such as Employment
Regulations) in January 2020 to provide equal
opportunities for employees with diverse lifestyles,
including LGBTQ employees. This allows all employees totake advantage of welfare benefits, such as childcare leaveand family care leave, regardless of the gender of theirpartners or their marital status.
Furthermore, we also amended our Human Rights
Policy and D&I Policy to include gender identity andexpression in addition to sexual orientation. These policies
are set forth not just in terms of physical traits, but also ina manner that is consist with the diversity of “mind” and“character”.
In October 2021, we launched an LGBTQ consultation
service, where not only the employees but their managers
can seek help and guidance on LGBTQ related topics.

Major internal and external Initiatives
LGBTQ E-learning program

Highlighting para-athlete activities
Clerical work

Uniform laundry
dutiesCleaning operations
for equipment
components​

Katsuji Takashima, a para-athlete employee, competed in
the Tokyo Paralympics 2020 as a member of the Japanesepara-equestrian team.
After a fall from a horse while riding for JRA andundergoing rehabilitation, Katsuji Takashima joined ourcompany as a para-athlete employee with the goal ofcompeting in the Paralympics. He was able to attain his
aim while juggling work and competition.
Colleagues are proud to see a fellow employee standingon the world’s biggest
stage with the Japaneseflag. In addition, thesupport initiative using
in-house SNS etc. also
helped increase the Group’s
sense of oneness.
We are committed toassisting our para-athlete
employees in balancing
their work andcompetition whilepursuing their dreams andgoals.

Interview with Kotaro Suzuki, whoworks for a special subsidiary

21

CSV REPORT 2022

Kenjiro Ozaki

Online application for partnership registration
Participation in Tokyo Rainbow PrideParticipation in “Rainbow Mapping” of
Kyushu Rainbow Pride

Exhibit a booth jointly with
Coca-Cola Japan in Tokyo
Rainbow Pride​[LGBTQ endorsement]
In December 2020, we
announced ourendorsement of
Business for Marriage
Equality (BME), a
campaign calling for companies to support marriage
equality. BME works to raise the visibility of companies
that support the legalization of same-sex marriage(marriage equality) in Japan.
In June 2021, we endorsed the “Business for LGBT
Equality Declaration,” a multinational signature
campaign for enacting legislation against discrimination
based on sexual orientation and gender identity and for
creating an inclusive workplace and society where
everyone is treated equally.

Special rainbow design
Coca-Cola Label

LGBTQ internal online events

Ozaki Please tell us about your job, Mr. Suzuki.
Suzuki When I first joined the company, I only washed components of vending
machines, but now I also clean dispenser panels, organize incoming
letters of the company, and do clerical work.
Ozaki You clean the components of time-consuming sales equipment, as wellas support administrative work, which has been quite helpful for us. Mr.
Suzuki, please tell us about your working environment.
Suzuki Everyone is nice and smiling, and I enjoy working every day. I like myworkplace and want to work here for as long as I can.
Coca-Cola Bottlers Japan Business Services Inc.
Business Support Department Manager

Online events to promote understanding of LGBTQ

Business support staff

Kotaro Suzuki

So far, CCBJH has organized two internal online events focusing on LGBTQ
issues, introducing the CCBJH Group’s LGBTQ initiatives and inviting guests
from outside the company. At the events, our staff and guests engaged in a
vibrant exchange of ideas during a crosstalk session, which was highly valued byparticipants. We will continue to host similar events on a regular basis to enhanceawareness and penetration of LGBTQ issues.
[Contents]
Current status of LGBTQ in Japan
Introduction to case studies of other companies’ initiatives
D&I of the CCBJH GroupCrosstalk between guest speakers from outside the company and our employees[Inclusion] Disabilities, LGBTQ

22

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Communities
Our initiatives

Progress toward CSV Goals

Zero/low-calorie options for core brands

100%

FOSHU/functional product growth (compared to 2016)

300%

Front-of-package calorie label andstraightforward nutritional information
Observation of The Coca-Cola Company
Responsible Marketing Policy

100%
100%
10%

Employee volunteers
Participants in community programs

1,000,000

FOUNDATION FOR
VALUE CREATIONSECTION 3

Highlights

Our aim is to develop sustainable communities and work toward solutions for social issues while
maintaining communication with communities.

Related CSV Goals

SECTION 2

In order to familiarize people with our CSV
programs, we sponsor lectures, online plant
tours, and lectures at schools, all of whichfacilitate lively two-way communication
between us and local residents.
We encourage local residents andemployee volunteers to engage in grassland
restoration and forest conservation
activities to protect the watersheds thatprovide water to our 17 bottling plants.

* Baseline year is 2015 and target year is 2025 unless otherwise stated.

Number of SDG
Seminars Held

Local seminars on the Sustainable Development Goals (SDGs)
As interest in SDGs increases, our dedication to achieving these goals has led us to engage in newefforts. We have developed a series of lectures and presentations at schools in order to introduce
our CSV activities. We will continue to focus on communication with local communities as we
devise new approaches to our goals.

CCBJI is positioning its plant tours as venues for directcommunication with customers, consumers, and otherstakeholders. Plant tours were suspended in February
2020, but in June 2021, CCBJI started online plant tours.
These online tours allowed people who were unable totravel to our plants to have a similar, virtual experience.
During these online tours, participants learn about thehistory of Coca-Cola and the manufacturing process, aswell as the sustainability program and the new Hiroshimaplant. The tour guides give quizzes and allow time forquestions, so that the participants feel almost like anin-person tour. In addition to allowing people to enjoy aplant tour with family or friends at home,these online tours are also used as learning
opportunities for social studies classes inschools.
We will continue to offer online tours asimportant venues for two-way
communication with our stakeholders.

An online plant tour

24

2021
More than

Plant tours for new lifestyles

seminars

4,900

participants

In July 2021, CCBJH was invited to give the keynote lecture at a workshop held at
Tokyo’s Toyosu Market under the theme of “Trends in the Recycling of Plastic
Resources and Measures Against Marine Waste: What We Can Do at Toyosu Market.”
The title of the keynote lecture was “How the Coca-Cola System Addresses SDGs.” In
his keynote lecture, Ryuichiro Maruyama, Head of CSV Department, described thepriority issues in the Coca-Cola System Sustainability Framework, including thebottle-to-bottle initiative, and engaged in lively discussions with people involved withthe market.
In July 2021, employees held a special online seminar about recycling PET
bottles for students at Anjo Nishi Junior High School in the city of Anjo,
Aichi Prefecture. Held at the request of Anjo’s municipal government, theseminar, aimed at third-year students, emphasized learning about two SDG
themes “Goal 12 “Ensure sustainable consumption and production patterns”
and Goal 14 “Life below water.” The presenters provided easily understood
explanations through a series of quizzes.

In September 2021, employees of the vending Shiga SC were invited to Aketomi
Junior High School in Moriyama, Shiga Prefecture to give first-year students a classon the environmental efforts of the city of Moriyama and our company and on PET
bottle recycling. The presenters received many messages from the students, whoroutinely learn about SDGs and climate change. These messages included
statements such as “I didn’t know that my own actions are linked to worldwide
movements” and “I want to support 100% recycling, too.”

In November 2021, employees went to Higashi Fukuoka Jikyokan Junior HighSchool, part of the private school Higashi Fukuoka Gakuen in the city of Fukuoka,
Fukuoka Prefecture, to conduct an exploratory lesson for second-year students,“What We Can Do to Achieve SDGs: Learning from the Example of Coca-Cola.”
In August 2020, Higashi Fukuoka Gakuen and our company issued their “Joint
Statement on Efforts To Meet SDGs,” stating their future intentions of building abetter world through common efforts at sustainability.

Used in social studies class

Guides in the plants explain to participants remotely

CCBJI Museum completed in the Tama plant tour area
In January 2022, the CCBJI Museum was completed at
the Tama Plant in Higashi Kurume, Tokyo, by
remodeling a tour facility. It is a future-oriented
museum that also looks back at the history of CocaCola in Japan as well as how CCBJI was founded.
The interior of the Museum is divided into a
History Area, which presents the history of Coca-Colaand the bottling companies, and a Blue Sky Photo
Area, which displays photos of the delivery trucks that
operate in our business areas.
* Museum tours for the general public will be permitted when in-person
tours are resumed at the Tama plant.

History Area

Blue Sky Photo Area

Details of Communities initiatives

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CSV REPORT 2022

https://en.ccbji.co.jp/csv/community/[Communities] Highlights

24

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Communities

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Contributions to the Local Community

Addressing local issues in cooperation
with industry, academia, government,
and the private sector
The CCBJH Group collaborates with local governments,
educational institutions, private organizations, andindustries to support youth-led workshops and activities,
as well as awards systems and other programs foraddressing local issues and achieving SDGs.
Since 2017, we have cooperated with the city of Sendai
in Miyagi Prefecture to offer the Sendai Youth Award torecognize outstanding efforts by youth organizations that
contribute to solving social issues and achieving SDGs.
Youth-led activities aimed at solving social issues haveproliferated in the so-called “Academic City Sendai,”
especially since the Great East Japan Earthquake in 2011.
At the fifth award ceremony in 2021, eight teams of
finalists gave online presentations.
CCBJH is supporting the creation of an environment
where cooperation among industry, academia,
government, and the private sector can actively work
toward solutions for local issues.
T he Sendai Youth Award (Miyagi Prefecture) DGs Workshop, Mie Mirai (Mie Prefecture)S
SDGs Workshop Mie Mirai is held as a collaborative effort among Mie
Prefecture, Dr. Masao Aoki’s
research lab (Faculty of
Humanities, Law andEconomics, Mie University),
the nonprofit organization
MBridge, and CCBJI. In thisevent, participants sought
ideas to increase Mie
Prefecture’s attractivenessand solve its problems
through dialogue, andenvisioning a happy future.

 hallenge Internship (Fukushima Prefecture)C
Since 2016, we have cooperated with Fukushima Prefecture’s
Challenge Internship Project, aimed at fostering the development ofyoung people who will be
actively involved in thecommunity and to revitalize
the region.
This project supports
young people’s education andexperiential learning throughinternships with local nonprofit organizations. Throughthese internships, young
people learn about regional
issues and the attractive
advantages of the prefecturewith an eye toward helping tomold the future of Fukushima.
CCBJH collaborates with theprefectural government andthe Fukushima Local Activities
Support Center in supporting
this project.
 IYAZAKI SDGs ACTION (Miyazaki Prefecture)
M
In Miyazaki Prefecture, high school and university students, use
indices and words shared withthe companies that support
Miyazaki’s economy to learn
and consider what asustainable economy andsociety should look like.
CCBJH is one of thecompanies that cooperates
with this Miyazaki SDGs
Action project. High school
students, university students,
and young workers form asingle team to spend half ayear drawing up a vision for
the future, based on various
themes, and then creating,
implementing, and presenting
action plans.

A Cooperative Partner in Supporting theDevelopment of Our City

25

CSV REPORT 2022

Scholarship program[Company sports]
Administered by the CCBJH Group the Coca-Cola Red
Sparks field hockey team is based in Hiroshima and is amember of the Hockey Japan League (HJL).
In 2021, seven members of the Coca-Cola Red Sparks
team participated in the Tokyo 2020 Olympics torepresent Japan. The team also took a second place in the
Prince Takamado Trophy 2021 Women’s Hockey Japan
League and the 82nd All-Japan Women’s Hockey
Championship.
In recognition of these achievement, team member Aki
Mitsuhashi received the Shield of Honor from her
hometown, Kurihara in Miyagi Prefecture, while teammates
Natsuha Matsumoto and Kanon Mori received the Shiga
Prefecture Award for Excellence in Sports from their home
prefecture and were named Shiga Sports Ambassadors. In
addition, team member Emi Nishikori received the Seiichi
Kishi Special Honorary Award from Shimane Prefecture.
The Coca-Cola Red Sparks hockey team not only
delivers excitement to local fans but also proactively
participates in local events as part of helping to build
vibrant communities.

Coca-Cola’s scholarship aid
program dates back to 1966. Asan affiliate of The Coca-Cola
Foundation, CCBJH supports
grant-based scholarships tofoster the development of
top-caliber young people who
can contribute to the local
community. In addition toprospective undergraduate
students, students who plan to
An online screening session
enter graduate school to workon sustainability and SDGs are also eligible for scholarships.
Going forward, we continue to focus on supporting highschool students with high academic achievement and strong
aspiration but are facing difficulty in pursuing higher
education for financial reasons. We will also support
undergraduate students who engage in more specialized
research in environmental issues, especially in areas related
to global and environmental resources.

Ichimura Nature School in Kyushu* The National Sports Festival and the All-Japan Masters Hockey Tournament havebeen suspended.

The Coca-Cola Red Sparks field hockey team[Company Ambassadors]
The CCBJH Group has appointed Shotaro Tsuoka as
Company Ambassador. Tsuoka aspires to join the 7-man
rugby team that will represent Japan in the 2024 Paris
Olympics. As a result of CCBJH’s support, Tsuoka, a major
member of the team, will be able to concentrate oncompetitions.

As part of efforts to help reform children’s education, CCBJH
was involved in the establishment of Ichimura Nature School,
which has as its basic principle “Learning from the Earth toenrich our lives.” The Nature School provides a place wherechildren can develop a sense of
independence and social skills,
and nurture qualities such asproactiveness and creativity
through activities such as
cultivating and harvesting crops
and working together as a team.
They spend the 8 months
between the end of March andthe beginning of December withpeers and staff members in alovely natural setting near the cityof Tosu in Saga Prefecture.

Giving courage, energy, and inspiration

CCBJH and our city share a common aspiration to provide further support to young people whoare concerned with solving local and societal issues, and to that end, we have instituted the Sendai
Youth Award. We have many educational institutions, including universities, with one of the highest
percentage of students in its population of any government-designated city in Japan. Given theconcentration of young people in this city, we believe that we can leverage their flexible thinking anddedicated action for building the future of our city. It also serves as a driving force for the growth of ourcity.
We sincerely hope that CCBJH will continue to act as a partner in promoting young people’s
successful involvement in creating the city’s future.
Mayor of the city of Sendai, Miyagi Prefecture

Energizing communities through sports

Kazuko Kori

My name is Shotaro Tsuoka, and I have been a CCBJH Group Company Ambassador since
October 2021. I am currently a member of Japan’s 7-man rugby team. Last year, I
participated in the Tokyo 2020 Olympics, not as a regular team member but as analternate. Now, With that bitterness in mind, I am working hard with an eye toward making theParis Olympics team as a regular member and winning a medal.
These are tough times due to COVID-19 but I hope to give courage, energy and inspiration to
everyone by accomplishing goals one by one and sharing with you the progress I am making
toward the Paris Olympics. I thank you for your continued warm support.
Company Ambassador

Shotaro Tsuoka
Shotaro Tsuoka training in Japan[Communities] Contributions to the Local Community

26

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Communities

Working with the community on water
replenishment

Maintaining the Aso Grasslands, thewater source for the Kumamoto Plant

In the Coca-Cola’s “Learn from the Forest” project, local
residents living near our plants and our employees learn
about the importance of irreplaceable water resources
through working together on tree planting, forest thinning,
rice planting and harvesting, and wood crafting. In April
2022, for the first time in 3 years, volunteers from Ebino
and employees of the Ebino Plant joined forces to work on
forest conservation.
Water is an essential resource for our business, and wewill continue to join forces with local residents near our 17
plants to promote water replenishment activities.

CCBJI was selected as the first recipient of the Certificate of
Recognition for Corporate Supporters of the Aso Grasslands,
which acknowledges companies and organizations that havemade active contributions to Kumamoto Prefecture’s Aso
Grasslands Maintenance Program. The certificate waspresented to the Kumamoto Plant manager by the governorof Kumamoto Prefecture at the prefectural office.

Support for communities

Manufacturing
plantsLocations of watershed
conservation activities

Manufacturing
plantsLocations of watershed
conservation activities

Zao Plant

Zao-machi, Katta-gun, Miyagi

Akashi Plant

Tamba-Sasayama, Hyogo

Saitama Plant
Iwatsuki Plant Katashina, Tone-gun, Gunma

Oyama Plant

Houki, Saihaku-gun, Tottori

Ibaraki Plant

Ishioka-shi, Ibaraki

Hiroshima Plant

Mihara, Hiroshima

Tama Plant

Higashi-Kurume, Tokyo

Komatsu Plant

Saijo, Ehime

Ebina Plant

Atsugi and Ebina, Kanagawa

Tosu Plant

Tosu, Saga

Hakushu Plant

Hokuto, Yamanashi

Kiyama Plant

Kiyama, Miyaki-gun, Saga

Tokai Plant

Ena, Gifu

Kumamoto
Plant

Aso and Ozu, Kikuchi-gun,
Kumamoto

Kyoto Plant

Ujitawara, Tsuzuki-gun,
Kyoto

Ebino Plant

Ebino, Miyazaki

In April 2022, CCBJI signed a contract
to enter into a three-way partnershipwith the Tokyo Metropolitan
Government and the Local
Partnership Support Center based on
the metropolitan government’s
Tokyo Greenship Action project. The
aim is to promote projects thatinvolve with nature andenvironmental conservation in thewatershed of Tama Plant.
Going forward, we will work
together with the metropolitan
government, as well as Tokyo
Environmental Public Service Corp.,
the city of Higashi-Kurume, andHigashikurume Fureai Volunteer tocarry out activities.

27

CSV REPORT 2022

FOUNDATION FOR
VALUE CREATIONSECTION 3

Partnering with local governments andorganizations to address regional issues

Since 2016, CCBJI has been in partnership with Second
Harvest Japan, the country’s first food bank (a member of
the Japan Food Bank Association) and the National Food
Bank Association to cooperate with local food banks insupplying regular supplies of beverages to institutions thatprovide meals for children and other social welfare
institutions. Food banks are organizations and programs
that collect discarded food that is still of good quality andreceive donations from companies. They then deliver the
food to social welfare institutions and people who are inneed.
In 2021, Coca-Cola donated 11,063 cases (262,382
bottles) of beverages to organizations in twenty
prefectures.

In 2021, the CCBJH Group entered into agreements withlocal governments and organizations in its sales areas toaddress local issues, provide emergency product supplies
during disasters, promote tourism, and facilitate SDGs. It is
hoped that these comprehensive agreements would
facilitate ties with the company’s stakeholders.
In order to create value through our beverage business,
we are working on addressing local issues in our sales
areas.
S
 upport for Zenshiren* disability care
In the Coca-Cola System, including the CCBJH Group, we donate a
portion of the proceeds of sales fromvending machines with the Zenshiren
sticker to Zenshiren, an organizationthat promotes greater social
participation for disabled people andan increase in facilities for disabledchildren and adults. This program
began in 1980 and has continued forover 40 years.
* National federation of the physicallydisabled and their parents associations

Presentation of the certificate (right: the governor of Kumamoto Prefecture)

Since 2011, toward solving the social issues ofdecreasing grassland area, lack of manpower and aging
population involved in restoration projects, we have been
supporting the Aso Grassland Restoration Project, whichworks to preserve and restore the Aso Grasslands
environment. For many years, we have continued toprovide grants to the Project and have supported
company employees who volunteer for field burning.
Field burning helps to restore and maintain thegrasslands and makes a major contribution to grassland
water retention and recharging functions, maintenance ofthe grassland landscape, elimination of harmful insects,
and preservation of the living environments of endangered
species. The Aso region is home to 56 endangered speciesof animals and plants, including Polemonium caeruleum,and our support for grassland restoration has led to theprotection of diverse life forms.
In addition to Aso Grasslands restoration, we also
support employees at the Kumamoto Plant in theirinvolvement in other projects in the watershed, such as
forest conservation and rice field flooding. CCBJI willcontinue to support water replenishment activities at its
plants and create an environment where employees canactively participate in volunteer activities as a means ofsolving local issues.

SECTION 2

Photos sent from all over as tokens ofappreciationT able for Two Donation-type Vending Machine
As a collaborative project to help meet SDGs, CCBJI installed a“Table for Two” (TFT) vending machine at Hamamatsu KaiseikanHigh School in Shizuoka Prefecture. This initiative was driven by
the desire of students to support efforts to address the global
social issue of hunger. A portion of the sales from this vending
machine are donated to the anti-hunger organization Table for Two
and are used to fund school meals
for children in developing
countries.
CCBJI will continue to work with
Hamamatsu Kaiseikan High School
to consider what can be done in the
future to achieve SDGs.

Donations in 2021

11,063cases

262,382

bottles* The mission of Table for Two (TFT) International is to eliminate food inequality inthe form of hunger and malnutrition and to improve the health of people in bothdeveloping and developed countries at the same time.

A Joint Message about SDGs
The first program of the Nagoya City University (NCU) SDGs
Center was a joint effort between students of Professor Yasuhiko
Ito of the Faculty of Humanities and Social Sciences, who aim tocreate a sustainable society, and CCBJI, which aims to create asociety where plastics are recycled.
The wrapped vending machine withthe message ”Protect the Oceans!”
was designed by the students, andinstalled by CCBJI.
This vending machine has
motivated the creation ofopportunities to learn about SDGs.

L ocal assistance during natural disasters
We have prepared for large-scale natural disaster by entering into
disaster relief agreements with 1,062 organizations (as of the endof 2021) in our sales areas. The provisions include prioritizing
supplies of drinking water to emergency shelters and providing
beverages from vending machines free of charge during disasters,
so that people in the areas impacted by the emergency can rapidly
access drinking water.
Employees engaged in field burning

We have received a large number of letters from grateful recipients.

[Communities] Contributions to the Local Community

28

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Resources
Our initiatives

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Highlights

In order to make effective use of valuable resources in a sustainable manner, we will makecontinuous devise and improve ways to contribute to environmental protection.

Progress toward the CSV Goals

Related CSV Goals*1

50%
2
100%
Sustainable materials* usage by 2030
Ratio of products using sustainable materials*2 (number of bottles sold) 100%35%
Further lightweight PET packaging by 2030 (compared to 2004)
100%
Collection percentage compared to sales volume by 2030

Enhancing Climate Change Initiatives

Sustainable materials*2 usage by 2022

Extensive partnerships across industry and environmental organizations by 2030
Water source replenishment, focusing on watersheds near our plants 200%
Water usage reduction by 2030
Scope 1 and 2 reduction in greenhouse gas emissions by 2030
Scope 3 reduction in greenhouse gas emissions by 2030

30%
50%
30%

We have set a target of reducing
greenhouse gas (GHG) emissions to net
zero by 2050, and we are striving to
reduce GHG throughout our supply
chain. We have promoted the bottle-tobottle project to achieve our target of
50% sustainable material* usage by2022, and achieved 40% in 2021. We
have also made definite progress toward
our targets for water usage reduction
and water replenishment.

Endorsement of the TCFD recommendations
In February, 2022, we endorsed the recommendations by the
Task Force on Climate-related Financial Disclosures (TCFD)
and participated in the TCFD Consortium, a forum fordiscussion among the supporting firms and financial
institutions. Based on these recommendations, we will analyze
the financial impact of climate change-related risks andopportunities, consider measures to address them, and strive
for enhanced information disclosure from the perspectives of
the core elements of governance, strategy, risk management,
and indicators and targets.

The Ministry of Economy, Trade and Industry established the
GX League as a forum for companies, government, andacademia working on Green Transformation (GX), which is atransformation of the entire economic and social system
toward achieving carbon neutrality by 2050, to collaborate indiscussions toward GX and implement new market building.
We stand in agreement with the GX League Basic Concept,
the basic guideline for promoting GX, and will continue towork toward achieving a decarbonized society.

Participation in and support of the Japan Climate
Initiative
In March, 2022, we endorsed and participated in the
declaration of Japan Climate Initiative (JCI), a network ofcompanies and local governments in Japan promoting climatechange action. We will continue to strive to achieve the GHG
emissions reduction targets set by the Coca-Cola System inJapan by 2030.

Net zero in greenhouse gas emissions by 2050
Promotion of renewable energy*1 Baseline year is 2015 and target year is 2025 unless otherwise stated.
*2 Sustainable materials refer to the total bottle-to-bottle recycled PET materials and plant-derived PET materials

Greenhouse gas reduction targetsof The Coca-Cola System in Japan

Endorsement of the GX League Basic Concept

Greenhouse gas (GHG) reduction targets of The Coca-Cola system in Japan
Announced in October 2021

Concrete Actions

In October 2021, the Coca-Cola System in Japanestablished a target to reduce its Scope 1 and 2
greenhouse gas (GHG) emissions by 50% and Scope 3
emissions by 30% (both compared to 2015) by 2030
across its entire value chain in Japan.
The Coca-Cola Company and The Coca-Cola system inJapan are working to reduce GHG emissions across their
supply chains following absolute GHG reduction targets
based on the Paris Agreement and scientific evidence atthe same time as growing their businesses. Our goal is toreach net zero GHG emissions worldwide by 2050.
The new GHG emissions reduction target weformulated aims to quantify the total GHG emissions, both
direct and indirect, from the activities of the Coca-Cola
System in Japan based on the SBT Initiative*, and to
reduce the absolute amount of Scope 1, 2 and 3 GHG
emissions in each domain. This target is unique to the
Coca-Cola System in Japan and is higher than the level set
by The Coca-Cola Company to achieve worldwide (25%reduction compared to 2015 across the entire value chain).
The Coca-Cola System in Japan will continue to work
to reduce Scope 1, 2, and 3 GHG emissions in all domains
going forward and will actively contribute to theachievement of the Japanese government’s GHG reduction
target (46% reduction in emissions compared to fiscal 2013
by fiscal 2030).

Solar panels were
installed at the plant tour
facilities of the Tokai,
Hiroshima and Ebina
factories to supply
electricity. Transparent
solar panels were
installed at the Hiroshima
factory completed in
October 2020
Streamlined delivery routes
to customers, practiced
eco-friendly driving,promoted switch to low
fuel consumption vehicles
such as EVs and hybrids,
and adopted smaller sales
vehicles(Other indirect greenhousegas emissions)

We adopted 100% recycled
PET bottles for I LOHAS
Natural Mineral Water fromMarch 2020 and Coca-Colaand Georgia from May 2021.
Using 100% recycled PET
resin in key flagship products
offer an estimated reduction
in GHG emissions ofapproximately 60% perbottle, or approximately
26,000 tons per year across
The Coca-Cola system inJapan.**Total for all affected products,
estimated for 2022 by
Coca-Cola (Japan) Company
based on the shipments in 2021.

*The calculation of greenhouse gas emissions at the company level is consistent withthe greenhouse gas protocol standard (company emissions and company value
chain; Scope 3 standard), a best practice standard for company greenhouse gas
emissions administered by the World Business Council for Sustainable Development(WBCSD) and the World Resources Institute (WRI).

Details of Resources initiatives

29

CSV REPORT 2022

https://en.ccbji.co.jp/csv/environment/[Resources] Highlights

30

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Resources

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Packaging/PET
DesignAiming for a World Without Waste

Three core elements of 2030 Packaging Vision[2030 Packaging Vision]
In 2018, The Coca-Cola Company established the global
target of achieving a World Without Waste in order toreduce environmental impacts. To achieve this target, inJanuary 2018 the Coca-Cola System in Japan establishedthe 2030 Packaging Vision, and in July 2019 an update to
the previous target to be achieved ahead of schedule.
[Three core elements and Roadmap]
The 2030 Packaging Vision consists of three pillars:
Design, Collect, and Partner. Each pillar sets specifictargets and we are making steady progress with activities
aimed at 2030.

DesignDesignCollect

Partner

We are promoting bottle-to-bottle recycling to increase the usage of sustainable material to at least 50% by 2022 and 100%by 2030, while aiming for the complete introduction of PET containers that eliminate the use of new fossil fuels.

Collect

Our aim by 2030 is to be able to recover a volume of PET bottles equivalent to that of the products we sell in Japan.

Partner

We are working to build and maintain more robust recovery and recycling schemes through collaboration with the national
and local governments, the beverage industry, and our communities.

The Coca-Cola system in Japan expects*1 to reduce
petroleum-based new plastics by around 29,000 tons andgreenhouse gas emissions by around 26,000 tons annually
overall through various initiatives.
[The Coca-Cola system in Japan Initiatives]
In 2021, we achieved 40% sustainable materials*2 used in
PET bottles in the domestic soft drinks business.
We use sustainable materials*2 in more than 90% of the
PET bottle products (number of bottles sold) sold inJapan.
As of February 2022, we have introduced 100% recycled
PET bottles in in 5 brands and 37 products*3 including
flagship products such as Coca-Cola.
We first released labelless products in April 2020 andtoday they are used for 8 brands and 18 products suchas “I LOHAS.” We plan to steadily expand these productsin the future.
From spring 2021, reduced the packaging weight of
700ml Coca-Cola PET bottles from 42g to 27g
In April 2022, Coca-Cola and Coca-Cola Zero Sugar
100% recycled 350ml PET bottles, 2g lighter than theconventional labelless bottles of the same size (bottle
weight 21g).
*1	Total target products and 2022 sales forecasts based on 2021 shipment results
represent preliminary calculations by Coca-Cola (Japan) Company.
*2	Sustainable materials refer to the total bottle-to-bottle recycled PET materials andplant-derived PET materials*3	The Coca-Cola system in Japan performance in Japan as of February 2022.

[Cooperative bottle-to-bottle venture with a local
government]
In April 2022, we entered into a communityrevitalization comprehensive partnership agreementwith the town of Yoshimi in Saitama prefecture. The
first step will be a cooperative bottle-to-bottle
business where used PET bottles will be collected ina Yoshimi processing facility then broken down andwashed. After that, the recycled raw materials will be
used in our Saitama Plant to make containers for
Coca-Cola products.

Partner[Cleanup activities in the community]
In October 2021, The Coca-Cola system in Japan and the
CCBJH Group participated in the ICC* initiative andconducted cleanup activities of each area with thecooperation of NPO green bird while utilizing the garbage
picking social media site Pirika. On the day of the event, weposted and visualized
cleanup activities nationwide
to Pirika in a timely manner
to enhance the sense ofsolidarity among employees
working across Japan.

2030 Packaging Vision of The Coca-Cola system in Japan—Roadmap and Results(Updated June 2022)* International Coastal Cleanup (ICC) is the world’s largest coastal cleanup campaign
established as an environmental education center for marine life and launched by theUnited States’ largest marine conservation organization. It collects coastal garbage data
in a standard way around the world and uses it to resolve the world’s garbage issues.

100% recycled
PET bottles

Collect

Partner[Participated in Japan’s first bottle-to-bottle recycling
field test at Roppongi Hills in collaboration with Mori
Building]
In November 2021, Coca-Cola Japan and CCBJI
participated in a bottle-to-bottle recycling field test for thedevelopment and sustainable operation of resource
circulation models at businesses in urban areas.
This field test is Japan’s first initiative to establish a
new resource circulation model for business-based PET
bottles at Roppongi Hills managed by Mori Building. This
field test aims to build and operate a new resource
circulation system thatcan promote behavioral
changes in consumers’
daily lives and curtail theamount of CO2
generated by a series ofbusinesses.
Dedicated automated collection machine(left) installed and PET bottle compressor
installed in Mori Tower (right)

31

CSV REPORT 2022

[Collaborative efforts in the beverage industry]
We have endorsed the Japan Soft Drink Association’s
declaration on the recycling of plastic in the beverageindustry with the goal of achieving 100% effective
utilization of PET bottles by 2030, along with the industry’s
own declaration for achieving 50% bottle-to-bottle
recycling by 2030. In this manner, we are promoting
initiatives for the horizontal recycling of PET bottles
through collaboration.
In addition, to promote understanding of the role of therecycling box next to vending machines and reduce the rateof foreign material contamination, we have attachedapproximately 90,000 industry-unified educational stickers(CCBJI) promoted by Japan
Automatic Merchandising
Association of which we are amember, in the Tokyo
metropolitan area, Chubu area,
and Kinki region to encouragecustomers not to insert any
items other than empty
containers.

[Resources] Packaging/PET

32

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Resources

Water

The Coca-Cola system in Japan considers issues related towater a priority topic to be addressed in its Sustainability
Framework. The CCBJH Group is promoting various initiatives
with the aim of achieving its own CSV Goals, which include a
30% reduction in water usage (compared to 2015) andmaintaining a water source replenishment rate of 200%.
For water used for manufacturing, we are promoting theeffective use of water during production (Reduce) while
complying with the quality standards of Coca-Cola’s
proprietary management system KORE. After reusing thecleaning water and cooling water for containers andequipment as much as possible (Recycle), we treat it
responsibly based on appropriate effluent management
standards and then discharge the treated water into rivers toreturn it to nature.
When water is used for products, we return it to natureusing source recharging activities (Replenish). We seek tonurture abundant groundwater through long-term agreementswith local governments, forest cooperatives, and communities
for conservation activities with high groundwater recharge
capacity through forest conservation, rice field flooding, andgrassland regeneration.
Water used for manufacturing

12,993,000 ㎥

Approx.

Reduce & Recycle

Water used for
manufacturing

Reducewater used

Water used in products

Replenishment rate

4,011,000 kL

353％+3.3％ year on year

−11％ year on year

Water usage per liter of product（WUR : Water Use Ratio）

Water resource
conservation agreements

Water
reuse

Optimization of the entire value chain

Use of renewable energy

The CCGJH Group has implemented a number of efforts
aimed at reducing greenhouse gas (GHG) emissions.
Furthermore, we are accelerating our investigations andanalyses of specific technologies and solutions for
reducing GHG emissions across each department, with theaim of optimizing our entire value chain.
In January 2022, we agreed to the Ministry of theEnvironment's Leading Tenant Action Policy. In
cooperation with building owners, we are proceeding withefforts to decarbonize our business premises throughenergy-saving measures and the use of renewable energy.

Our Hakushu plant runs on hydroelectric power provided
by Yamanashi Power. Yamanashi Power is a joint enterprise
operated by TEPCO and Yamanashi Prefectural
government.
At other plants we use hydroelectric and otherrenewable energy sources thanks to a plan offered by
TEPCO Energy Partner. We purchase hydroelectric energy
through this plan that produces no CO2 at generation. We
also use the "Tradeable Green Certificate" system. Thiscertifies that power used in plants is electricity generated
from natural energy sources. Across our business we seek
ways to promote and use green energy.

River
Groundwater
Natural water
resource areas

Plant

Replenish

Main initiatives in the value chain to reduce GHG emissions

Water usedin products

Investigations and analyses of technologies and solutions across each department
Water resource
conservationagreements in water
resource areas

Cultivate water resources
through forest
preservation, rice fieldflooding, and grassland
regeneration

Increase groundwater
recharge capacity,
cultivate undergroundreservoirs, and return
water to nature

Procurement

Manufacturing

Logistics

Sales

Recycling/
Collect

16/17 plants±0 year on year
Mihara City, Hiroshima

In December 2021, we earned our firstleadership level score of A- in the 2021
water security survey conducted by theinternational non-profit organization CDP,
which operates a system for companies
and municipalities to disclose
environmental information.

In April 2022, we signed The CEO
Water Mandate, a global platform forwater resource issues that supports
corporate development,
implementation, and disclosure ofwater sustainability policies andpractices.

Reducing use of energy and water
In 2016, the manufacturing division instituted and put into action projects aimed at reducing theuse of energy and water. Each plant has continued its efforts on a variety of issues, including
further reductions in the use of energy and water in the manufacturing workplace, and incooperation with other plants, we have learned to use new viewpoints and concepts to bring about
results. Our efforts have been rewarded with the CEO MVV Award. We will build upon our long-standing
culture of improvement as our 17 plants undertake improvement programs. We are cultivating humanresources who can think for themselves, act in a timely manner and produce results as we move forwardwith an eye toward projects for reducing greenhouse gas as well.
Performance Control Section
Manufacturing Planning Department SCM Function

CSV REPORT 2022

Return water to nature
after strict water
treatment● Assess water source vulnerability● Draft and execute water resource conservation plans

8,117 ha+154 ha year on year

liters per product liter
year on year

Coca-Cola system’s concept of the water cycle

Replenishment area

+3.4％ year on year

3.24 L/L

33

SECTION 3

Greenhouse Gas Emissions, Renewable Energy

CCBJI’s initiatives regarding water+0.01

FOUNDATION FOR
VALUE CREATIONSECTION 2

Kenichi Matsuo

Ebino City, Miyazaki

Introducing sustainable
materials

Improving energy
efficiency across allplantsMega DCs to optimize
supply chains

Deploying peak shift
vending machines
reduces energy
requirements by up to95%

Partnerships withbusiness and local
governments to create a
new PET bottle resource
circulation system

Identifying andemploying renewableenergy sources

Developing energy
efficient manufacturing
lines

Streamline transportvolumes and fuelconsumption throughsmall-capacity preform
loading*1

Introducing sales
equipment that
effectively reduce
power requirements andgreenhouse gases

100% recycled coffee
grinds and used tea
leavesPurchasing green
electricity certificates

Installing solar panels at
plants

Implementing modal
shiftsManufacturing labelless
products

Efficient sales anddelivery routes reduces
number of vehicles used
and fuel consumption

Promote resource
recycling througheducation campaigns toencourage sorting usedproduct containers*1 Preform is the prototype of a PET bottle like a test tube
*2 Peak shift vending machines are vending machines that reduce power consumption during the day by centrally cooling at night.

[Resources] Water, Greenhouse Gas emissions, Renewable Energy

34

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Resources

FOUNDATION FOR
VALUE CREATIONSECTION 2

SECTION 3: Covered by third-party assurance

CCBJH Group’s Greenhouse Gas (GHG) Emissions Results andAccounting Methods

Emissions (t-CO2e)
Activity data

Emission factor

Direct greenhouse gas
emissions by thereporting company

1 8 8 , 37 1 ★

Amount of fuel used in
offices, sales centers, plants,
distributions, etc., and theamount of Fluorocarbons
leakage.

Emission factor from the Greenhouse Gas Emissions
Accounting and Reporting Manual (Ver.4.8) (Ministryof the Environment and Ministry of Economy, Tradeand Industry; January 2022) and GWP file for 2021
report of Fluorocarbon Emissions Control Act

Scope 2

Indirect emissions fromthe use of electricity,heat, or steam suppliedby other companies

1 6 7, 343★

Amount of electricity used in
offices, sales centers, plants,
etc.

Based on Emission factor by Electricity Provider (Greenhouse
Gas Emissions Accounting for Specified Organizations) –Results for Fiscal 2020; (Jan. 7, 2022; Ministry of theEnvironment and Ministry of Economy, Trade and Industry), formanufacturing, we use the adjusted emission factor for eachpower company plan, and for all others, we use national
average emission factor of 0.433kg-CO2/kWh

CCBJH Group’s scope 1, 2, 3 emissions by source

Total (Scope 1 and 2)

355,714★

Scope 2

Scope/Category

We aim to reduce our greenhouse gas emissions (Scope 1 and 2 GHG emissions by 50% and Scope 3 by 30% by 2030
(compared to 2015)) across the entire supply chain by 2030 at the same time as achieving business growth.
By visualizing our GHG emissions, we hope to share information with our many stakeholders about the overall state of GHG
emissions, potential countermeasures, and other topics in the hope that this will lead to further emissions reduction.

CCBJH GroupAccounting method

Scope 1

Scope

Emissions (t-CO2e)

Purchased goods
and services

1
Category

CCBJH GroupAccounting method
Activity data
Procured raw materials(based on weight)

The Coca-Cola Company’s emission factor

125,375

Fiscal year increase in amountof fixed assets (net price)

Emission factor according to price of fixed
assets from the Ministry of the Environment’s
emission factor database (Ver.3.2) for use with
the Basic Guidelines on Accounting forGreenhouse Gas Emissions throughout theSupply Chain
Emission factor for fuel procurement from the
Ministry of the Environment’s emission factor
database (Ver.3.2) for use with the Basic
Guidelines on Accounting for Greenhouse Gas
Emissions throughout the Supply Chain

1,262,673

7

Category

3

Category

6

EmployeecommutingFuel- and energy
related activities
not included in
Scope 1 or Scope 2

Indirect emissions fromthe use of electricity,heat, or steam suppliedby other companies

Category

2

Fixed assets

3

Fuel- and energy
related activities notincluded in Scope 1
or Scope 2

65,805

Amount of fuel, electricity,heat used

4

Transport anddelivery (upstream)

1 1 3 ,182★

Amount of fuel used foroutsourced transportation

Emission factor from the Greenhouse Gas Emissions
Accounting and Reporting Manual (Ver.4.8) (Ministryof the Environment and Ministry of Economy, Tradeand Industry; January 2022)

5

Waste generated inoperations

21,828Waste by weight or
disposal fee

Emission factor for industrial waste based on
an industry input-output model from the
Ministry of the Environment’s emission factor
database (Ver.3.2) for use with the Basic
Guidelines on Accounting for Greenhouse Gas
Emissions throughout the Supply Chain

2,285

Employee transportation
expenses paid

Emission factor for transportation expenses from
the Ministry of the Environment’s emission factor
database (Ver.3.2) for use with the Basic
Guidelines on Accounting for Greenhouse Gas
Emissions throughout the Supply Chain

3,840

Employee commuter
expenses paid

Emission factor for transportation expenses from
the Ministry of the Environment’s emission factor
database (Ver.3.2) for use with the Basic
Guidelines on Accounting for Greenhouse Gas
Emissions throughout the Supply Chain

14

Franchises

Business travel

Category

4

Transport and delivery(upstream)

Scope 1Category

Category

Category

Category

Category

Purchased goods
and services

Transport
and delivery(upstream)

Transportationand delivery(downstream)

Processing ofsold products

Use ofsold products

End-of-life
treatment ofsold products

1

4

9

Direct greenhouse gas
emissions by thereporting company

10

11

12

Scope 3Category

6

Business travel

7

Employeecommuting

10

Leased assets(upstream)
Transportation anddelivery (downstream)
Processing of soldproducts

11

Use of sold products

12End-of-life treatmentof sold products

Category

13

Leased assets(downstream)

Investments

14 Franchises

8
9

Scope 3

N/A

N/A

13,552Emission factor for waste by treatment
method from the Ministry of the Environment’s
emission factor database (Ver.3.2) for use with
the Basic Guidelines on Accounting forGreenhouse Gas Emissions throughout theSupply Chain

401,817★

Electricity use of sales
equipment (vending
machines, coolers, dispensers)

Emissions from electricity use is calculated bymultiplying the annual electricity use of one
sales equipment by the number of vending
machines in operation in the applicable fiscal
year. The emission factor for electricity is
0.433 kg-CO2/kWh.

N/A

N/A

2

Category

8

Leased assets(upstream)

15

Category

5

Waste generated
in operations

Category

13

Leased assets(downstream)

15 Investments

N/A

Recycling of containers andpackaging recycled applied
for in accordance with the
Recycling of Containers andPackaging Act

Category

Fixed assets

Emission factor

N/A

Total (Scope 3)

2,010,358

Total emissions (Scope 1, 2 and 3)

2,366,072

Source:“Supply-chain emissions in Japan,” Ministry of the Environment 2015
http://www.env.go.jp/earth/ondanka/supply_chain/gvc/en/files/supply_chain_en.pdf

35

CSV REPORT 2022

[Resources] CCBJH Group’s Greenhouse Gas (GHG) Emissions Results and Accounting Methods

36

VALUE CREATIONINITIATIVESVALUE CREATION STORYSECTION 1

Resources

Main Environmental Data

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Third-party assurance report★: Covered by third-party assurance

Category

CCBJH GroupUnit

Raw materials

Sweeteners, coffee beans, tea leaves, milk, etc.

342

thousand t

Packaging

PET bottles, cans, cardboard, etc.

295

thousand t

12,993thousand m3

Water used for manufacturing
Water consumption ratio

Water used per 1L of product

3.24

L/L

Energy consumption ratio

Energy used per 1L of product*1

0.87

MJ/L

Manufacturing

Logistics
Energy use

Electricity

314,0 1 7

thousand kWh

City gas

45,766thousand m3

LNG

9,642

t

Fuel oil

1 ,1 2 6kL

Gasoline

5,3 1 5kL

Diesel

59,376

kL

745

t

LPG

68,420thousand kWh

City gas

116

thousand m3

LPG

90

t

LNG

187

t

Electricity

Offices*2

Sales*3

Total energy use

Greenhouse gas emissions

Manufacturing waste

Kerosene

13

Electricity

927,984

Manufacturing

5,751,545★

GJ

Logistics

2,461,798★

GJ

Offices*2

702,6 1 2 ★

GJ

Sales*3

9,252,004★

GJ

Manufacturing

269★ thousand t-CO2e

Logistics

168★ thousand t-CO2e

Offices*2

32★ thousand t-CO2e

Sales*3402★ thousand t-CO2e

Total amount

103,590t

Recycled amount

103,499

t

99.9

%

39,227t

FV Japan

1,739

tSteel cans

12,73 3t

Aluminum cans

1 1 ,879t

Glass bottles

2,394

t

PET bottles

36,926t

Paper, cardboard, etc.

24,353t

Vending machines recycled

40,3 1 0

machines

Recycle rate (recycled amount/total amount)
Industrial plastic waste

Containers collected by ourcompany

Vending machines

kL
thousand kWh

Coca-Cola Bottlers Japan

CFC-free vending machine ratio
Energy-efficient type vending machines*4

81.4
529,535%
machines*1 The CCBJH Group uses the Coca-Cola system’s global thermal conversion factors in accounting.
*2 In regard to calculating the electricity use and associated greenhouse gas emissions of office activity, the calculations were conducted by estimation basedon the purpose and the number of employees for 21 out of 392 business locations. This was due to reasons such as being unable to obtain an accurate
measurement of electricity use at leased office locations.
*3 Energy use and CO2 emissions in sales areas covered only vending machines in the previous fiscal year, but from the current fiscal year, coolers anddispensers are included. Total energy use and CO2 emissions for coolers and dispensers are 2,743,047 GJ, and 125 thousand t-CO2e.
*4 Energy-efficient type vending machines are heat-pump type or peak shift vending machines

37

CSV REPORT 2022

Accounting process
Calculation scope
Manufacturing

Accounting method

CCBJI Group’s 17 manufacturing plants
 otal energy use (GJ) = total of (energy use for each energy type ×Tthermal conversion factor*)
Greenhouse gas (CO2) emissions (thousand t-CO2e) = total of(energy use for each energy type × CO2 emission factor*)

Logistics

Logistics related to the Group’s business from the
CCBJI Group’s 17 manufacturing plants to themarket (customer stores and vending machines,etc.). Also includes third-party (outsourced)
transportation.

Offices

Buildings operated by the CCBJH Group (headoffice, sales centers, distribution centers, andplant-associated facilities, etc.)

Total energy use (GJ)= total of (energy use for each energy type ×
thermal conversion factor*)
Greenhouse gas (GHG) emissions (thousand t-CO2e) = total of(energy use for each energy type × CO2 emission factor*), and theamount of fluorocarbons leakage (CO2 equivalent) based on
Fluorocarbon Emissions Control Act

Sales

Sales equipment (vending machines, coolers,dispensers) operating in the Company’s sales
areas (excluding leased assets)

 otal energy use (GJ) = annual sales equipment electricity use ×Tthermal conversion factor*
Greenhouse gas (CO2) emissions (thousand t-CO2e) = annual sales
equipment electricity use × CO2 emission factor** Sources for thermal conversion factor and CO2 emission factor
For fuel sources other than electricity, the CCBJH Group uses a thermal conversion factor and a CO2 emission factor from the Greenhouse Gas Emissions Accounting and Reporting
Manual (Ver.4.8) (Ministry of the Environment and Ministry of Economy, Trade and Industry; January 2022).
For electricity, the thermal conversion factor is 9.97 MJ/kWh for daytime electricity, as stipulated in Enforcement Regulations for the Law Concerning Rational Use of Energy (revised
May 14, 2021), and CO2 emission factor are based on Emission Factor by Electricity Provider (Greenhouse Gas Emissions Accounting for Specified Organizations) – Results for Fiscal
2020; (Jan. 7, 2022; Ministry of the Environment and Ministry of Economy, Trade and Industry), for manufacturing, CCBJH group uses the adjusted emission factor for each powercompany plan, and for all others, CCBJH group use national average emission factor of 0.433 kg-CO2/kWh.
[Resources] Main Environmental Data, Third-Party Assurance Report38Customer Satisfaction

Initiatives for ensuring customer
satisfaction

Coca-Cola Bottlers Japan has defined its mission to deliver
happy moments to everyone while creating value, and we
aim to continue being the preferred partner for ourcustomers. Now that we have issued our voluntarydeclaration of consumer orientation, we will proceed with
our efforts to achieve consumer-oriented management. In
April 2022, we assented to the principle of consumeroriented management promoted by the Consumer Affairs
Agency and issued a voluntary declaration of consumer
orientation, expressing our intention to move forward withour customers on the basis of five policies.

[Hot Voice]
Customer inquiries, opinions, and complaints are sharedwith employees throughout the Group “Hot Voice,” by the
VOC section via internal social media channels and theintranet.

For our customers[Customer response training videos]
We are focusing on employee education in order to ensure
even greater customer satisfaction. Our education systemenables local customer service representatives toappropriately manage customer interactions by watchingcustomer response training videos produced by the VOC
section before engaging with customers.

We are developing processes that meet the expectationsof our customers—primarily through the Voice ofCustomer (VOC) section and the Customer Contact
Center—to achieve communication that is always open andhonest, and easily understandable to anyone.

The Customer Contact Center is the point of contact for all
customers of the CCBJH Group. The center’s VOC section
shares opinions, requests, complaints, and other feedback
received from customers within the Group to inform
initiatives aimed at improving products and services.
We comply with ISO 10002 (JIS Q 10002)*, which
covers the handling of customer complaints, throughout
our customer response processes and management
system.
Process for ensuring customer satisfaction

We offer safe, trustworthy, fresh and refreshing products
and services to our consumers. To this end, we will work toensure and improve quality in all operational processes bymaintaining quality as our top priority.
Our basic approach to maintaining quality involves not
only complying with domestic standards, but also
operating under our globally integrated, uniquemanagement system known as KORE (Coca-Cola
Operating Requirements).
KORE covers a range of criteria in the areas of quality,
food safety, the environment, industrial health and safety.
We implement KORE throughout our entire process fromprocurement to manufacturing, logistics to consumer
sales. In addition to meeting the requirements of standards
such as those from the International Organization forStandardization (ISO), and various laws and regulations,
KORE imposes even more rigorous standards.*

We are fostering employee awareness of quality to deliversafe and trustworthy beverages to our consumers.

*Concerning quality, we comply with ISO 9001; concerning food safety, we comply withFSSC 22000; concerning the environment, we comply with ISO 14001; and concerningindustrial safety and health, We have acquired these certifications at all our plants. We
have also acquired ISO 14001 certification at all our sales centers and offices.

Inquiries/
opinions/
complaints

Coca-Cola (Japan)
Company
Request for information
sharing/response

We conduct questionnaires for consumers who havelodged complaints, and provide surveys to evaluate thequality of our customer response and consumers’ intention
to purchase Coca-Cola products in the future. The VOC
section is structured so that a local customer service
representative will follow up on the response to acomplaint and ensure the customer’s expectations havebeen met. Our surveys have found that for manycustomers who have had their complaints addressed inthis way, their interest in purchasing Coca-Cola products
remains unchanged or even increases.

Relevant departments
Analysis

Investigation

Countermeasures/
discussion

Development/
improvement/
remedySales/
logistics

CSV REPORT 20222

We will perform our daily work while
prioritizing quality.

3

Every one of us keeps in mind and thinks
about quality. At all times we act toenhance our brand value.

[CCBJI Quality Assurance Monthly Report]
We send out a quality assurance report every month toour function heads. Our function heads raise awareness ofquality issues and how we are remedying these issues.
[Sixty-second quality lessons]On our intranet, we run a series of mini lessons on productquality assurance to really keep quality at the forefront of
our employees’ minds.
[Quality surveys and inspections]
We actively work to prevent risk by having members of
the quality assurance function go to bottling plants andlogistics and sales centers to check on quality
management procedures and potential risks, and tocommunicate ways of reducing risks and improving
procedures.
[Helpful videos for customers]
We produce easy-to-understand YouTube videos—incollaboration with the Coca-Cola (Japan) Company—about
initiatives for ensuring safe and trustworthy products, andaddressing simple questions for consumers who love our
products. The videos (in Japanese only) can be viewed byscanning the QR code below.

KORE Quality Management System
Coca-Cola (Japan)
Company95%* A standard issued by the International Organization for Standardization (ISO) that provides guidance on the process of handling complaints
related to product and service quality.
ISO 10002 does not involve third party certification. While any organization can self-evaluate its compliance, The Coca-Cola system in Japan
only declare their compliance after receiving an independent compliance audit.

39

Each function is aware of their roles andresponsibilities, and implements customerdriven quality control.

I am likely to buy Coca-Colaproducts in the future

Voice of Customer(VOC) section
Request for information
sharing/response1
To meet further customer’s
expectations

Customer Contact Center
Improvement/
remedy of
products andservices

SECTION 3

Fostering greater awareness of quality

Basic principles for quality

Rapid/
appropriate/
polite response;
information provision

SECTION 2

Quality assurance policy

Ensuring customer satisfaction

Rapid/
complaints
appropriate/
polite response

SECTION 1

FOUNDATION FOR
VALUE CREATION

Quality Assurance

Voluntary declaration to supply
consumer-oriented products

Customers

VALUE CREATION STORYVALUE CREATIONINITIATIVES

Procurement

Beverage basepreparation

CCBJI Group

Manufacturing

Logistics andtransportation

Customers

Sales(retailers and vending
machines)

Raw materials are only
sourced from supplierscertified by the Global Food
Safety Initiative (GFSI).

Beverage bases undergo
strict quality inspection
using the latest analysis
equipment(physicochemical andmicrobiology testing, etc.).

Details of customer satisfaction initiatives

Details of quality assurance initiatives

https://en.ccbji.co.jp/csv/customer/

https://en.ccbji.co.jp/csv/assurance/

To deliver reliable quality,
we endeavor to ensure
product safety by striving
to comply with quality
management systems andimprove our quality
management technologies.

We ensure careful handlingof the products
manufactured at our plants
so that they are delivered
in excellent condition.

We work to maintainmerchandise control at
retailers and vending
machines to ensure that we
provide consumers withproducts that are always
safe, trustworthy, and fresh.

We integrate opinions,inquiries, and otherfeedback from customers
with improvement
activities.

Customer Satisfaction, Quality Assurance40Ethics and Compliance

Ethics and compliance policies
In order to be a sustainable business, the CCBJH Group
must fulfill its social responsibilities and every individual
employee should always act appropriately. As part of this,we have enacted the Code of Business Conduct andEthics, and we promote a corporate culture thatemphasizes ethics and compliance. In line with one of our
Values, we value acting with integrity and trust.
The Code of Business Conduct and Ethics covers fourareas: appropriate conduct, respect for human rights,
managing stakeholders and conflicts of interest. All
employees are expected to observe all laws andregulations as well as the Code, internal rules, andworkplace principles. They are also expected to act withintegrity and honesty, to think before acting, and to seek
guidance when in doubt.

Compliance education
To further foster and instill high ethical standards andcompliance awareness within the Group, we regularly
disseminate ethics and compliance bulletins to all
employees, and implement awareness and education
activities, including training for specific groups—such as
management or new employees—and e-learning for all
employees.

VALUE CREATION STORYVALUE CREATIONINITIATIVESSECTION 1

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Human Rights

Ethics and compliance reporting
systems
We have set up the Ethics & Compliance Reporting Hotline(a dedicated email address and telephone number) so
employees can directly consult about matters that may
conflict with the code of Business Conduct and Ethics.
Anonymous consultation is available, and we are striving
to raise awareness of the hotline and create anenvironment that facilitates consultation by a variety ofmeans. These include issuing ethics and compliancebulletins, posting hotline contact details on our intranet,and displaying posters in workplaces. When a report isreceived, it is investigated and if a violation is deemed tohave occurred, it is dealt with appropriately and corrective
measures are taken.We also strive to protect employees in
the process of a consultation, and prohibit thedisadvantageous treatment of any employee who initiates
a report.

Materials on the CCBJH Group’s code of business conduct
and ethics
https://en.ccbji.co.jp/vision/pdf/ja/CCBJIgroup_Ethics_jp.pdf

Respect for human rights
The CCBJH Group recognizes that respect for humanrights is the basis of corporate activities for thesustainability of communities. We actively implement
initiatives to ensure the respect for human rights.
We ensure compliance with the Supplier Guiding
Principles, which are a vital pillar of The Coca-Cola
Company’s human rights and workplace accountability
programs, across the entire value chain.

Human Rights Policy
The CCBJH Group has formulated a Human Rights Policy
to ensure its business activities comply with international
human rights principles that promote and protect humanrights, including the Universal Declaration of Human Rights
and the ILO Declaration on Fundamental Principles andRights at Work.
In accordance with this policy, we strive to thoroughly
respect the rights of all, to help resolve various issues inJapan and globally, and to establish respect for humanrights in the workplace.

intranet with regard to compliance with Japan’s Labor
Standards Act and encouraging employees to take annual
paid leave.Through these activities, we are creating vibrant,sound workplaces and fostering employees who takeownership of human rights issues, are considerate of others
and always act from the other person’s point of view.

Supplier Guiding Principles
The Supplier Guiding Principles are a set of guidelines for
ensuring that suppliers understand and promote ourvalues, such as the highest standards of quality, integrity,
excellence, and legal compliance. Based on these, we
require suppliers to build and implement ethical businessprocesses that comply with laws and regulations.
From the perspective of human rights due diligence,
we clearly prohibit child labor, forced labor, abuse anddiscrimination and provide safe and healthy workplaces
with appropriate working hours and wages.
Materials on Supplier Guiding Principles
https://www.coca-colacompany.com/policies-and-practices/supplier-guiding-principles

Items defined in the Human Rights Policy
Respect for human rights

Prohibition of forced labor

Relationship with
communities andstakeholders

Prohibition of child labor

Diversity and inclusion

Labor conditions

Freedom of association andright to collective
bargaining

Healthy living

Workplace security

Guidance for employees
and reporting

Principles for Sustainable Agriculture
In supply chain procurement, we have established the
proprietary PSA(Principles for Sustainable Agriculture)under The Coca-Cola system in Japan as a proprietary
standard for the origin of ingredients. Under this, we
continue with efforts to toward procuring 100% of themain agricultural products used in our beverages fromsustainable sources. In addition to food safety,
environmental conservation, and responsible agricultural
management, we have also established guiding principles
for human rights and occupational safety in agriculture.

Educational activities in-house
To deepen our understandingof respect for human rights,
we conduct rank-based
training and e-learning as wellas raise awareness by sharing
information via the company
Ethics and compliance poster

41

CSV REPORT 2022

Details of ethics and compliance initiatives

Details of human rights policy

https://en.ccbji.co.jp/csv/compliance/

https://en.ccbji.co.jp/csv/humanrights/

Human rights awarenessand promotion programTimes
conducted:

2021

8

The Ayataka uses GAP(Good Agricultural Practice)certified farm tea leaves

Ethics and Compliance, Human Rights

42

VALUE CREATION STORYVALUE CREATIONINITIATIVESSECTION 1

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Health & Productivity
Management

Development of personnel system
We appropriately evaluate and compensate employees’
contributions to the achievement of our strategic goals inline with our company Mission, Vision, and Values, as
represented by our corporate philosophy “Paint it RED!
Let’s Repaint our Future.” Aiming to continue to be an
employer of choice, we will work to attract more talented
and diverse human resources and promote the personal
growth of every individual.
In addition, we are establishing systems andmechanisms so that our employees can select the rightworking style for their personal situation and can fully
contribute their skills at work.
In recognition of these initiatives, we received a score of 4.5stars, marking an increase of 0.5 stars from the previous year, in
the Nikkei Smart Work Management Survey for fiscal 2021.
Examples of systems and policies

Specific initiatives

 valuations and human resource development programs thatEemphasize Values (behaviors) in addition to business performanceIntroduction of results-based bonuses that reward high performers
Remuneration that is competitive in the labor market and awarded inaccordance with the position’s roles and responsibilities
An employee benefit system that enables employees to continue
working with motivation and a feeling of security

 istribution of smartphones to all employees and utilization (clock-inDsystem, overtime application approval, general approval applications,confirmation of safety, etc.)
Expansion of IT tools (PCs/tablet devices)Promotion of teleworking (holding remote meetings, businessnegotiations, and interviews online)
Expansion of satellite offices (approx. 100 locations)Introduction of super flex-timeVolunteer activity leave
Expansion of bicycle commuting system
Permission for second jobs

Initiatives to enhance work style reforms[Improving operational processes]
We are promoting fundamental operational reforms using
a division of labor system in the vending business
optimized logistics and delivery systems by constructing
Mega DC and automated warehouses, and efficiency
improvement of routine operations through sharedservices in the back office (BSO).
In addition, we are strengthening the foundation forwork style reforms by
actively promoting
digitalization and IT
2021 business
utilization, such as theautomation
results
introduction of RPA for
improving operational
efficiency and thehours per year
distribution of smartphones
to all employees

100,000

Over[Countermeasures for flexible work styles andappropriate working hour management]
In order to realize flexible work styles, we are endeavoring
to achieve a work-life balance by promoting working
remotely and working at satellite offices as well as byestablishing an employee-friendly system, such as allowing
sales departments to conduct business negotiations
remotely wherever possible and permitting employees togo direct to client sites and return home directly
thereafter.
Moreover, we are promoting employee awareness oftime management, such as introducing a clock-in system(the time between reporting to work and leaving work
equals actual working hours) that enables accurate
attendance management, promoting plans to take annual
leave at the beginning of the year, and providing
opportunities to learn about the importance of time
management in the training of supervisors.

RPA (Robotic Process Automation)
RPA is a digital technology where softwarepowered robots perform the work of people.
We have been introducing automation since
2018 because of our extensive experience in theautomation of routine work and repetitive work.

Easily create
CCBJI Group’s automation assistant: John

Broad
compatibility

24 hour,
365 day
operations

working at satellite offices

Smartphone app Clock-in

Initiatives for health management
Maintaining and improving employee health is an
important management issue. CCBJI health declaration“Sawayaka Style” seeks to nurture a corporate climate of“Health Comes First” aiming for all employees to remain
healthy until the age of 100 under with the slogan of “Roadto 100.” This initiative is led by President and CEO Calin
Dragan as “Chief Health Management Officer,” while Headof Human Resources and General Affairs Function Narihiko
Uemura, plans and implements specific measures as “Chief
Health Management Promotion Officer.”
We are also implementing the “Sawayaka Challenge”
program to provide opportunities for employees to think
about health promotion on their own, take concrete action,and habituate these actions.
Coca-Cola Bottlers Japan Health Declaration“Sawayaka Style”“Road to 100”

Held Sawayaka Walk events using a smartphone app
four times (approx. 7,500 participants)
 Sawayaka Photo Contest for scenic photographs taken during#
the walk posted to the company’s social media site Yammer
Health Advancement Badge, a mechanism on the intranet forrecognizing daily step counts

ExcellentThank you

Reassuring

HealthPromotion

Employee health advancement and countermeasuresagainst secondhand smokeIntroduced regular no smoking program using the company’ssocial media site
Smoking is completely banned at company facilities duringbusiness hours and inside company-owned vehicles
E-learning session held on secondhand smokeCompany pays entire cost of online treatments to stop smoking

Initiatives for occupational safety

Aiming for a healthy body even at the age of 100
Coca-Cola Bottlers Japan supports initiatives to promotehealth in communities and society, including suppliers,
customers, and consumers, thereby helping to solve social
issues and contribute to a healthy and prosperous future.
We encourage our employees to lead active and healthy
lifestyles in order to feel more secure and enjoy their work.
We recognize the responsibility for each employee toproactively maintain good health and to take actions toenhance personal health, and we are working to advancevarious actions to nurture a corporate climate of “Health
Comes First”

Carrying out the “Sawayaka Challenge”

Providing COVID-19 vaccinations in
the workplace
With the aim of creating a workplace environment that issafe and secure for all employees, the CCBJH Group
carried out COVID-19 vaccinations in the workplacefollowing government guidelines on workplacevaccinations. We conducted the first and second rounds ofworkplace vaccinations from June to August 2021, and thethird round in March 2022, at our five offices in Tokyo,
Saitama, Aichi, Osaka, and Fukuoka.
The Company provides employees who wish to be
vaccinated, not just at work, with time off to receive theirvaccination. In addition, if an employee feels unwell due toside effects on the day of vaccination, they can take theday off as special paid leave for vaccination. If an employee
feels unwell the day
after or at a later
date, they are allowed
one additional day of
special paid leave.

Specific initiatives

Based on the philosophy that “health and safety comefirst,” protecting the safety and health of employees andachieving a fulfilling corporate social responsibility form
the Group’s foundation for business continuity. The Group
works to create and nurture a culture of safety based upon
mutual trust and by putting principles into practice.
As part of this effort, in October 2021, we opened the
Safety Learning Center to teach employees about safety
in-house. We are now working to heighten risk sensitivity
to prevent occupational accidents before they occur withtraining using both an interactive safety device for gettingcaught in machinery, electrical shock, trips and falls, andCoca-Cola’s proprietary interactive VR device. In addition,
we are strengthening efforts to prevent recurrence, suchas sharing information on incidents that occur with all
employees and providing guidance to a department wherean accident occurred to prevent similar incidents fromhappening again.

Training using the interactive VR device

Because autonomous health maintenance and promotion by
employees is important, through “Sawayaka Challenge,” we provide
a program called John, the name of the CCBJI Group’s automation
assistant, that promotes initiatives to improve living habits.
* Sawayaka Challenge is a mechanism for improving
health that arranges living habits into five categories.
Safe driving training for new graduate employees
Details of health management initiatives

43

CSV REPORT 2022

https://en.ccbji.co.jp/csv/humanrights/health.php

Health & Productivity Management

44

Business Resilience

VALUE CREATION STORYVALUE CREATIONINITIATIVESSECTION 1

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Corporate GovernanceBusiness Resilience systems

Risk management actions andaccountabilities
Our enterprise risk management process for theidentification, review, management and escalation of bothrisks and opportunities was further enhanced in 2021 andintegrates the best aspects of both ISO 31000 and therevised COSO frameworks. In 2021, this processincorporated the following activities:
ELT discusses risks andopportunities as part of regularbusiness routines. Senior leaders
undertake timely responses.

ELT Focus

External risk monitoring
supported by regular discussions
within The Coca-Cola system inJapan.

The basic policy of CCBJH is to increase management
quality, transparency, and efficiency, and strive to enhance
mid-and long-term corporate value.
To further strengthen the governance structure, theCompany has put in place an audit and supervisorycommittee structure. The Audit & Supervisory Committee,
which is responsible for the Company’s auditing, consistsof multiple independent outside directors. The Company’s
management oversight function is further strengthened by
granting to these outside directors serving as Audit &Supervisory Committee members voting rights atmeetings of the Board of Directors and the right to state
opinions at the General Meeting of Shareholders on

matters such as the nomination and remuneration of
directors.
In addition, the Company has adopted the executive
officer system for the purpose of separating decisionmaking and management oversight from businessexecution. By delegating some important decisions on
business execution to executive officers, the Company
endeavors to enrich discussion of particularly importantmatters at meetings of the Board of Directors andexpedite management decision-making on other mattersby the management team.

Corporate Governance Reporthttps://en.ccbj-holdings.com/corporate/governance/pdf/
report_en.pdf

Corporate governance system

Active System
Risk Monitoring(as of March 24, 2022)

General Meeting of Shareholders
Bottom up review through HRM
facilitated sessions with seniorleaders to identify risks andmitigations together withpotential opportunities. 1:1 ELT
deep dives provided top down
evaluation.

Election/Dismissal

Election/Dismissal

Election/Dismissal

Functional Business
Reviews and ELT 1:1
Deep Dives

Directors (excluding Directors serving on
the Audit & Supervisory Committee)

Bi-annual briefings provided by
the HRM ensuring full visibilityof the business resilience
processes.

ERM Initiative in 2021

Audit
Supervisory
Committee

Board
Review

Selection/Supervision/
Delegation of execution ofimportant operation

Supervision/Reporting

Representative Directors

Reporting executionof operation
Exchange opinions

ReportingInternal Audit Office
Auditing

Auditing

Executive Officers

Group Companies

Divisions

Implementation of the Smart Risk Concept
In 2021, we enhanced our overall ERM program by introducing the Smart Risk concept. This concept, stepchanges our risk management thinking by linking risk management to our growth mindset and it drives
cultural change by empowering us to be innovative and take informed risks, in an agile way, in order toleverage growth opportunities. The cultural integration component is supported by a robust ERM
framework, which is subject to annual review and enhancement as required. This boosts our speed in risk
identification and management together with spotting and leveraging growth opportunities in a timely
manner.
Overall, our business resilience program is focused on enabling growth while protecting the business.

Coordination

Auditing

Audit & Supervisory Committee

Quarterly the HRM briefed theCommittee on material risks,management actions, and processcompliance with the risk
management elements ofregulatory Code.

Risk Management
Committee

Directors serving on the Audit &Supervisory Committee(consisting of outside directors serving on the Audit &Supervisory Committee, including a majority of outside directors)

Annual detailed review anddiscussion by the Risk
Management Committee tovalidate the key risks andimplemented mitigations.

Reporting/Stating opinion

Board of Directors

Reporting

Financial/Accounting Auditor

The CCBJH Group’s business resilience program addresses
the ways in which we manage risk and opportunity; protect
our people and assets; enhance our capabilities to respondin a crisis situation; and the manner in which we transfer
risk through insurance. To strengthen our approach, in 2021
we established the Risk Management Senior Group andappointed a Head of Risk Management (HRM) who reports
to the President. Our enterprise risk management (ERM)
program, based on the COSO framework and ISO31000,
continues to be enhanced and provides the framework todrive business growth by promoting appropriate risk based
decision-making, as well as the identification and response
to foreseeable risks and business opportunities. In 2021, we
focused on strengthening the integration of ERM into our
corporate culture through the creation and delivery of
training and awareness courses.
We enhanced the visibility of risks and opportunities
through monthly Executive Leadership Team (ELT)
dialogue and senior manager participation in facilitatedfunctional risk identification and review sessions. This was
supplemented by the ELT members providing additional
insights through focused one on one interviews with ourHRM.
Our risks and the associated mitigation and response
initiatives are constantly evaluated. The Audit andSupervisory Committee are provided quarterly updates on
the full program with the Board of Directors receiving
bi-annual updates. The program is annually audited by ourInternal Audit team against global best practice.
The ERM program now incorporates a variety ofelements that enable us to ensure alignment to ourbusiness strategies, objectives and principles; drive
integration in our strategic direction, ethics and values; link
into the business planning cycle; continually monitor ourinternal and external environment for factors that may
change our risk profile and create opportunities; and anannual evaluation of the type and amount of insurance weshould purchase. In a hardening insurance market, ourapproach is influenced by the availability of insurance
cover and cost, measured against the probability andmagnitude of the relevant risks.
A robust crisis management program with associatedbusiness continuity plans provides us with the capability toeffectively respond to a crisis. These programs are subject
to annual review with training provided to the leadership
who are tested via simulation.

Basic policy on corporate governance

Reporting
Auditing/Determining proposals for election or dismissal
Coordination

45

CSV REPORT 2022

Business Resilience Initiatives

Details of corporate governancehttps://en.ccbji.co.jp/csv/risk/

https://en.ccbj-holdings.com/corporate/governance/

Business Resilience, Corporate Governance46

VALUE CREATION STORYVALUE CREATIONINITIATIVESSECTION 1

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3(As of March 24, 2022)

Board of Directors(As of December 2021)

CCBJH Group Profile

Representative Director,
President

Representative Director
and Vice President, CFO

Outside Director
Independent Directors

Calin Dragan

Bjorn Ivar Ulgenes

Hiroshi Yoshioka

Corporate Profile
Company nameCoca-Cola Bottlers Japan Holdings Inc.

FoundedCalin Dragan has nearly three decades ofexperience working for Coca-Cola bottlers
globally, including Japan.
Previously, he served as President of The
Coca-Cola Company Bottling Investments
Group.

Bjorn Ivar Ulgenes has considerable financial
experience in Europe, the Middle East, Africa
and the Coca-Cola System in Japan.
Previously, he served as Deputy FinanceDirector, Central, East & West Africa Group,
The Coca-Cola Company.

Hiroshi Yoshioka developed management
experience and global knowledge at Sonyand previously served as an outside
director of Coca-Cola East Japan.

Outside Director
Independent Directors

Outside Director
Independent Directors

Hiroko Wada

Hirokazu Yamura

Outside Director(serving on the Audit &Supervisory Committee)

December 20, 1960 (Trade name changed to Coca-Cola Bottlers Japan Holdings Inc. on January 1, 2018)

Fiscal year end

December 31

Representative

Calin Dragan, Representative Director and President

Stock market listings

Tokyo Stock Exchange (Prime Market) * Prime market from April 2022, due to a reconsideration of market sectors.

Number of
employees
About

Irial FinanBusiness area
Tokyo, Kyoto,
Osaka, and35

Hiroko Wada has a wealth of experience inmarketing, management, andorganizational/HR development in the
consumer goods industry.
Previously, she has served as an officer for
Procter & Gamble as well as CEO of Dyson
and Toys “R” Us Japan.

Hirokazu Yamura has worked for Coca-Cola
Bottlers Japan Inc. for around 15 years.
Currently, he serves as President and CEOof Michinoku Coca-Cola Bottling Co., Ltd.

Outside Director(serving on the Audit &Supervisory Committee)
Independent Directors

Outside Director(serving on the Audit &Supervisory Committee)
Independent Directors

Celso Guiotoko

Nami Hamada¥15,232 million

CapitalIrial Finan has management experience at
The Coca-Cola Company and has been
involved in the Coca-Cola business formany years as head of the bottlinginvestment group responsible for CocaCola bottlers around the world.

prefectures

Consumers insales area
About

112

15,000

Sales centers

Hokkaido
Coca-Cola Bottling Co., Ltd.

About

320

million(51 million
households)

Customer outlets
About
Michinoku
Coca-Cola Bottling Co., Ltd.

250,000

Annual sales
volume
About

Okinawa
Coca-Cola Bottling Co., Ltd.

Outside Director(serving on the Audit &Supervisory Committee)

Hokuriku
Coca-Cola Bottling Co., Ltd.

500

million cases

Vending machines
About

700,000

Vamsi Mohan Thati

Plants17

Coca-Cola Bottlers Japan Inc.
VehiclesCelso Guiotoko has experience in IT andsupply chain with multinational corporations.
He has abundant management experienceand audit experience at Nissan Motor andNishimoto.

Nami Hamada has a wealth of experience infinance and accounting, including leading
her own financial consulting firm.
Previously, she managed the Japanesesubsidiary of Lehman Brothers.

Vamsi Mohan Thati has displayed strong
leadership in various areas within thebottling investment group of The CocaCola Company, and he has global
management experience in the Asia region.
Currently he serves as President of Greater
China and Mongolia for The Coca-Cola
Company.

Executive
Directors

Independent Outside Directors in
OutsideAudit & Supervisory
Directors
Committee (ASC)12,500Group Structure

Attribution of board members
Governance and Independence

About

Diversity and Professional Skillset
FemaleDirectors

2

5

4

2

22%

56%

100%

22%

Nationalities

6

Coca-Cola
SystemFinance/Audit

Food andBeverage
Industry

Coca-Cola Customer Marketing Co., Ltd.
Sustainability
and CSV

5

4

6

3

56%

44%

67%

33%

Coca-Cola Bottlers Japan Vending Inc.

Coca-Cola Bottlers
Japan Holdings Inc.

Coca-Cola Bottlers
Japan Inc.

FV Japan Co., Ltd.
Kadiac Co., Ltd.
Coca-Cola Bottlers Japan Business Services Inc.
Coca-Cola Bottlers Japan Benefit Inc.

* Prime market from April 2022, due to a reconsideration of market sectors.

47

CSV REPORT 2022

Board of Directors, CCBJH Group Profile48

Plant Tours

VALUE CREATION STORYVALUE CREATIONINITIATIVESSECTION 1

SECTION 2

FOUNDATION FOR
VALUE CREATIONSECTION 3

Third-party Evaluation

Since 2021, the CCBJH Group has hosted online plant tours in which stakeholders can participate remotely from anywhere in
Japan, from home or at school. In addition to introducing the history of Coca-Cola and the manufacturing process,participants enjoy lively quizzes led by the tour guide and time is also set aside for questions. We have also made a virtual
plant tour available on our website where participants can watch a guided tour of the production line and experience theCoca-Cola certification process. We look forward to your ‘visit’.

Plant tours available on our website

For online plant tour reservations or toexperience the virtual plant tour, please visit
our website.
https://en.ccbji.co.jp/plant/

Online plant tours

Virtual plant tours

Masao Aoki
Professor, Mie University, Faculty of
Humanities, Law and Economics

Our plant tour guides will direct visitors through the plant online

Plant tours

Virtual Plant Tour with videos and photos

As a specialist in business administration,business history, and R&D management, I
address what defines good management andexplore the independent identities ofcorporations, including the roles that they fillin society, while I research how society can
become better through its companies.
PhD graduate (2002) of the Ritsumeikan
University Graduate School of Business
Administration.

*Tours are currently suspended. (As of May 2022)

Six of the 17 plants in Japan, namely the Zao Plant (Miyagi), Tama Plant (Tokyo), Tokai Plant (Aichi),Kyoto Plant (Kyoto), Hiroshima Plant (Hiroshima), and Ebino Plant (Miyazaki), have tour facilities,
providing opportunities for communication with over 170,000 visitors annually.

Zao Plant

Tama Plant

Tokai Plant

1-1 Minamikawazoe, Miya, Zao-machi, Katta, Miyagi

1-2-9 Nobidome, Higashi-Kurume, Tokyo

266-18 Tonowari, Minamishibata-machi, Tokai, Aichi

Kyoto Plant

Hiroshima Plant

Ebino Plant

128 Tai Shinarami, Kumiyama, Kuse, Kyoto

247 Nutanishicho Sojo, Mihara, Hiroshima1321-1 Aridome, Higashikawakita, Ebino, Miyazaki

In this report, the relationship between the Value Creation Process and the
CSV Goals is showed in an easy-to-understand manner with graphics and Q&A.
In addition, the management system has been established well to promote theprocess strongly, and there is a strong desire to mobilize all members toachieve the goal by various methods, such as the establishment of award in
relation to the Mission, Vision, and Values (MVV). I admire the Company’sefforts in creating shared values (CSV) in the mid-and long-term, despite thefact that business earnings have been significantly affected by COVID-19.
Now, three platforms are identified in the Sustainability Framework.
In terms of inclusion, initiatives on diversity and inclusion have ensured thepsychological safety of all employees and are establishing the conditions forthem to fully demonstrate their individual abilities. There has been a growing
tendency in recent years towards human capital disclosure, which reflects thevalue of the Company’s human resources, and I hope that the Company willtake this initiative.
In communities, beverages play an important role in strengthening
connections between individuals, but as COVID-19 makes this more difficult,industry-academia-government partnership with educational institutions, civic
groups, and local governments is being further promoted. Despite the fact that
SDGs are often seen as remote to local people, I hope the CCBJH Group willcontinue to promote initiatives that are typical of a beverage company withcustomers in all parts of the region, in order to localize the realization that
local issues close to home are what will lead to the realization of a sustainable
society.
In the area of resources, the CCBJH Group has long been working on
global environmental issues with clear goals and practices. The CCBJH Group
has now set a goal to reduce greenhouse gas (GHG) emissions even morethroughout the Company’s supply chain. SDGs initiatives, including carbon
neutrality, I hope, will not be a test for endurance, but rather an attempt tomeet the demands of the current generation while also meeting the needs offuture generations, and rather initiative creation of new ideas that will lead tothe development of new technologies.

CSV Report 2022 survey
This survey is to aid in the development of
our future CSV initiatives and our next CSV
Report. Please let us know your thoughts
and opinions.

49

CSV REPORT 2022

Access the website by scanning the URL or QR
code below.
https://form.ccbji.co.jp/form/csv2022_en

Plant Tours, Third-party Evaluation50