C SV R E P O R T 2 0 2 0
DIGEST EDITION

Coca-Cola Bottlers Japan Holdings Inc.

Building off our mid-term strategic business plan, we have renewed
our Mission, Vision, and Values and our promise to“Deliver happy moments to everyone while creating value,”with a new call to “Paint it RED! Let’s Repaint our Future.”
Red—both our corporate color and symbolic ofpassion—represents our strong determination to create value.
Unconfined by how we may have done things in the past,
we aim to become a corporate group that can create new value for society.
Our journey might not be smooth,but we will face those challenges nonetheless.
Alongside our many partners, we will forge a new future.

CONTENTS
03 Top Message

15

Platform

Communities

05 CCBJH Group by the Numbers

17

Platform

Resources

07 Value Creation Cycle
09 Coca-Cola System Material Issues
1 1 CCBJH Group Commitments
13

Platform

Inclusion

21

2020 HIGHLIGHTSWorld Without Waste

25 CCBJH Group Profile
26 Plant Tours

Terminology
The “CCBJH Group” (“we”) refers to Coca-Cola Bottlers Japan Holdings Inc. and its eight Group companies (Coca-Cola Bottlers Japan Inc., the CCBJI Group’s other companies*, and Q’SAI CO.,LTD.) as well as QSAI Analysis and Research Center Co., Ltd., QSAI FARM SHIMANE Co., Ltd., and CQ Ventures Co., Ltd., while “CCBJI” refers solely to Coca-Cola Bottlers Japan Inc. “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-Colasystem” comprises Coca-Cola (Japan) Company, Limited, its bottling partners, and other affiliated companies. “Customers” generally refers to both “consumers” (primarily product end-users) and“business partners” (primarily those who sell our products).
* 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.

01

New Corporate Philosophy

Our Mission, Vision, and Values state our commitment to continue
being the preferred partner of our many stakeholders, especiallyour customers, shareholders and the communities in which
we operate. These statements represent the kind of organization
we wish to become and focus on growing sustainably,learning—both as individuals and as an organization—anddemonstrating the value of integrity and trust.

Deliver happy moments to everyone
while creating value
We 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

Learning
Agility
Result-orientation
Integrity

02

Top Message

Business as usual will not resultin creating new value. It takes
a persistently adventurous spirit
to reach a better future.

Renewing our Mission,
Vision, and Values to guide
greater growth“Delivering happy moments to

we will not only increase corporate

everyone while creating value” byvalue, but also set in motion acontinually learning and growing, andsustainable cycle of creating sharedstrive to be the preferred partner ofvalue with society.

Creating shared value (CSV) is at theour many stakeholders, especiallycore of business management for theour customers and shareholders. The

Coca-Cola Bottlers Japan Holdings

new Mission, Vision, and Values

Group (CCBJH Group), and thecommunicate our strong

CCBJH Group actively promotes

determination and act as a guide toenvironmental, social, andachieving sustainable growth andIn 2015, the Sustainable Development

governance (ESG) initiatives tocontinuing to create value.

Goals (SDGs) were adopted by thecreate shared value with society.
If we look at the beverage industry
over the past few years, we can see
how the market has been impacted

United Nations as an international

Creating a positive cycle ofsustainable growthfor value creation

by various shifts, such as theframework to guide global actions
toward the realization of asustainable society. This led togreater scrutiny of our corporate

diversification of consumer needs

It is vital that we collaborate andinitiatives from various perspectives

and intensifying competition. In thisengage with all our stakeholders toand became the impetus for theenvironment, we have continued toachieve sustainable growth throughCoca-Cola system in Japan tointegrate and restructure ourvalue creation. We will move forward

identify material issues (materiality)business and have created newwith our environmental conservationfor our sustainability initiatives.

economic and social value.

and regional revitalization initiatives

Taking into account a number of SDG

in collaboration with the local

topics, we narrowed our focus to

how we have done things in the pastcommunities with whom we havethree broad platforms: Inclusion,

if we want to achieve greater growthcultivated a wealth of connections

Communities, and Resources. Withinin the future. Building off our mid-over many years. Furthermore, wethese categories, we established theterm business plan, we have put thatwill increase our involvement inmateriality of nine priority issues.

resolution into action by renewing

solving social issues related toWith that in place, the CCBJH Groupour Mission, Vision, and Values with apackaging, as part of realizing aplans to address each material issue,

new corporate philosophy that is

World Without Waste. We will also

while further developing businesssummed up by “Paint it RED! Let’s

strengthen initiatives concerning

activities grounded in our

Repaint our Future.” Red—both ourwater, which is crucial to ourcommunities. We are wholly

corporate color and symbolic ofbusiness, by addressing both the

dedicated to enacting positive

passion—represents our strong

responsible use of water and waterchange and creating social value that

determination to create value.

resource conservation. By investing

meets the expectations of ourin our local communities in this way,stakeholders.

We cannot continue to rely on

We will achieve our Mission of

03

Addressing key social issues
as a member of
the Coca-Cola system

Creating shared value withsociety is the right way to
grow

Calin Dragan
Representative Director and President
Coca-Cola Bottlers Japan Inc.

The year 2020 began tumultuouslywith the unprecedented threat of
COVID-19. The resulting situation
includes the postponement of theTokyo 2020 Olympic and Paralympic
Games, and not only have othersporting and entertainment events
been affected, but the global
economy and the very structure ofsociety have also been disrupted.
Whatever we face, we must keep
moving forward and continue
growing. While monitoring thesituation and responding
appropriately, we will fulfill our
mission to deliver beverages to ourconsumers. We are determined toaddress social issues through ourbusiness activities and fulfill our
responsibility to work together tocreate a better future. Building upon
our renewed Mission, Vision, andValues and the individual integrity of
our employees, we will continue tocreate new, shared value and further
earn the trust and support of our
stakeholders.

04

CCBJH Group by the Numbers

Beverage Business Overview
Business area

Tokyo, Kyoto, Osaka, and35

Consumersin sales area

112

prefectures

Responsible for close to 90% of the sales
volume of the Coca-Cola system in Japan

About
million(51 million households)

2019 Financial Highlights (consolidated; IFRS)Revenue¥(¥ billion)
1,000

914.8
927.3

Business income*2¥

billion914.8(¥ billion)
25

600

15

400

10

200

5

0

(¥ billion)
20

23.3

2019

billion

14.7
15.0

10

-55.4

0

2018

Net profit for the year attributableto owners of the parent

¥

-58

2019

¥
(¥)
60

2019

50

50
50

40

-580

20
0

2018

2018

Earnings per share (EPS)

billion

101

0

05

-55.4

0

2018

10

¥

billion

20800(¥ billion)
20

15

Operating profit

2019

2018

2019

*2	Business income is a measure of recurringbusiness performance calculated by deducting
the cost of goods and SG&A from revenue,
and accounting for other recurring income andexpenses.

Plants*1

17

Annual sales
volumeVending
machinesMore than500
million
cases

About

700,000
Customer outlets

240,000

Sales and
distribution centers

About

350
*1 Includes Hiroshima Plant, which began production in June 2020

Segment information

Beverage business

Healthcare and skincare businessWe sell beverages at supermarkets, drug anddiscount stores, convenience stores, in vending
machines, and via retail and food service
establishments.

We sell healthcare and skincare products
primarily via online orders. This business is led
by wholly owned subsidiary Q’SAI Co., Ltd.

Revenue

Business income

2.7%

97.3%

Beverage business

890

¥

76.1%

Healthcare andskincare business24.8

billionBeverage business

11.4

¥

billionRevenue¥

23.9%

Business
incomebillionHealthcare andskincare business3.6¥

billion06

Value Creation Cycle

Toward Realizing Our Missionof Achieving Sustainable Growth
The CCBJH Group aims to create both social and economic value andachieve sustainable growth by using water and other indispensable
natural resources responsibly to provide all its customers
high-quality value-added products, while working in collaboration
with The Coca-Cola Company and the members of
the Coca-Cola system in Japan.

CSV Model
Our input includes water and otherindispensable natural resources, adiverse and inclusive human resource
base, different work styles, advanced
technology, strong marketing andsales capability, and the strength of
The Coca-Cola Company brands

Returning
Value toNature &Society

Input

With CSV at the core of ourmanagement, we work to meetthe needs of our customers
through our enhanced value chain

Creating
Shared Value

We return value to stakeholders
by contributing through ourbusiness activities to positivechange in the environment,
daily life, and our communities

Output/Outcome07

BusinessModel

We deliver happy moments
to everyone while creating
value through our products
and services

InputNaturalcapital	Water, which is the source of our value creation,and other natural resourcesIntellectual
capital	Key global brands, led by “Coca-Cola,” andbrands loved in Japan
	Marketing and R&D expertise to meet the needsof our customers
	Close relationships with The Coca-Cola Company,
including the Coca-Cola (Japan) Company, andmembers of the Coca-Cola system in Japan

Manufactured
capitalHumancapitalSocialcapital	A raw materials procurement network thatfacilitates the production of safe and trustworthy
products
	Cutting-edge management systems, facilities,
and technology in our production plants
	A network of vending machines covering ourentire sales area

Financial
capital	Employment of diverse andinclusive human resources	Different work styles that allow
employees to maximize theirtalents	The trust of our stakeholders andtheir support for CSV initiatives
	Close involvement in activities
throughout our sales area	Good stewardship of capital	Solid balance sheet	Shareholder returns

Business ModelIn our beverage business, which
accounts for more than 95% of the
CCBJH Group’s revenue in 2019, we
aim to deliver to our customers thebeverages they want, when andwhere they want them. To makethis a reality, we aim to achieve
best-in-class innovation andoperations while collaborating with
The Coca-Cola Company andmembers of the Coca-Cola system
in Japan. Creating shared value isat the core of our business because
we believe opportunities for theGroup’s further growth come from
helping address social issues.

The Coca-Cola system in JapanThe Coca-Cola system in Japan is composed of Coca-Cola (Japan) Co., Ltd.—which supplies
beverage bases, plans and develops new products, and conducts marketing activities—as well asfive bottling partners and other affiliated companies that manufacture or sell products
and retrieve their containers.
Coca-Cola (Japan) Co., Ltd.

Planning

Researchanddevelopment

Beverage
base
production

Coca-Cola Bottlers Japan Inc.

Production

Distributionandtransportation

Sales

Retrieval

Recycling

Coca-Cola Tokyo Research &Development Co., Ltd.

Output/Outcome
While rapidly responding to changes in society
and the market environment, the CCBJH Group
works to achieve its mission to “Deliver happy
moments to everyone while creating value”
through our products and services, and bycreating products that not only meet customer
needs now but will also fulfill unmet needs.

Returning Value to Nature &Society
We cannot achieve sustainable growth by simply reinvesting profits backinto our business. That is why the CCBJH Group is collaborating with
communities to strengthen initiatives to revitalize those communities
and to address the issues they face. We are also committed to givingback to nature, since natural resources are limited and we recognize
our responsibility to handle them with future generations in mind.
We believe improving the sustainability of our communities andthe environment (natural resources) through CSV initiatives is a driverof growth for the CCBJH Group.

08

Coca-Cola System Material Issues

In 2019, Coca-Cola (Japan) Co., Ltd. and Coca-Cola Bottlers Japan Inc. 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 astrategy reflecting issues unique to Japan in addition to global sustainability targets being pursued worldwide in order todevelop a common action plan for the combined Coca-Cola system in Japan. This process gave us insight into a set of issues weneed to address based on sustainability targets specific to Japan, while also moving toward the achievement of global targets.

Coca-Cola System Sustainability Activities—Purpose and Strategy

PurposeWe are committed to creating a shared future and a sustainable business that can make adifference when addressing important challenges facing Japan, including the environment,
people’s lives, and our communities
Leverage Our Leadership Position to Drive Attention and Action

Strategy

Lead with a powerful example of Inclusion in our own business
Leverage the power and reach of our system to partner with our Communities
Take a lead role—working with industry peers—on Resource usage

Three Platforms and Nine Priority Issues
The nine priority issues are further subdivided into five priority topics specified as urgent, and four focus topics that areimportant but considered less of a priority at this time.
In each domain, we will examine the Impact of our activities against the sustainable development goals (SDGs) and help toaddress social issues by also working toward the achievement of the relevant SDGs.

InclusionCommunities

Resources

Gender rive impact throughD
two national platforms(Inclusion and Resources)

Packaging/PET

Priority topics
Age/Generation
Disabilities
Focus topics
LGBTQ

Initiatives that are
sustainable andadditionally have local
relevance

Water
Greenhouse gas emissions
Renewable energy

Going forward, the Coca-Cola system will develop and implement a concrete action plan based on the identified priority issues.
We will continue to report regularly on the progress and results of activities by Coca-Cola Bottlers Japan, Inc., in partnershipwith the Coca-Cola system in Japan and seek to engage in activities aligned with the times, referring to the opinions of NPOs,
outside specialized organizations, experts and other third parties.

09

Materiality Identification Process

1

Issue identification (1): Identified social issues in Japan based on third-party studies

2

Issue identification (2): Narrowed down the list from 189 to 33 issues

3

Issue identification (3): Plotted a materiality matrix of 33 issues and specified 15 priority issues

We selected 189 issues by identifying and categorizing social issues from SDG-related reports and guidelines,
outside consultant reports (including outside stakeholder interviews), ISO 26000, government agency
reports, and benchmark surveys by outside consultants.

We then narrowed down the list of issues from 189 to 33 based on common shared categories, such as
renewable energy and an aging society.

The importance of each of the 33 issues selected in step 2 was assessed on a scale of 5 and plotted on amatrix with vertical and horizontal axes representing the importance to Japanese society and the Coca-Colasystem, respectively. We then specified 15 issues of high social importance that were also highly relevant to
the Coca-Cola system in Japan..
Priority matrix - We isolated “high-priority” topics within this matrix
Packaging/plastic

Supporting local
communities

Work reforms
Rural depopulation

Elderly
welfare3

Economic
growth in Japan

Health conscious
products

Education

Mental health

GHG emissions

Eco-friendly
business

Poverty/regional disparity

Water

Naturaldisasters
GenderBiodiversity

Healthy life
expectancy

Packaging/plastic

RenewableenergyFood andbeverage waste

Water
Renewable energy
Natural disasters
Food and beverage waste
GHG emissions
Eco-friendly business

Human rights

Recycling/circular economy

Supply-chain
management

Health conscious products
Rural depopulation
Poverty/regional disparity
SocialMaterial topics in Japan(quantitative analysis x external stakeholder input)

Recycling/circular
economyTopicsEnvironmental

5

Education
Elderly welfare
Work reforms

0
0

3

5

Material topics for the Coca-Cola system in Japan (fact-based analysis)4

Supporting local
communities

Conducted interviews within the Coca-Cola system andadjusted priority issues
We then added 4 priority issues identified within the Coca-Cola systemthrough interviews and workshops with management and junioremployees of Coca-Cola Japan and Coca-Cola Bottlers Japan, which
increased the number of priority issues to 19.

5Specified 3 platforms and 9 priority issues
Through workshop-style discussions on the 19 priority issues with the
management of Coca-Cola Japan and Coca-Cola Bottlers Japan, agreement was reached on specificationof 3 platforms not expected to change over the next 10 years—Inclusion , Communities and Resources —and
9 priority issues (material issues) requiring immediate attention.

10

CCBJH Group Commitments

Non-financial Goals

CSV Goals
Our creating shared value (CSV) goals state our commitments and priorities in the environment, social, and governance (ESG)
spheres towards realizing a sustainable future based on changes in society. We use a plan-do-check-act (PDCA) cycle to ensure
we are achieving our CSV goals.

Products

Water

Climatechange1 00%

Zero/low-calorie options for core brands

300%

FOSHU/functional product growth

1 00%

Front-of-pack calorie label and straightforward nutritional information

1 00%

Observation of The Coca-Cola Company Responsible Marketing Policy

200%

Water source replenishment. Focus on watersheds near our plants

30%

Water usage reduction by 2030

25%

Reduction in greenhouse gas emissions by 2030

Promotion of renewable energy
50%

Content of recycled PET in PET bottles by 2022

90%

Content of recycled PET in PET bottles by 2030

1 00%

Sustainable PET without fossil fuel use by 2030

1 00%

Adoption of recyclable packaging by 2025

35%

Further lightweight PET packaging by 2030 (compared to 2004)

Collect

1 00%

Collection percentage compared to sales volume by 2030

Partner

Extensive partnerships across industry and environmental organizations by 2030

DesignWorld Without
Waste

Procurement

1 00%

Sustainable sourcing

Human rights

1 00%

Adherence to Supplier Guiding Principles across the
CCBJH Group value chain

Diversity andinclusion

6%

Female managers

1 0%

Employee volunteers

1 million

Participants in community programsSocietyBaseline year is 2015 and target year is 2025 unless otherwise stated.

Details on and progress of our CSV goals
Check!

11https://en.ccbji.co.jp/csv/csvgoal/Financial Goals

Mid-term Business Plan
In August 2019, we released our mid-term business plan for the 2020–2024 period, which sets business income margin*1 andreturn on equity (ROE) targets of 5-6% for the year 2024. With the understanding that business as usual is not an option, we aim
to achieve industry-leading innovation and operations through fundamental change.

Fundamental transformation driving the return to a growth trajectory

2024 Business income target¥49 billion

Business income
margin 5–6%

2023–2024
Further growth to become
best in class in Japan

2019 Business income¥15 billion

2020–2022
Reset and transform

Business income
margin 1.6%

2017–2019
Integration

	Transform cost structure andorganizational culture	Customer-focused investment for
growth	Integration and standardization oforganization, systems, and processes	Creation of synergies from integration	Accelerate growth through appropriate
additional investment
	Become an industry leader in innovationand operations

Expand revenue base

Growth from commercial
department transformation

Cost efficiency andupfront investment* 1	Business income is a measure of recurring business performance calculated by deducting the cost of goods and SG&A from revenue, and accounting for other recurringincome and expenses.

2024 key metrics and picture of success
Main indicator

2024 goals (2019 baseline)

Revenue

Revenue: +0.5-1% annually Sales volume: +1-1.5% annually

Business income margin

5-6%

Earnings per share (EPS)

Basic EPS*2: 3 times or more

ROE (net profit for the year attributable to owners of the parent)

5-6%

Return to shareholders

Mid-term focus: stable payouts
Long-term focus: 30% or greater payout ratio*2 Basic EPS is EPS that excludes temporary impacts not included in business income

Earnings presentations
Check!

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

12Platform

Inclusion

What we are doing	Setting an inspiring example of an
inclusive work place culture	Nurturing the talents of our diverse
workforce – and engaging with theneeds of our communities

Diversity and inclusion initiatives
We respect the individuality of each of the CCBJHGroup’s employees, value continuous innovation by

A “Dear Café”
roundtable discussion
with a female director

actively listening to diverse values and ideas, and actively
work to promote diversity and inclusion. The Group isseeking to implement a more diverse management, andsince last year, we have put in place a management
structure that includes more international and female
directors, allowing issues to be examined from more
perspectives before decisions are made.
We will continue to provide opportunities for all
employees so they can leverage their full potential,
regardless of individual attributes and unaffected byfactors that could restrict their ability to work.

“To Be” female
leader training
courseparticipants

“Dear Café” roundtable discussions with female directors
These roundtables offer a space in which female
directors can explain the expectations for female
managers in a meaningful way, and provide specific

Percentage of new female employees (new graduates)(CCBJI non-consolidated)advice on any problems that participants may encounter

70 (%)

on a regular basis.

60

Six-month “To Be” women leaders training courses
We are holding six-month leader training courses whileworking to enhance the career pipeline for women.

50

52

53

55

2018

2019

2020

By increasing thepercentage offemale employees
when hiring, we areaiming for a total
female employee
ratio of 15% by 2025
(target percentageof womenmanagers 6%).

40
30
20
10
0

Main resource initiatives
Check!

13

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

Medium- to Long-term Vision
for Diversity and Inclusion
By respecting the diversity of ourworkforce, we will provide
opportunities to enable all employees
to leverage their full potential,
regardless of gender, age, disability,
nationality, sexual orientation and otherattributes, and unaffected by factorsthat could restrict their ability to work.

Strong steps to expand opportunities forpeople with disabilities: opening ceremony
for a special provision subsidiary
Having established a policy on diversity and inclusion,
the CCBJH Group is providing opportunities for all
employees to leverage their full potential by respecting

Providing opportunities for all employees to leverage
their full potential, regardless of individual attributes andunaffected by factors that could restrict their ability to work.
Individual
attributes

Gender

Age

Factors restricting
ability to work

Nationality
Time

Sexualorientation

HealthLanguage

Disability

With its certification as a special provision subsidiary,
CCBJB is even more committed to expanding
opportunities for people with disabilities and to thecreation of proactive employment for them.

Corporate revitalization and communication:
Friends & Family Fest 2019

the diversity of each and every member of its workforce
regardless of his or her attributes, such as gender, age,

To express gratitude to the families and other importantdisability, nationality, and sexual orientation. We arepeople in the lives of our employees, and to deepen theirworking to promote diversity with the aim of allowing all

understanding of CCBJI and help them gain a real sense

employees to be accepting of various opinions andof its appeal, we held Friends & Family Fest 2019

values, while continuing to spur on innovation.

primarily at our Akasaka office on August 20, 2019.

One of the CCBJI Group companies, Coca-Cola

During the event, 107 family groups (328 people total)

Bottlers Japan Benefit (CCBJB) Inc., received certification

spent time experiencing the “Coca-Cola Bottlers Japanas a special provision subsidiary, a company that secures

Family.” We organized a fun program of events, including

employment opportunities for people with disabilities. A

English language activities for kids, special drink-making

ceremony to mark the opening of the new business wasand button badge-making, sports experiences led byheld on November 20, 2019.

Coca-Cola Red Sparks rugby players and athlete

Established to promote and provide stable employment
for people with disabilities, the term special provisionemployees, and tours of office spaces that thoseattending would not normally visit.

subsidiary refers to a company that has in place a supportive

Going forward, we will continue to make CCBJI aenvironment for people with disabilities and aims to enable

company in which every employee will take pride, andthem to work regardless of the level of disability.

where anyone would want to work.

Special provision subsidiary opening ceremony

Friends & Family Fest hands-on button badge-making

14

Platform

Communities

What we are doing	Continuing our legacy of partneringwith communities where we live andwork to support needs and ambitions
	Harnessing the potential ofcommunities and driving action
on our core platforms

Water resource conservation activities“Learn from the Forest” project in Ebino, was held in April

We hold environmental education programs in various

help cut back bamboo thickets, plant mushrooms, andlocations to raise awareness of the importance ofconserving water and preserving nature. We are also

2019, and attended by 81 volunteers. These volunteers
tried woodworking, all while learning about theindispensable nature of water resources.

actively working to revitalize water resources to enhancetheir ability to replenish themselves—through activities
tailored to each area such as tree planting, thinning forest
undergrowth, flooding rice fields, and regenerating
grasslands—in order to return to nature a volume of waterequivalent to what we use in manufacturing our beverages.
In 2019, we conducted water resource conservation
activities in 12 of our plants’ water source areas—with a
total of 421 participants from among the community,

solve social issues
We are working to solve regional social issues
collaboratively with local governments, academic, andcivic organizations. We have undertaken numerous
initiatives so far, including youth-led workshops,

employees, and their families. One such event, a Coca-Colapresentations, and awards recognizing and highlighting

Coca-Cola “Learning from the Forest” project in Ebino, Miyazaki Prefecture

Sendai Youth Award ceremony in Miyagi Prefecture

Main resource initiatives
Check!

15

Initiatives for youth helping tohttps://en.ccbji.co.jp/csv/

community initiatives.
We also hold special events such as summer school—
family-oriented learning experiences—at our plants
during summer break, as well as tours specifically forbusiness partners. At our Kyoto plant in 2019, we
collaborated with students from the Kyoto University ofForeign Studies to showcase environmental initiatives
around the world through fun cultural experiences while
becoming familiar with English.
We are using our plant tours to communicate The“Mie Mirai” workshop with community members

Coca-Cola Company’s production processes, rigorous
health and safety initiatives, and environmental initiatives
so that consumers can feel confident in choosing The

initiatives that tackle issues in the prefectures of Miyagi,
Fukushima, Tochigi, and Mie.
In 2019, CCBJI held the Sendai Youth Award

Coca-Cola Company’s products.

Hydration and Drink Education seminars

ceremony, in partnership with Sendai City and a local
NPO, Wakatsuku, to energize and further encourage

We hold hydration seminars to raise awareness and help

youth initiatives tackling regional issues. We want toprevent heatstroke, which has been on the increase incontinue to be the chosen partner of everyone in ourrecent years. In 2019, we held hydration seminars aroundcommunities and will promote community-building

Japan for about 6,100 participants, including frominitiatives to help make them even better places to live.

business partners and schools.
We have also been holding Drink Education seminars

Plant tours

since 2018 to help participants choose the products mostPlant tours are a method of direct communication withseminars cover useful daily information, including aboutstakeholders, especially consumers and business

different beverage categories and how to read package

partners. We offer tours of the Zao Plant (Miyagi

labels. Participants commented that they had gained a

Prefecture), Tama Plant (Tokyo), Tokai Plant (Aichi

greater awareness of hydration and the need to hydrate

Prefecture), Kyoto Plant (Kyoto Prefecture), and Ebino

frequently, that they learned how to select beverages

Plant (Miyazaki Prefecture). Around 170,000 visitors

suited to their circumstances, and that they had fun

toured these plants in 2019.

learning in the workshop. We will continue holding

Visitors can step into our tour area full of classic
Coca-Cola memorabilia and see the bottling plant’s

suited to their lifestyles and physical conditions. These

informative seminars in order to help people makehealthy lifestyle choices.

actual production facilities, while we explain in an easyto-understand manner about our rigorous quality
management standards and our environmental andNumber of
hydration
seminars

Number of
hydration seminar
participants

38

6,100

(2018: 44)(2018: 7,000)

Number of
Drink Education
seminars

Number of
Drink Education
seminar participants

20

1,900

(2018: 24)(2018: 1,600)

Summer school plant tour

16

Platform

Resources

What we are doing	Driving continuous improvementin the sustainable use of resources	Supporting the environmental
conservation of our country

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

CCBJH Group’s
CO2 Emissions
Results andAccounting
Methods

Fuel- andenergy-related
activities notincluded in
Scope 1 or
Scope 2BusinesstravelIndirect emissions from theuse of electricity, heat, or
steam supplied by others

Category

7

Franchises

Scope 2Category

Category

3

14

Category

We consider the mitigation ofclimate change a crucial issue
to address throughout thecourse of our businessactivities. As such, wetransparently disclose
corporate greenhouse gas
emissions, of which CO2 is a
primary example, and share
information with our many
stakeholders about the overall
state of greenhouse gas
emissions, potential
countermeasures, and othertopics in the hope that this willlead to further emissions
reduction.

Main resource initiatives

17

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

Category

6

4

Direct greenhousegas emissions
by the reporting company
Category

Category

Category

Category

Purchased
goods andservices

Transport
and delivery(upstream)

Transportationand delivery(downstream)

Processingof sold
products

1

9

4

Scope 1

10Category

Category

Use of soldproducts

End-of-life
treatment ofsold products

11

Category

2

Fixed assets

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

Check!

Transport anddelivery(upstream)

Category

Category

8

Leased assets(upstream)

15

Category

CategoryWastegenerated inoperations

Leased assets(downstream)

5

13

Investments

Scope 312

2019 CO2 emissions and accounting methods
Emissions (t-CO2)
Scope

Scope 1

Direct greenhousegas emissions by thereporting company

Scope 2

Indirect emissions fromthe use of electricity,heat, or steam suppliedby others

Scope

Category

CCBJI
Group

Q’SAI
Group

1 90,495

1 55,008

1,057

2,01 1

Accounting method

CCBJH Group(total)Activity data

19 1,551

Amount of fuel used in
offices, sales centers,
plants, distribution, etc.

The Coca-Cola system in Japan uses emissions
factors calculated based on the Greenhouse Gas
Emissions Accounting and Reporting Manual
Version 1.2 (Ministry of Environment and Ministryof Economy, Trade and Industry; February 2007)

157,019

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

Electricity’s emissions factor is 0.421 kg-CO2/
kWh, which is the emissions factor of the averageof all electricity sources in fiscal year 2004, as
published by the Federation of Electric Power
Companies (2005)

Emissions (t-CO2)

1

Purchased goods
and services

2

Fixed assets

3

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

4

Transport anddelivery (upstream)

5

Waste generated inoperations

Emissions factor

Accounting method

CCBJI
Group

Q’SAI
Group

CCBJH Group(total)

1 ,058,706

10,145

1 ,068,852

Procured raw materials(based on weight)

The Coca-Cola Company’s emissions factors

31,022

Fiscal year increase inamount of fixed assets(net price)

Emissions factor according to price of fixed
assets from the Ministry of the Environment’s
emissions factor database (Ver. 2.4) for use with
the Basic Guidelines on Accounting forGreenhouse Gas Emissions throughout theSupply Chain

46,055

Amount of fuel, electricity,heat used

Emissions factor for fuel procurement from the
Ministry of the Environment’s emissions factor
database (Ver. 2.4) for use with the Basic
Guidelines on Accounting for Greenhouse Gas
Emissions throughout the Supply Chain

1 14,385

Amount of fuel used foroutsourced transportation

The Coca-Cola system in Japan uses emissions
factors calculated based on the Greenhouse Gas
Emissions Accounting and Reporting Manual
Version 1.2 (Ministry of Environment and Ministryof Economy, Trade and Industry; February 2007)

21,531

Waste by weight or
disposal fee

Emissions factors for waste by type andtreatment method from the Ministry of theEnvironment’s emissions factor database (Ver.
2.4) for use with the Basic Guidelines on
Accounting for Greenhouse Gas Emissions
throughout the Supply Chain

4,630

Employee transportation
expenses paid

Emissions factors for transportation expenses
from the Ministry of the Environment’s emissions
factor database (Ver. 2.4) for use with the Basic
Guidelines on Accounting for Greenhouse Gas
Emissions throughout the Supply Chain

Employee commuter
expenses paid

Emissions factors for transportation expenses
from the Ministry of the Environment’s emissions
factor database (Ver. 2.4) for use with the Basic
Guidelines on Accounting for Greenhouse Gas
Emissions throughout the Supply Chain

30,73845,99 11 1 2,905

2 1 ,363

4,364

284

64

1,480

1 68

266

Activity data

Emissions factor

6

Business travel

7

Employeecommuting4,1 62

141

4,304

8

Leased assets(upstream)

N/A

N/A

N/A

N/A

N/A

9

Transportationand delivery(downstream)

N/A

N/A

N/A

N/A

N/A

10

Processing ofsold products

N/A

N/A

N/A

N/A

N/A

11

Use of soldproducts

N/A

N/A

N/A

N/A

N/A

12

End-of-life
treatment of soldproducts

31,815

Reported amount by
weight of containers andpackaging recycled,according to the
Recycling of Containers
and Packaging Act

Emissions factors for waste by type andtreatment method from the Ministry of theEnvironment’s emissions factor database (Ver.
2.4) for use with the Basic Guidelines on
Accounting for Greenhouse Gas Emissions
throughout the Supply Chain

13

Leased assets(downstream)Amount of electricity
used by the company’ssales equipment (vending
machines)

Emissions from electricity use is calculated bymultiplying the annual electricity use of one
vending machine by the number of vending
machines in operation in the applicable fiscal
year. The emissions factor for electricity is 0.421
kg-CO2 /kWh.

14
15

Scope 3

3 1 ,533

282

33 1 ,962

0

331,962

Franchises

N/A

N/A

N/A

N/A

N/A

Investments

N/A

N/A

N/A

N/A

N/A

1,641,724

12,831

1,654,555

Scope 3 total amount18

Platform: Resources

Water Resource Conservation
Since we engage in business that relies on the indispensable resource of water, we promote water resource conservation withthe goals of reducing water use by 30% by 2030, and maintaining a 200% water resource replenishment rate through 2025.
At our plants, we strictly manage the water used to manufacture products while continually reviewing and improving
manufacturing processes and plant equipment in order not to waste any of this precious natural resource. In 2019, thewater use ratio (WUR) of product manufacturing was 3.26 liters of water per liter of product, a reduction of 0.07 liters
year on year. We work to conserve water resources by cooperating with communities and experts in efforts to return tonature a volume of water equivalent to the amount of water used for manufacturing products, and to contribute to theability of water resource areas to sustainably cultivate and store water. In 2019, we achieved a 322% water resource
replenishment rate, which was a 45% increase year on year.

The Coca-Cola system’s water cycle

For the water used in our products, we also pursue
initiatives to carefully use and return this precious natural

Within the Coca-Cola system, we regularly assess theresource to nature by replenishing water resource areas

vulnerability of water sources in line with the resource

identified through scientific surveys by specialist

conservation guidelines established by Coca-Cola Japanagencies. We work to cultivate abundant undergroundand develop water conservation plans. These plans form

water reservoirs through long-term agreements withthe basis for activities at our plants that reduce the amountregional bodies, forest cooperatives, landowners, andof water used in the manufacturing process, collect andlocal communities to carry out conservation activities

recycle as much of the water used for rinsing and coolingthat include thinning forest undergrowth, planting,as possible, and then return it to nature by releasing

flooding rice fields, and regenerating grasslands.

water that has been properly treated back into rivers.
Return water to nature
after strict water
treatment

Reduce & Recycle

Water used for manufacturing
Reducewater used

Assess water source vulnerability
	Draft and execute water resource
conservation plans

Water
reuse

River
From groundwater reserves
and rivers to plants

Groundwater

Plant

Replenish

Natural water resource areas

Water used in products
Water resource
conservation agreements
in water resource areas

Cultivate water resources
through forest preservation,
rice field flooding, andgrassland regeneration

Water used for manufacturing

13,316,017 m

3(-4.87% year on year)

Water used in products

4,080,744 kl(-2.77% year on year)

19

Increase groundwater
recharge capacity, cultivate
underground reservoirs, andreturn water to nature

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

3.26 L/L(-0.07 liters per product liter year on year)

Replenishment area

Approx.

7,613 ha(+640 ha year on year)

Replenishment rate322%(+45% year on year)

Plant initiatives andWater resource area activities to maintain a 200%
replenishment ratewater resource area activities

In April 2019, the Akashi Plant signed its first agreementwith Hyogo Prefecture and the local community for the

Plant initiatives to reduce water use 30%

conservation of the approximately 655 ha of forest in its

The Kumamoto Plant and Hakushu Plant succeeded inwater resource area. This marked the start of activities toreducing water use to new levels through the adoption ofconserve water resources over the next decade. We will

chemical-free electron beam (EB) sterilization systems.

continue to engage in and expand activities to cultivate

By investing in new manufacturing lines and actively

groundwater resources by concluding further agreements

introducing the latest technologies, our plants are

for water conservation in all our plants’ water resource

working to further reduce water use. We also use systems

areas. The water cultivated through these activities will

to manage and analyze water data to constantly improvegenerate groundwater reservoirs over the years to come,water use.

and that water will make its way through rivers to ourplants where it can be used for product manufacturing.

Production plants(prefecture)

Zao Plant
Saitama Plant
Iwatsuki Plant

Local water resource
agreements

Replenishment
rate

Water
replenishment
area(Miyagi)Zao, Miyagi

118%

235 ha(Saitama)

Katashina,
Tone, Gunma

1 64 %

1 ,545 ha

Ishioka, Ibaraki

409 %1 ,000 ha

—

—

702 %

1 ,476 ha——

Ibaraki Plant(Ibaraki)Tama Plant(Tokyo)Ebina Plant(Kanagawa)

Hakushu Plant(Yamanashi) *1

Tokai Plant(Aichi)Ena, Gifu

94 %1 42 haKyoto Plant(Kyoto)Ujitawara, Kyoto

231 %307 haAkashi Plant(Hyogo)Tamba-Sasayama,
Hyogo

328 %

655 haDaisen Plant(Tottori)

Hōki, Saihaku,
Tottori

1 ,084 %427 haHiroshima Plant(Hiroshima) *3

Mihara, Hiroshima—

705 haKomatsu Plant(Ehime)Saijyo, Ehime

363 %1 46 ha1 90 %

45 1 haTosu Plant
Kiyama Plant(Saga)*

1—
Atsugi, Ebina,
Kanagawa*2—

Tosu, Saga
Kiyama, Saga

Kumamoto Plant (Kumamoto)Ōzu, Kikuchi,
Aso,Kumamoto342 %320 haEbino Plant

Ebino, Miyazaki

625 %203 ha(Miyazaki)

Water resource
conservationagreements

15/ 17

plants(+1 year on year)*1	The Tama Plant and Hakushu Plant have not yet
concluded water resource conservation agreements(as of the end of 2019).
*2	The Akashi Plant signed its first water resource
conservation agreement in 2019.
*3 The Hiroshima Plant began operations in June 2020.
Replenishment rate (%)
Replenishment area (ha) ×10,000 ×
Precipitation (m) × Recharge

× 100

Production output (kL)20

2020 HIGHLIGHTSWorld Without Waste

Toward Achievinga World Without Waste
In 2018, The Coca-Cola Company, out of desire to reduce its impact on the environment, announced a global goal of
realizing a World Without Waste. In response, the Coca-Cola system in Japan launched its 2030 Packaging Vision soonafter, with a plan based on forty years of experience gained through efforts to reduce resource use by making lighter
bottles and initiatives such as bottle recovery and recycling. In July 2019, the Coca-Cola system in Japan renewed its
2030 vision by setting its own ambitious environmental targets that exceed those of the global initiative, including
shortening the timeline to achieve certain targets at an earlier date.

Three core elements of the 2030 Packaging Vision
The 2030 Packaging Vision is made up of three coreelements—design, collect, and partner. It is founded on theunderstanding that a World Without Waste can only beachieved by taking a holistic approach to a product’s life
cycle and by partnering with local communities.

We are promoting bottle-to-bottle
recycling by improving the design
and material of our bottles to makethem more sustainable

DesignCollect

We plan to collect and recycle thevolume of packaging equivalent to thatof products sold

21

Partner

We are building and maintaining stronger collection
and recycling schemes through partnerships with thenational and local government, the beverage industry,and our communities

Roadmap to 2030
We have set the following concrete targets for our core

Under our Collect initiative, our aim by 2030 is to be

initiatives of design, collect, and partner. For our Designable to recover a volume of PET bottles equivalent to that

initiative, our first target is to use at least 50% recycled PETof the products we sell in Japan. We will actively raise

plastic in our bottles by 2022 (results for 2019 were aboutawareness of correct recycling, such as the fact that21%) under our bottle-to-bottle initiative that gives new life

removing the label and cap from a bottle changes it fromto used PET bottles. We will increase our bottle-to-bottle

waste to resource. We are also committed to keeping ourrecycling rate to 90% by 2030. Second, we will shift to using

communities looking beautiful through cleanup campaigns.

only recyclable material for all PET bottles, glass bottles,

For our Partner initiative, we are collaborating with theand cans for products sold in Japan by 2025. Third, we will

national and local government, the beverage industry, andswitch to using only 100% sustainable materials in our PET

our communities to further increase our already very highbottles and eliminate the use of additional fossil fuels byrecovery and recycling rates for PET bottles and aluminum

2030. Fourth, we will reduce the amount of PET plastic

cans in Japan, and to build and maintain more robust

used in each bottle by 35% by 2030 (compared to 2004).

recovery and recycling schemes.

222020 HIGHLIGHTSWorld Without Waste

Recent CCBJH Group initiatives

DesignBottle-to-bottle recycling resultsin 100% recycled plastic bottle

The Coca-Cola system is promoting the bottle-tobottle initiative to give new life to used PET
bottles through recovery and recycling. In March
2020, we launched a new bottle made from 100%
recycled plastic for I LOHAS Natural Mineral Water.
We were able to increase the proportion ofrecycled PET plastic in the bottle from 30% to100% as a result of technological innovation that
increased the transparency of recycled bottles andcollaboration with a partner company. The
development of this next-generation PET bottle isa major step toward ensuring the reuse of
packaging.

Label-free
I LOHAS Natural
Mineral Water
We launched a labelfree bottle for
I LOHAS Natural
Mineral Water in Japanthat went on sale
online starting in April
2020.

Environmental impact of the 100% recycled plastic I LOHAS Natural Mineral Water bottle

Bottle-to-bottle recycling gives
new life to once wasted
PET bottles

Reduces annual use offossil fuel-derived plastic byan amount equivalent in weight
to about 4,000 cars*1

We maximize the use of resources
by recycling used PET bottles tomake new bottles

Significantly reduces our use ofplastics made from fossil fuels*2 andreduces our environmental impact

Carbon dioxide emission due to making
a bottle is reduced by 49% (compared
to a regular bottle*3), helping decrease
our environmental impact

CO2 emissions per bottle

Collectionof usedPET bottles

Formed into
new bottles

Reduces CO2 emissions
by 49% per bottle

grams CO2 /bottle

60.1

From bottle
to bottle

49%
reduction
in CO230.9

Becomes
raw material
for PET bottles

Shred into
about 8 mm2
flakesReduces use of plastic
by an amount equivalent toabout 4,000 vehicles annually

Regular 100%
petroleum-based
bottle(18 g bottle)*1 Calculated using a compact vehicle (approximately 1 ton) *2 Compared to the former 555 ml I LOHAS Natural Mineral Water bottles*3 PET bottle made from 100% petroleum-based plastic

23

100% recycled
I LOHAS Natural
Mineral Water
bottleCooperating with communities
in cleanup campaigns

Collect

Many of our employees actively participate in cleanup campaigns
around our offices and bottling plants as part of our efforts to further
improve packaging collection and recycling rates. On November 18,
2019, we held simultaneous cleanups around Japan at nine locations
including Tsurigasaki Beach in Chiba and Shibuya, Tokyo. In total,
about 750 employees—including members of Coca-Cola Japan and
CCBJI’s senior management—participated in the cleanup alongsidecommunity members.

Partner

Beverage industry
initiatives

Partner

Joint research with the
Nippon Foundation on
how trash ends up in rivers

We have endorsed the Japan Soft Drink Association’s

It is estimated that in Japan approximately 98%* or

declaration on the recycling of plastic in the beverage

more of all PET bottles are collected, but 2% are notindustry, which was announced in November 2018 with thebeing recovered and have a chance of ending up ingoal of achieving the 100% effective utilization of PET bottles

rivers or the ocean. To find out the reasons for this 2%

by fiscal 2030, and we are cooperating in initiatives with ourloss in recovery, the Coca-Cola system in Japan began a

industry peers. Since May 2019, as part of an initiative to

joint research project with the Nippon Foundation. The

encourage recycling and prevent littering, we havefindings of this research have not only helped inform

distributed more than 200,000 stickers with an industry-

Japan’s beverage industry, but are proving useful inwide design that reminds people to not put

policymaking and initiatives for more effective

anything in recycling bins other than empty

collection and for preventing bottles from ending up in

bottles. These stickers have been placed onrivers, the ocean, and elsewhere.

recycling bins next to vending machines,
mostly in Japan’s busiest downtown areas*Source: Coca-Cola Japan research based on findings of waste surveys by
local governments in Japanin the Tokyo metropolitan area, and Tokaiand Kinki regions.

Online learning to raise employee awarenessWe know the efforts of our employees are crucial to achieving our 2030
Packaging Vision. We are conducting e-learning courses for CCBJH Group
employees to aid their understanding of social issues associated withpackaging, such as marine plastic pollution and resource recovery. As acompany that deals directly with PET bottles, we recognize the importanceof each of our employees having a high awareness of environmental issues.

24

CCBJH Group Profile

Corporate Profile (As of December 31, 2019)
Company name
FoundedCoca-Cola Bottlers Japan Holdings Inc.
December 20, 1960
(Trade name changed to Coca-Cola Bottlers Japan Holdings Inc. on January 1, 2018)

Fiscal year end

December 31

Capital¥15,232 million

Representative

Calin Dragan, Representative Director and President

Stock market listings

Tokyo Stock Exchange (First Section)

As of December 31, 2019, Coca-Cola Bottlers Japan Holdings Inc. was listed on the Fukuoka Stock Exchange, but the Company has submitted an application for delisting to
the stock exchange and plans to do so once that process is completed.

Group Structure

Coca-Cola Customer Marketing Co., Ltd.
Coca-Cola Bottlers Japan Vending Inc.
FV Japan Co., Ltd.

Coca-Cola Bottlers Japan
Holdings Inc.

Coca-Cola Bottlers
Japan Inc.

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

QSAI Analysis and Research Center Co., Ltd.
QSAI FARM SHIMANE Co., Ltd.

Q’SAI CO., LTD.

CQ Ventures Co., Ltd.

External Evaluations

Dow Jones Sustainability
Indices (DJSI)New Diversity
Management
Selection 100

CDP

Nikkei Smart WorkManagement Survey
four-star rating

Semi-Nadeshiko
2020

Sports Yell
Company

L-boshiwork with
Pride

Kurumin

ISO: International
Organizationfor Standardization

Health & Productivity
Management
Organization White
500

Food safety
management system
FSSC 22000

Also received the Director’s Award for Excellence in Disability Hiring in 2019 from the Bureau of Industrial and Labor Affairs

Awarded to CCBJH and some of its Group companies.

25

Plant Tours

Zao Plant
CCBJI offers plant tours to help customers become more

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

familiar with The Coca-Cola Company’s products. Guides
will introduce the origin and history of Coca-Cola, as wellas the plant’s quality control and environmental efforts.
You will also be able to see the plant’s impressive
production lines. Please come visit!

For more information on reservations,please check our website.
Check!

https://en.ccbji.co.jp/plant/

Tel. 0224-32-3505
Open: M onday through Friday and occasionally
Saturday, including holidays(excluding temporary closures)

Tokai Plant

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

Tel. 052-602-0413
Open: Monday through Friday and occasionally
Saturday, including holidays(excluding temporary closures)

Kyoto Plant

128 Tai Shinarami, Kumiyama,
Kuse, Kyoto

Tel. 0774-43-5522
Open: Tuesday through Sunday, andMonday if it is a holiday(excluding temporary closures)

Tama Plant

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

Tel. 042-471-0463
Open: M onday through Friday and occasionally
Saturday, including holidays(excluding temporary closures)

Ebino Plant

1321-1 Aridome, Higashikawakita,
Ebino, Miyazaki

Tel. 0984-25-4211
Open: T uesday through Sunday, andMonday if it is a holiday(excluding temporary closures)

26

Our response to COVID-19
During this outbreak of COVID-19, the safety and health of our employees, our customers and our communities is our number
one priority. Our mission is to deliver happy, refreshing moments to everyone, even in challenging times, and we have beenworking with comprehensive business continuity actions in place to ensure safe and secure product supply as essential goods
and services. We are supporting various local communities through our products, and we continue these actions.

Hygiene guidance in line with Japan government advice reinforced across the organization
	Clear advice and information sharing to support employees experiencing potential
symptoms or concerned about exposure to the virus
Proactive large-scale work-from-home routines for all roles that can be done remotely
Restrictions on international travel
Support for employees who need child-care assistance during school closures
Cancellation of large-scale face-to-face meetings
Suspension of production plant tours and tight restrictions on visitors to our sites
Strengthened business continuity planning and scenario analysis for every CCBJH location

Donation of beverages to designated medical institutions for infectious diseases andothers through Japan Medical Association
To back up the medical personnel who are engaged in the response to the
COVID-19 outbreak, Japan Coca-Cola System, which includes Coca-Cola Bottlers
Japan has started the “Refresh Japan” program to donate about 1.3 million bottles
of beverages to medical institutions and frontline medical professionals. Deliveries
from each CCBJI sales center to the designated medical institutions for infectious
diseases have started from mid-May through the Japan Medical Association.

The full version of CSV Report

Check!

For the full version of CSV Report2020 (PDF), please check our website.

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

CSV Report 2020 survey

Check!

Please access the survey via the
URL below or the QR code.

https://form.ccbji.co.jp/form/csv2020_en
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.

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

For inquiries:
Please use the “Inquiries” formon the Coca-Cola Bottlers Japan Holdings Inc. website.

https://en.ccbj-holdings.com/inquiry/©2020 Coca-Cola Bottlers Japan Holdings Inc. All Rights Reserved.