2022 ESG Report
English Version

Refresh the World.
Make a Difference.

ESG Report

INDEX
About This Report

01

Index / About This Report

02

Message from the President

03

Purpose and Vision04

Proﬁle of Coca-Cola System in Japan05

At a Glance: Coca-Cola System in Japan06

Product Portfolio Meeting the Diverse Needs of Consumers in Japan07

Sustainability Framework of Coca-Cola System in Japan

Period: January 1–December 31, 2021 (The period differs from the above for some data)

08

Resources

Publication: June 21, 2022

09-13

Packaging / PET

14

New Global Target for Reusable Packaging

15-17

Water

18-21

Greenhouse Gas Emissions

22

Inclusion

23

Gender24

Age/Generation and Disabilities

25

LGBTQ

26

Communities

27

Initiatives Through Business28

Bottling Partner Initiatives

29

Initiatives with Partners

30

Support for Communities̶The Coca-Cola Foundation31

Support for Communities̶The Coca-Cola Educational & Environmental Foundation

32

Sustainability Initiatives at Tokyo 2020

33

Coca-Cola System Business Platform | KORE Management System

34-36 Coca-Cola System Business Platform | Supply Chain
37

Coca-Cola System Business Platform | Corporate Governance38

Coca-Cola System Business Platform | Compliance39-41 Coca-Cola System Business Platform | Risk Management
42

Editorial Policy The Coca-Cola (Japan) Company ESG Report conveys the approaches, activities andachievements of the Coca-Cola system in Japan (Coca-Cola (Japan) Co., Ltd. and ﬁve bottlingpartners) looking toward attainment of the global sustainability goals of the Coca-Cola systemand targets speciﬁc to Japan.
Scope Coca-Cola (Japan) Co., Ltd., ﬁve bottling partners and one affiliate

Terminology“The Coca-Cola Company” refers to the U.S. headquarters.
“Coca-Cola (Japan) Co., Ltd.” and “Coca-Cola Japan” refer to Coca-Cola (Japan) Company, Limited.
“Bottling partners” refers to the ﬁve bottling companies across Japan.
(Hokkaido Coca-Cola Bottling Co., Ltd., Michinoku Coca-Cola Bottling Co., Ltd., Coca-Cola Bottlers
Japan Inc., Hokuriku Coca-Cola Bottling Co., Ltd., Okinawa Coca-Cola Bottling Co., Ltd.)“the Coca-Cola system” refers to The Coca-Cola Company and business entities involved in its
global operations.
“the Coca-Cola system in Japan” refers to Coca-Cola (Japan) Co., Ltd., ﬁve bottling partners
across Japan and one affiliate.
“Consumers” refers not only to those who purchase Coca-Cola system products but also to thegeneral public.

COCA-COLA, GEORGIA, CRAFTSMAN, SOKENBICHA, AYATAKA, KARADA SUKOYAKA-CHA, KARADA ODAYAKA-CHA, KARADA MEGURI-CHA, HAJIME,KOCHAKADEN, CRAFTEA, AQUARIUS, FANTA, SPRITE, REAL GOLD, QOO, MINUTE MAID, I LOHAS, BONAQUA, CHURARU, YOGUR STAND,LEMONDOU and 1,2,CUBE are registered trademarks of The Coca-Cola Company.
CANADA DRY is a registered trademark of Atlantic Industries.
COSTA COFFEE is a registered trademark of COSTA Limited.
©The Coca-Cola Company

For inquiries concerning this report:

Consumer Service Center: 0120-308509 (Toll free)Coca-Cola (Japan) Company, Limited https://cocacola.co.jp (Japanese website)

This report is also available on the Coca-Cola Japan corporate website.

Third-Party Opinion of the ESG Report

43-46 Data

https://www.cocacola.co.jp/sustainability

ESG Report01Message from the President

To Create a More Sustainable and Better Shared Future
The Coca-Cola system in Japan made great progress in 2021 managing environmental, social and governance aspects of ourbusiness. Though the difficulties presented by COVID-19 have not fully abated, many signs point to our operations being muchstronger and more sustainable than they were before the pandemic.
Today, sustainability is incorporated into all areas of our business, a vital enabler for future growth, and I am convinced that these
activities are precisely what will put us on a path to fulfilling the Coca-Cola business purpose, “Refresh the World. Make a Difference.”
Here is an update on some of the progress we made last year.
● In the area of Resources, we added even more momentum to our sustainable packaging initiatives. In 2021, we started using
100% recycled PET (rPET) bottles for flagship brands, including Coca-Cola, and managed to lift the sustainable material1 utilizationof our soft drink business in Japan to 40%. At present 2, we use 100% rPET bottles for 38 products of five brands available in Japanand our label-less range now encompasses 18 products of eight brands. Among them is a new Coca-Cola label-less bottle(350 mL). We also continued efforts to reduce the amount of plastic we use in packaging, for example with the introduction of a
Coca-Cola 700 mL PET bottle that weighs 27 g, down from 42 g. As a result of these activities, we expect greenhouse gas (GHG)
emissions to fall by around 26,000 tons annually across the entire Coca-Cola system, and the use of petroleum-based virginplastic will drop by around 29,000 tons3.
In October 2021, we set a target to reduce Scope 1 and Scope 2 GHG emissions by 50% along the entire value chain in Japan by2030 (relative to 2015). Scope 3 emissions would be reduced by 30%. These are independent targets of the Coca-Cola system inJapan over and above levels The Coca-Cola Company seeks to achieve worldwide. From the standpoint of reducing GHG
emissions, the aforementioned use of 100% rPET bottles and other forms of packaging innovation are extremely significant. We
also plan to expand use of renewable energy sources throughout the Coca-Cola system with Coca-Cola Japan already using
electricity from renewable sources at its Shibuya head office and Moriyama Plant.
● Major advances were made in the area of Inclusion, too. Initiatives undertaken over the past year include our internal
AccelerateHER program focusing on identifying and developing women leaders. By the end of 2021, the percentage ofleadership positions filled by women had climbed to about 40%4. Our aim is to have women fill 50% of leadership positions by2025, a target I believe is very do-able. In May, we finished amending company rules for the entire Coca-Cola system in Japan toaccommodate same-sex partnerships. These initiatives were acknowledged in our receiving a Gold award, the highest, in the
PRIDE Index 2021, an indicator used to evaluate support for LGBTQ people in the workplace. The importance we place on
diversity is a reflection of the immense diversity within our market and among consumers.
Diversity and inclusion are a source of innovation for both organizations and society.
● In regard to Communities, it was a year of strengthening relationships, building mutual understanding with local governments,
NPOs and NGOs nationwide. Through the Olympic and Paralympic Games Tokyo 2020, we contributed 160,252,939 yen in
donations via 3,722 support vending machines installed nationwide. Between October and November 2021, 1,100 Coca-Colasystem employees and others at 36 locations nationwide participated in the International Coastal Cleanup, retrieving some 491
bags of litter. Opportunities to collaborate with consumers and partners on packaging collection and recycling are increasing all
the time. Our wish is to create a more sustainable and better shared future.
At the Coca-Cola system, we look to make a difference to people’s lives, communities and our planet by doing business the right way.

Jorge Garduño
Representative Director and President
Coca-Cola (Japan) Co., Ltd.

1 Sustainable materials: All recycled PET materials from bottle-to-bottle
recycling and plant-based PET materials
2 April 2022
3 The total for all corresponding products—2022 sales volume forecasts
estimated based on 2021 actual shipments
4 As of December 2021
ESG Report

02

PURPOSE AND VISIONOUR PURPOSEOUR VISIONOur vision is to craft the brands and choice of drinks that people love, to refreshthem in body and spirit.
And done in ways that create a more sustainable business and better shared futurethat makes a difference in people’s lives, communities and our planet.

225

Products sold in

200+

bottling
partners
worldwide

countries andterritories
Refreshing people
everywhere

136
years

200

brandsworldwide

700,000+
employed
worldwide

ESG Report

03Representative

Tel: +81-3-5466-8000
URL: https://www.cocacola.co.jp
Jorge Garduño(Representative Director and President)

Capital

3.6 billion yen

Employees

525 (as of December 31, 2021)
Moriyama Plant (49 Amura-cho, Moriyama, Shiga Prefecture)
Manufacture and sales of soft drinks (concentrate)

Shareholder

Plant

Business
History

The Coca‑Cola Export Corporation(100%; a subsidiary of The Coca‑Cola Company)

1957 Nihon Inryo Kogyo K.K. established1958 Changed name to Coca‑Cola (Japan) Co., Ltd.
Concentrate plant completed in Yukigaya, Ota-ku,
Tokyo—company relocates from Yokohama
1970 Head office (Shibuya-ku, Tokyo) completed
1974 Moriyama Plant completed
1986 Coca-Cola centennial celebrated
1993 Beverage Development Co., Ltd.
(now Coca-Cola Tokyo Research and Development Co., Ltd.)established

Coca-Cola Tokyo Researchand Development Co., Ltd.

The Coca-Cola system in Japan comprises Coca-Cola (Japan) Co., Ltd., which supplies concentrateand undertakes product planning, development and marketing, and five bottling partners and one
affiliate that engage in such activities as product manufacturing and sales.

Bottling Partners in Japan

Hokkaido Coca-Cola
Bottling Co., Ltd.

Michinoku Coca-Cola
Bottling Co., Ltd.

Coca-Cola Bottlers
Japan Inc.

5
Coca-Cola Tokyo Researchand Development

Okinawa Coca-Cola
Bottling Co., Ltd.

2

3

Moriyama Plant

Hokuriku Coca-Cola
Bottling Co., Ltd.

1

4

Head office

Recycling

4-6-3 Shibuya, Shibuya-ku, Tokyo 150-0002, Japan

Collection

Head office

Sales

June 25, 1957, as Nihon Inryo Kogyo K.K.
Changed name to Coca‑Cola (Japan) Co., Ltd.
on March 15, 1958

Distribution/
Transportation

Established

Production

Coca-Cola (Japan) Co., Ltd.

Bottling Partners and Affiliate

Concentrate
Manufacturing

Name

Coca-Cola Japan

Research andDevelopment

Overview of Coca-Cola (Japan) Co., Ltd.

Coca-Cola System in Japan

Planning

Proﬁle ofCoca-Cola System in Japan1

Hokkaido Coca-Cola Bottling Co., Ltd.

2

Michinoku Coca-Cola Bottling Co., Ltd.

3

Coca-Cola Bottlers Japan Inc.

4

Hokuriku Coca-Cola Bottling Co., Ltd.

5

Okinawa Coca-Cola Bottling Co., Ltd.
ESG Report04

At a Glance: Coca-Cola System in Japan
Overview of Coca-Cola System in Japan

Bottling partners:

5

20,000 480,000
Approx.

Inclusion

Approx.

Approx.

Stores selling
Coca-Cola products:

Employees:

Plants:Approx.

40

%

40

%

As of December 31, 2021
Coca-Cola Japan only

Percentage of
employees who are
women
As of December 31, 2021
Coca-Cola Japan only

1,512
6,800

Approx.

22

880,000
Approx.

(including concentrate plants)

Communities
Percentage ofleadership positions
ﬁlled by women

Vending machines:

Resources
Disaster relief
agreements
As of December
31, 2021

Communityassisting
vending
machines
deployed
As of December
31, 2021

40

%

355

PET bottle sustainable
material utilization
Sustainable materials: All recycled
PET materials frombottle-to-bottle recycling andplant-based PET materials

Water replenishment
rate1

%

2021 Results
1 Water replenishment entails
returning to nature the sameamount of water used in products.

ESG Report05

Product Portfolio Meeting the Diverse Needs of Consumers in Japan
Today, the Coca-Cola system operates all over the world with the same desire to deliver great-tasting beverages to all people, anywhere, anytime—a desire that persists
even now, 136 years on from the birth of Coca-Cola.
In Japan, we deploy products reflecting the diverse lifestyles and preferences of consumers from a portfolio spanning a wide range of categories, including sparkling softdrinks, tea, sports drinks and water.
Sparkling soft drinks 27%

Coffee 15 %Tea 28 %Water 13 %Sports drinks 11 %Juice 2 %Others including energy drinks
and alcoholic drinks

4%

Product portfolio of the Coca-Cola system in Japan. Percentages based on December 2021 volumes according to Coca-Cola Japan research.

Focus on Health with FOSHU and Food with Function Claims

Initiatives in Support of Responsible Drinking

As a reflection of the heightened health awareness and needs of Japanese consumers, the Coca-Cola system

Coca-Cola Japan markets alcohol brands of the Coca-Cola system responsibly to raise awareness about

is bolstering its lineup of Food for Specified Health Uses (FOSHU) and Food with Function Claims. In 2017, we

drinking in moderation. We strive to provide consumers relevant information to help reduce or prevent harmful

launched Coca-Cola Plus, a FOSHU product that helps suppress fat absorption and moderate blood

alcohol consumption. This includes communicating information about responsible drinking and the effects oftriglyceride levels after meals. And in 2021, we launched Karada

alcohol on health via our corporate website

Odayaka-cha W, a Food with Function Claims containing

https://www.cocacola.co.jp/sustainability/proper-drinking (Japanese website).

gamma-aminobutyric acid (GABA), with benefits for memory

Speciﬁc Policy on Alcohol Responsibility

and blood pressure, as the functional ingredient.
The Coca-Cola system in Japan currently supplies three
FOSHU and three Food with Function Claims products.

Responsible Alcohol Marketing Policy

Local partnerships and communications programs

Information and transparency

Responsible employee conduct

ESG Report06

Sustainability Framework of Coca-Cola System in Japan
In 2019, Coca-Cola Japan and Coca-Cola Bottlers Japan jointly conducted a large-scale study to identify sustainability issues and specify an order of priorities.
This was to enable the formulation of a strategy reflecting the unique issues of Japan in addition to global sustainability targets. The strategy would be incorporated into acommon action plan for implementation by the Coca-Cola system.
The companies agreed to focus on three platforms—Inclusion, Communities and Resources—and nine priority issues to be addressed right away.
We are committed to creating a sustainable business and shared future that makes a difference surrounding
important challenges facing Japan, including the environment, people’s lives and our communities.

PurposeSustainability Framework of Coca-Cola System in Japan (Three Platforms and Nine Priority Issues)

Inclusion
Priority
Topics
Focus
TopicsCommunities

Gender
Age/generation

LGBTQ

topics specified as urgent and four focus topics that areconsidered important but relatively less “top-of-mind” at this time.

Packaging/PET

Drive impact throughtwo national platforms(Inclusion, Resources)

For each of the three platforms, we will examine the relevance of
our activities to the Sustainable Development Goals (SDGs) andWater

Initiatives that are
sustainable andadditionally have local
relevance

Disabilities

The nine priority issues are further subdivided into five priority

Resources

work toward the achievement of those goals. The Coca-Cola

Greenhouse gas
emissions
Renewable energy

system in Japan has reconfigured a concrete action plan based on
the priority issues.
We will continue to report regularly on the progress and results ofactivities by the Coca-Cola system in Japan via our website andother methods and seek to engage in activities aligned with thetimes, referring to the opinions of nonprofits, outside specialist
organizations, experts and other third parties.

Process for Specifying the Nine Priority Issues (Materiality)
Issue

1 identiﬁcation(1)

Identiﬁed social issues inJapan based on outsidestudiesIssue

2 identiﬁcation(2)

Narrowed down the list
from 189 to 33 issues

Issue

3 identiﬁcation(3)

Plotted a materiality
matrix of 33 issues andspeciﬁed 15 priority issues

4

Conducted interviews within the
Coca-Cola system and adjusted
priority issues

5

Speciﬁed three platforms and ninepriority issues (see above graphic)

ESG Report07Resources
Using Resources Sustainably
Resources are limited and we must use them effectively if we areto realize sustainable growth.
The Coca-Cola system in Japan endeavors to use resources
sustainably, identifying four resource-related issues with particularly
strong relevance to our business: packaging/PET, water,
greenhouse gas emissions and renewable energy.
Packaging/PET is a priority topic and the 2030 Packaging Vision
we established in 2018 guides us as we lead the way in theindustry with introduction of 100% rPET bottles, a growing
label-less product lineup and packaging weight reductions, while
actively engaging in initiatives such as introduction of paper● Issues (Priority/Focus Topics) and Medium- to Long-TermTargets and Direction

IssuesMedium- to Long-Term Targets and Direction

packaging, trial deployment of a “fill your own bottle” water
Priority Topics

post-consumer packaging collection and recycling.

Focus Topics

dispensing service and collaboration with outside partners on

Use sustainable materials in PET bottles of all products by 2025
Packaging/PET

Switch to 100% sustainable materials in PET bottles of all
products by 2030
Achieve 100% collection and recycling by 20301

Water

Greenhousegas emissions

Renewable energy

Achieve 100% water replenishment at all plants
Improve water resource efficiency
Reduce Scope 1 and 2 GHG emissions by 50% and Scope 3
GHG emissions by 30% by 2030 (relative to 2015).
Promote introduction of hydroelectric, solar and other renewableenergy and implementation of energy conservation measures atplants and office buildings
1 Collection of one PET bottle for every Coca-Cola product sold in Japan

ESG Report08

Resources

InclusionCommunities

2030 Packaging Vision
The Coca-Cola system in Japan undertakes activities under the three pillars of Design, Collect and Partner in line with the global vision of a World Without Waste.
We reduce waste from packaging and contribute toward encouraging cyclical reuse of plastic resources in Japan.

Our targets include using sustainable materials* in PET bottles of all products by 2025 and switching to 100% sustainable materials for all PET bottles by 2030,
which we will achieve by promoting bottle-to-bottle recycling (horizontal recycling), label-less and package-less products and lighter packaging.

* Sustainable materials: Total of recycled PET (rPET) materials from bottle-to-bottle recycling and plant-based PET materials

2030 Packaging Vision of the Coca-Cola System in Japan—Roadmap and Results

2019
DESIGN
Sustainable
material
utilization* Bottle-to-bottle

recycling rate for2020 and earlier

Rate ofproducts using
sustainable
materials

21

Results

2020

Results

28
I LOHAS Natural Mineral
Water 100% Recycled PET
Bottle and I LOHAS Natural
Mineral Water Label-Less
launched

2021

2022

40

50

Results 目標

Targets

Switch to use ofrecyclable materials
in all packaging

PARTNER
Partnerships

2030

Targets

100

Zero new fossil fuels

Switch to use sustainable materials
in all PET bottles

35

Sustainable materials usedin all PET bottles

reductionof PET plastic used
Amount of PET plastic used
per product(compared with 2004)

COLLECT
Collection

Targets

100% rPET bottles
introduced for major
Coca-Cola
products

Sustainable materials usedin at least 90% of products(based on numberof products sold)2025

Amountsold

PET bottle collection
Consortium established bycampaign implemented
Tokyo Metropolitan
with Higashiyamato,Government and Japan SoftTokyo (2020)
Drink Association (2020)“Recycle Me Again”
logo introduced (2021)

Bottle-to-bottle recycling
demonstration experiment
implemented at Roppongi
Hills (2021–2022)

Closed loop PET bottle
recycling realized for Hajime
Ryokucha Ichinichi Ippon (2019)
Expanded to the Hajime series(from 2020)

Participated in International
Coastal Cleanup

Participated in
Plastic Circular Challenge 2025

* Sustainable materials: Total of recycled PET (rPET) materials from bottle-to-bottle recycling and plant-based PET materials * For more on “Collect” initiatives, see page 12. * For more on “Partner” initiatives, see page 13.

Amountcollected

Collection of one PET bottle
for every Coca-Cola productsold in Japan

Collaborate with a range ofpartners to build and maintainmore reliable packaging
collection and recycling schemes

ESG Report09Resources

InclusionCommunities

2030 Packaging Vision

1 Design
Expansion of 100% rPET bottle adoption through promotion of bottle-to-bottle (horizontal) recycling
Targets of the Coca-Cola system in Japan, based on the 2030 Packaging Vision announced in January 2018, include use of sustainable materials in PET bottles of all products by2025 and switching to 100% sustainable materials for all PET bottles by 2030. In May 2021, we started using 100% rPET bottles for flagship brands, including Coca-Cola. Since then,the sustainable material utilization for PET bottles deployed in the domestic soft drink business by the entire Coca-Cola system has reached 40%. At present1, we use 100% rPET

bottles for 37 products of five brands available in Japan—Coca-Cola, Georgia, I LOHAS, Hajime and Bonaqua. In addition, sustainable materials are used partially or fully in at least
90% of products sold in PET bottles in Japan2. The Coca-Cola system in Japan will continue to expand its lineup of products sold in 100% rPET bottles through initiatives such as

promotion of bottle-to-bottle (horizontal) recycling and will contribute to the realization of cyclical reuse of plastics through the reduction of packaging-derived waste.
1 As of February 2022

2 Based on number of products sold

“Recycle Me Again” Logo on Half of All Products
The Coca-Cola system has been rolling out a common “Recycle Me Again” logo for display on all
recyclable product packaging since 2021 as part of efforts to raise awareness to help realize cyclicalreuse of plastics. As of February 2022, the logo had been rolled out to around 50% of products available
in Japan and the number is gradually increasing. Besides product packaging, the “Recycle Me Again” logo
also appears on advertisements, POP displays, recycling bins and elsewhere, strengthening
communication with consumers.

ESG Report10Resources

InclusionCommunities

2030 Packaging Vision

1 Design
Strengthening of label-less efforts and reduction of packaging weight
Label-Less ProductsLighter Packaging

Label-less products1 not only use less plastic, but they make

The Coca-Cola system in Japan has been striving to save resources by reducing the weight of cans,

packaging easier to sort and recycle because the hassle of

PET bottles and other packaging since the 1980s 3. A coffee can (185 g size) that weighed 41 grams inremoving labels has been eliminated. The Coca-Cola system’s

1983 now weighs 9.7 grams, while the weight of a PET bottle (555 mL size) for mineral water launchedfirst label-less product was I LOHAS Natural Mineral Water

in 1996 was reduced to 12 grams in 2009, the lightest in Japan at the time. In 2021, the weight of 700

Label-Less, launched in April 2020. The lineup has since been

mL PET bottles used for Coca-Cola was reduced to 27 grams from 42 grams. As a result of these efforts,

expanded. In April 2022, a new label-less 100% rPET bottle was

we managed to reduce PET plastic use per bottle by around 30% (compared to 2004) as of 2021.

introduced for Coca-Cola and Coca-Cola Zero Sugar 350 mL

We will keep working to reduce the volume of resources we use while maintaining the required

products, available only online.

performance attributes of packaging, namely protection of contents and ease of handling by consumers.

At present 2, the label-less range encompasses 18 products

3 For more on the transition of packaging weight reductions over time, see page 43.

across eight brands.
1 In April 2020, Japan’s Ministry of Economy, Trade and Industry made changes to systems relating to the display of identifying marks provided forin the Act on the Promotion of Effective Utilization of Resources. The changes allowed for the omission of labels for displaying identifying marks inall stages of distribution as long as the products were to be sold to end consumers in a quantity that comes with external packaging. Online sales
by the case were envisaged.
2 As of February 2022

42 g
2020

Japan is the ﬁrst market where Coca-Cola and Coca-Cola Zero Sugar

27 g
2021

are available in newly designed bottles made from 100% rPET materials.

Cubes are not individuallywrapped, helping to
reduce household waste.

Trademark Coca-Cola
700 mL PET

1,2,CUBE
1,2,CUBE is a new genre of freeze-dried beverages—cubes of ingredients with their flavor condensed through freeze
concentration, to be simply dissolved in hot or cold water for an authentic taste. Available only online, they werelaunched in May 2021. Sold in pouches made from paper materials, the products employ sustainable packaging thatwould reduce plastic resin use by around 13% and CO2 emissions by around 18% 4.
The products also help to reduce household waste since cubes do not need to be individually wrapped.
4 Compared to plastic pouches with the same shape and capacity

ESG Report11Resources

InclusionCommunities

2030 Packaging Vision

2 Collect
The Coca-Cola system engages with local government, groups and suppliers across the country to raise awareness about post-consumer PET bottle collection andrecycling and promote bottle-to-bottle (horizontal) recycling.
Japan’s post-consumer PET bottle collection rate is 96.7%. The recycling rate is 88.5%1. Both rates are known to be much higher than levels observed in other countries.
Post-consumer PET bottles, when properly collected, can be recycled back into PET bottles. By promoting broad practice of horizontal recycling, the Coca-Cola system iscontributing to efficient use of plastic resources and reduction of ocean plastic litter. 1 Both rates are sourced from The Council for PET Bottle Recycling data for 2020. (Bottles collected as combustible waste are not included.)
2030 Packaging Vision Targets for Collect

By 2030, we will be collecting one PET bottle for every Coca-Cola product sold in Japan.

Roppongi Hills Bottle-to-Bottle Recycling Experiment

Launch of Post-Consumer Packaging Voluntary Collection Trial

Coca-Cola Japan and Coca-Cola Bottlers Japan took
part in a demonstration experiment project at
Roppongi Hills, the precinct (Minato-ku, Tokyo)
administered by Mori Building Co., Ltd., aimed at
establishing a new resource recycling model for PET
bottles generated by businesses. The project was
implemented as an advanced model project forplastic resource circulation as part of a Ministry of theEnvironment FY2021 outsourced study for encouraging
the use of bioplastics and recycled materials.

Hokkaido Coca-Cola Bottling is trialing
specially created channels for voluntarycollection of post-consumer packaging,enlisting the help of vending machine
location owners. Collected items are
sorted into different materials byprofessional contractors and turnedback into resources for PET bottles.

Project with Welcia Holdings
In September 2020, Welcia Holdings Co.,
Ltd. and Coca-Cola Bottlers Japan installedrecycling bins for PET bottle collection atsome Welcia stores in Tochigi Prefecture andcarried out a demonstration experiment withplans to establish a model for bottle-to-bottle(horizontal) recycling. From 2021, the project
was expanded to cover Tochigi and Ibaraki
prefectures.

https://www.cocacola.co.jp/press-center/news-20220124-11 (Japanese website)

PET Bottle Collection Project with Higashiyamato, Tokyo

The city of Higashiyamato andCoca-Cola Bottlers Japan concluded
a comprehensive collaborationagreement for community
revitalization in October 2020. The twoparties are collaborating on PET bottle
collection activities, installing
collection machines across the city tohelp raise awareness about recycling
among city residents.

Promotion of Ocean Litter Action Awareness and the 3Rs

In December 2021, Michinoku Coca-Cola
Bottling teamed up with The Nippon
Foundation’s Umi-to-Nippon Project (The
Ocean and Japan Project; Iwate areaorganizers: Iwate Broadcasting Co., Ltd.) to
install recycling bins decorated with a molded
figurine of Iwate Prefecture’s 3Rs (reduce,reuse and recycle) promotional character,
Ecolor. With the prefecture’s help, the initiative
aims to address the problem of ocean litter byraising awareness about proper recycling. It is
one element of efforts promoting proper
sorting and recycling of beverage PET bottles
and cans instead of discarding them as litter.

Group Company Implementation of PET Bottle Collection to Flaking

GRN Ecocycle, a group company of Hokuriku
Coca-Cola Bottling, sorts, compresses andrecycles collected post-consumer packaging
through a packaging recycling businessestablished in 2002. As one of just a few
intermediate processors of PET bottles in the
Hokuriku area, the company is permitted by theJapan Containers and Packaging Recycling
Association to carry out recycling processes
through to crushing (flaking) as a licensed PET
bottle recycler. The company is working
alongside the city governments of Hakusan,
Nonoichi and Kaga in Ishikawa Prefecture topromote PET bottle collection and recycling.
ESG Report12Resources

InclusionCommunities

2030 Packaging Vision

3 Partner
The Coca-Cola system in Japan actively pursues activities together with partners who share the same sense of purpose in realizing a society where plastic resources are recycled.

2030 Packaging Vision Targets for Partner

Through collaboration with governments, the beverage industry and communities, we will makeefforts to build and maintain more reliable packaging collection and recycling schemes.

Hajime Hojicha (Seven & i Holdings)

Participation in the Plastic Circular
Challenge 2025 (WWF Japan)

The Hajime series of products jointly developed by
Seven & i Holdings Co., Ltd. and Coca-Cola Japan makeuse of closed loop PET bottles 1 made entirely frompost-consumer PET bottles collected at Seven & i Groupretail stores. The same PET bottles are used by a third
range of products launched under the series in November
2021—Hajime Hojicha Shizuoka Bohojicha-iri, Hajime
Hojicha Kyobancha-iri and Hajime Hojicha Yame Hojicha-iri.
1 Closed loop PET bottles used for these products are made entirely from PET plastic recycledfrom post-consumer PET bottles collected at Seven & i Group retail stores.

Coca-Cola Japan agrees with the circular economy
principles advocated by the World Wide Fund for Nature
Japan (WWF Japan) and has signed up for the Plastic
Circular Challenge 2025. The Coca-Cola system in Japanintends to switch to use of recyclable materials for
packaging of all products sold in Japan by 2025, thereby
adopting sustainable materials for all PET bottle products,
and we will promote bottle-to-bottle (horizontal) recycling
and use recycled materials as much as possible. We will
also continue research and development of alternative
materials for packaging made from materials that are
currently hard to recycle.
https://www.wwf.or.jp/campaign/pcc2025/ (Japanese website)

RETTER PET Bottle Cap Collection
and Upcycling (green bird)

Nonprofit organization green bird is using grants from The
Coca-Cola Foundation to collect PET bottle caps fromacross Japan and develop products made from thosematerials.
RETTER was launched by green bird in 2021 to findsolutions to the plastic litter problem. The project involves
washing, processing and upcycling (transformation into
new items with value) plastic litter collected throughinitiatives such as green bird cleanup campaigns around
Japan. Now green bird plans to collect PET bottle caps via
special recycling bins to be installed nationwide, town, riverand ocean cleanups, and other channels. The caps will be
upcycled into new items, like coasters, and sold, withproceeds used to fund additional cleanup campaigns
around the country.
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New Global Target to Use Reusable Packaging for 25% of
Beverages Sold by 2030
Reusable Packaging Initiatives Underway in Japan
A Variety of Commercial Dispensers
The Coca-Cola system deploys a range of different commercial
dispensers to match the needs of consumers, occasions fordrinking and the space available inside the establishment. They are
employed in diverse settings, including restaurants, fast foodoutlets, movie theaters and amusement facilities.
In 2021, we installed our first Costa coffee machines that serve up
to 15 flavors.

In February 2022, The Coca-Cola Company announced an industry-leading goal tosignificantly boost its use of reusable packaging. By 2030, the company aims to haveat least 25% of all beverages across its global portfolio of brands sold in returnable

glass or refillable PET bottles, or in refillable containers through traditional fountain or
Coca-Cola Freestyle dispensers.

“We continue to put consumers at the center of all we do,” said Elaine Bowers
Coventry, Chief Customer & Commercial Officer, The Coca-Cola Company.

“One way to do that is by offering sustainable packaging types. Accelerating use of

Supporting New Consumer Drinking Habitswith bonaqua Water Bar
Coca-Cola Japan has developed bonaqua Water Bar, a water
dispenser matching consumers’ most recent needs and drinking
habits. Price-based operational trials are in progress at corporate
cafeterias and other spaces at Universal Studios Japan and Tiger
Corporation. Users can bring along a refillable bottle, paper cup orother container and fill it up with chilled, room-temperature or hot
water, or one of two carbonated water options of different strengths.
They can even wash their bottles.

reusable packages provides added value for consumers and customers while* Commercial operation of this equipment is permitted in a manned environment where there is a food hygiene manager present.

sell by 2030.”

Returnable Glass Bottles(for Restaurants and Bars)

supporting our World Without Waste goal to collect a bottle or can for every one we
For details, go to:https://www.coca-colacompany.com/news/coca-cola-announces-industry-leading-target-for-reusable-packaging

The Coca-Cola contour bottle has been a much-loved item evensince the beverage went on sale in Japan in 1957. Returnable
glass bottles can be used repeatedly and continue to be usedprimarily in places like hotels and restaurants, where the return ofglass bottles is assured.

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Water | Water Resource Conservation and Management
Water is the first ingredient in most of our beverages. It is also central to the sustainability of our business and the health of our communities. In March 2021, the Coca-Cola systemannounced a global framework for its new water security strategy looking ahead to 2030. The new strategy focuses on conserving sustainable water resources through water replenishment
in communities, advocacy for more stringent policy and responsible water use in our operations and the community.

The Coca-Cola system has long engaged in water stewardship with a goal to replenish 100% of the water we use in our production activities. We achieved this goal at the global level in 2015
and, as of 2019, we have improved water efficiency by 18% since 2010. “These are strong results, but we must do more,” said James Quincey, chairman and CEO of The Coca-Cola

Company. “With eyes on the entire value chain, we aim for 100% replenishment at each of our production facilities and look to support communities around watersheds where floods anddroughts are starting to occur due to global warming. We are shifting our focus toward making a greater impact on people and ecosystems.”

Our Global Vision

Coca-Cola System in Japan
has long taken three approaches
to water stewardship

Increase water security for our business, people and nature where we operate,
source ingredients and touch people’s lives
Availability

Quality

Ecosystems

AccessGovernanceRegenerative
Operation

Healthy
Watersheds

ResilientCommunities

Reduced local shared water challenges

Improved watersheds and sustainablesupply chains

Enhanced water resilience with focus
on communities

Global Goals
100% regenerative water use in leadership locations
Drive advanced water efficiency improvement inwater-stressed contexts
100% compliance with Coca-Cola global water
stewardship requirements

Implementation of watershed stewardship plans inpriority operating watersheds
100% water-sustainable ingredients sourcing inpriority sourcing watersheds

Provide access to water and sanitation in workplace,
supply chain and communities where we operate,
sell and source
Support communities to adapt to the impacts ofclimate change
Help communities recover faster from crisis
situations through water accessPriority Levers for Change

For details, go to: https://www.coca-colacompany.com/news/2030-water-security-strategy

Scale collective action and science

The Coca-Cola system plants comply withquality standards set out in original
management system KORE1 and optimize
water use in production processes.
In fiscal 2020, we needed 3.43 L to
produce 1 L of product, a reduction of
1.21 L since fiscal 2013.
1 For more on KORE, see page 33.

Recycle | Manage Wastewater at Plants
The Coca-Cola system plants ensure thatwastewater—such as water used for rinsing
packaging and equipment, and water used forcooling—is properly processed before being
released into sewers and rivers. We purify
wastewater through the use of microorganisms
in our activated sludge process. We also
check water quality standards defined by theWater Pollution Prevention Act and otherJapanese laws against KORE standards andmake sure that our water management
conforms to the stricter of the standards.

Replenish | Survey and Protect Local Water Sources

Replenish 100% of our water use where it matters most

(local regeneration, watershed replenishment and community resilience)

Advocate for good water governance

Reduce | Reduce Water Usage at Plants

Report and disclose meaningfully

The Coca-Cola system works withspecialized organizations to identify plantwater sources through scientific surveys andassess their vulnerabilities before formulating
source protection plans. We accordingly takesteps to ensure disaster readiness andreplenish plant water sources.

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Water | Water Stewardship and Replenishment in Japan
In 2010, the Coca-Cola system in Japan commenced efforts to return to nature—water sources of plants and their watersheds—at least the same amount of water as used in our products. We
attained at least 100% replenishment in 2016. In 2021, water replenishment by the entire Coca-Cola system in Japan reached 355%. For 18 of the 19 watersheds serving 21 plants nationwide(not including Coca-Cola Japan’s Moriyama Plant), we achieved a replenishment rate of at least 100%, and replenishment activities were underway in all watershed areas. We will enhance
replenishment activities using diverse methods to match the conditions of each area as we keep targeting at least 100% replenishment of water sources and watersheds for all plants.

355%

Water replenishment rate1

Water Stewardship and Replenishment Activities Across Japan

1 Calculated based on production volume at each plant in Japan

Sapporo Plant

Forest preservation Preserve forests to increase the amount ofwater sinking into the ground or tomaintain such an increase
Grassland preservation
Rice ﬁeld ﬂooding

At least 300%

Akashi Plant
Forest preservation

Daisen Plant
Forest preservation

At least 300%

Hanamaki Plant
Forest preservation

customers took part. Donations were made to 22 groups

At least 200%

Zao Plant

At least 200%

Forest preservation

Ibaraki Plant

At least 300%

Forest preservation

At least 300%

Tama Plant

At least 300%

Under 100%

Komatsu Plant

Hakushu Plant

Forest preservation

Forest preservation

Kumamoto Plant
Forest preservation

Grassland preservation

At least 200%

Ebino Plant
Forest preservation

At least 300%of forest, or roughly 18,000 trees (as of September 30, 2021).

Tokai Plant
Forest preservation
Rice ﬁeld ﬂooding“Learn from the Forest” Project
Employees of Coca-Cola Bottlers Japan team up withmembers of the community to carry out water stewardship
activities in 12 locations from which plants source water.

They try their hand at forest planting and thinning, rice field
planting and harvesting, and woodwork while learning
about the indispensable nature of water.

Hokkaido Coca-Cola Bottling, Michinoku Coca-Cola

Bottling and Okinawa Coca-Cola Bottling also work toreplenish water sourced for plants.

At least 100%

Ebina Plant Forest preservation
At least 300%

At least 200%

nationwide, supporting the planting of around 5,060.58 hectares

https://www.i-lohas.jp/project/(Japanese website)

Forest preservation
At least 100%

Forest preservation

Forest preservationconservation activities. In fiscal 2021, 2,651 outlets of 51

Tonami Plant

Kiyama Plant
Tosu Plant

Urasoe Plant

forestry cooperatives, nonprofits and others engaged in forest

At least 300%

At least 300%

At least 200%

Educational & Environmental Foundation, to local governments,

Forest preservation

Hiroshima Plant
Forest preservation

stewardship in Japan by donating a portion of proceeds from

Iwatsuki Plant
Saitama Plant

Draw water into rice fields during off-season
to let water soak into the ground

Forest preservation

The I LOHAS Forest Conservation project promotes water
sales of natural mineral water brand I LOHAS, via The Coca-Cola

Maintain grasslands to prevent aridity(prevent evaporation of water in the ground)

Kyoto Plant

I LOHAS Forest Conservation Project

Forest preservation

Rice ﬁeld ﬂooding

Hokkaido e-Mizu Project

Tree Planting in Watershed Forests

Hokkaido Coca-Cola Bottling, the Hokkaido
Government, and the Hokkaido Environment
Foundation together carry out the Hokkaido
e-Mizu Project supporting groups undertaking
environmental conservation activities inriparian zones across Hokkaido.

Hokuriku Coca-Cola Bottling carries out tree planting
activities in Nanto, Toyama Prefecture, alongside
employees and their families, former employees,
local authorities, and community residents.
The purpose is to conserve the environment within
the Sho River system.

Campaign to Protect Water
Sources in the Ou Mountains

Support for Forests and Water

At least 100%

At least 100%

Michinoku Coca-Cola Bottling teamed up with K.K.
Universe to carry out a campaign helping to protect
water sources in the Ou Mountains. A portion ofsales were donated to water stewardship activitiesof the city of Hanamaki, Iwaki Prefecture.

Together with local agencies, government and community
volunteers, Okinawa Coca-Cola Bottling carries out

ongoing tree planting and growing activities in the vicinityof dams providing water for Yanbaru, in the northern partof Okinawa Island, which was registered as a UNESCO
Natural World Heritage site in July 2021. The company

also supports an inumaki tree-growing festival run by the
association Shurijo Castle Park Tomo-no Kai.

Replenishment rates for each plant watershed are calculated based on the plant’s production volume.

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Water | Internal Initiatives and Initiatives with Partners
Collaboration with Nippon Paper on
Building a Sustainable Society

Coca-Cola Japan and Nippon Paper Industries Co., Ltd.
have been collaborating since 2013 to conserve themultifaceted value of forests and promote sustainable
development of communities. Besides tree planting activities
in Nippon Paper-owned forest in Katashina-mura, Gunma
Prefecture, Coca-Cola Bottlers Japan continues its hands-on
environmental education programs and activities formaintaining and enhancing water replenishment capabilities.
To further strengthen their established ties, Coca-Cola Japan
and Nippon Paper signed a memorandum of understanding
on collaboration for building a sustainable society in August2021. The memorandum expands on existing efforts toconserve forest and water resources. Over the roughly
10-year period to 2030, the two companies will draw on
expertise acquired through their respective businesses inthree areas—resource recycling and conservation,community development and respect for diversity—toadvance concrete activities contributing to the realization ofa sustainable society.

Support for Green Infrastructure Projects

Green infrastructure enabling utilization of the diverse
functions of the natural environment to resolve a wide rangeof social issues has gained traction in the United States andEurope in recent years. Since January 2022, The Coca-Cola
Foundation has been supporting green infrastructure
projects of three groups in Japan, providing them with grants
totaling $460,000 (approximately ¥53 million). The groups
are respectively engaged in projects to create water
environments using abandoned agricultural land in
Tokushima Prefecture; to develop “rain gardens” on theMusashino Plateau; and to turn residential properties of row
house scale into locations for rainwater, greenery anddisaster prevention functions by incorporating features suchas rainwater storage and greening of rooftops and walls.

Wastewater Management Based on
KORE Standards

The Coca-Cola system plants manage wastewater in line with
KORE 1, an original management system setting standards
that meet and even exceed requirements of ISO andapplicable laws and regulations. To protect the beautiful
natural environment of Lake Biwa, Coca-Cola Japan’sMoriyama Plant carries out comprehensive wastewater
management, complying with both water quality standards
prescribed by local government ordinance and KORE
standards while continuously monitoring the operational
status of facilities and measurements taken with water quality
analysis equipment. In 2019, we achieved consistentwastewater treatment performance by introducing treatment
facilities that take advantage of the purifying effects of
microorganisms. To overcome issues with the time taken to
analyze biochemical oxygen demand (BOD), an indicator ofwater quality, equipment for automatic analysis of total organiccarbon (TOC) levels, which have a strong correlation to BOD,
was installed. In this way, we put in place systems to preventthe discharge of any wastewater that exceeds the standards.
1 For more on KORE, see page 33.

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Greenhouse Gas Emissions Reduction Targets for 2030
In October 2021, the Coca-Cola system in Japan established new targets for reducing greenhouse gas (GHG) emissions. Efforts to attain those targets are already underway. We aim to

reduce Scope 1 and Scope 2 GHG emissions by 50% compared to 2015 levels by 2030 through adoption of renewable energy, improvements to plant facilities and greater distribution andtransportation efficiency.

We are also aiming to reduce Scope 3 GHG emissions by 30% compared to 2015 levels by 2030 through initiatives including the introduction of 100% rPET bottles that emit around 60% less
CO2 than conventional petroleum-based PET bottles, switching to vending machines with high energy efficiency and various optimization activities within the value chain.

GHG Emissions Reduction Targets at Coca-Cola System in Japan (Announced in October 2021)
2030 Reduction Targets(Compared to 2015)18%

Approx.

99%%

Approx.

Scope 1
Direct GHG
emissions

Scope 2

57%
Approx.

82 %Approx.

Indirect emissions
from use ofelectricity/heatpurchased froma third party

Scope 3
GHG emissions
across ourvalue chain

2015

2030

Reduction of GHG emissions

Representative Efforts
by Coca-Cola System

Introduce renewable energy

-50

%

-30

%

Improve energy consumption atplants and offices

Improve distribution/transportation

Promote introduction ofbottle-to-bottle (horizontal) recycling
and 100% rPET bottles
Improve vending machine operationand optimize the value chain
CO2 emissions
to drop60%
approx.

per bottle 1

1 Assuming a switch from ordinary PET bottles to 100% rPET bottles
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Scope 1

Reducing Direct GHG Emissions
Scope 1 covers GHG emissions generated by combusting fossil fuels at plants and offices of the companies of the Coca-Cola system in Japan, as well as by consuming fuel through vehicles
owned by the companies. To reduce environmental impact, we are working to reduce direct GHG emissions from transportation between plants, warehouses and other sites throughrestructuring of facilities, switching to fuel-efficient vehicles and thorough implementation of eco-driving.

Optimizing Supply Chains to Reduce Environmental Impact
In February 2021, Coca-Cola Bottlers Japan started operating the
Saitama Mega DC, an automated distribution center with the largest
warehousing and shipping capabilities across the Coca-Cola system
in Japan. The company is reducing environmental impact by
optimizing supply chains through the integration of distribution
operations and inventory spaces and the development of a network
for timely end-to-end product delivery.

Transitioning from Fossil Fuels to Natural Gas, a Cleaner Resource
In 2015, Michinoku Coca-Cola Bottling’s Hanamaki Plant switched
its boiler equipment fuel to liquified natural gas (LNG), moving awayfrom heavy oil. The plant is reducing GHG emissions by turning tonatural gas, a very clean and safe resource with excellent stablesupply rates.

Conserving Energy by Converting to Inverter Air
Conditioners and Air Intake Units
Hokuriku Coca-Cola Bottling’s Tonami Plant converted to an
inverter-controlled motor for its air intake/exhaust unit to regulatepressures in the filling and packaging chambers. Harnessing thedifferential pressure between the chambers for motor RPM control,
the plant is saving energy and reducing GHG emissions.

Switching to Fuel-Efficient Vehicles
and Enforcing Eco-Driving Strategies
Michinoku Coca-Cola Bottling is switching to hybrid and otherfuel-efficient vehicles. In addition to regularly adjusting vehicle
sizes and visit routes to streamline business activities, thecompany enforces eco-driving strategies such as car telematics to
reduce environmental impact of vehicles.

Introducing an Industrial Cogeneration System
Energy reduction was a challenge for Okinawa Coca-Cola Bottling’s
Urasoe Plant, as it had been using a hot-fill line for production. The
plant, however, transitioned to city gas from a heavy oil-based boiler
system and in 2017 introduced the first industrial cogeneration
system in Okinawa Prefecture, in turn curbing CO2 emissions by
11.1% from 2012 levels.

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Scope 2

Reducing Indirect Emissions from Electricity/Heat
Scope 2 covers GHG emissions from the generation of electricity, heat and steam purchased by the companies of the Coca-Cola system in Japan.

Besides introducing hydroelectric, solar and other renewable energy at plants and office buildings, we are promoting various energy conservation measures.

Switching to Renewable Energy at Coca-Cola Japan’s
Shibuya Head Office and Moriyama Plant
By January 2021, the Shibuya head office and Moriyama Plant ofCoca-Cola Japan had switched to renewable energy sources for all
electric power, essentially realizing zero CO 2 emissions.
The expected reduction in CO2 emissions for the two facilities
combined is around 1,800 tons per year.

Receiving ZEB Ready Certiﬁcation

Installing Solar Panels as a Stand-Alone Power System
Coca-Cola Bottlers Japan has installed solar panels in visitor
centers at Tokai Plant, Hiroshima Plant and Ebino Plant, and isusing the panels as a self-contained power system. The Hiroshima
Plant visitor center—completed in October 2020—featurestransparent solar panels on the exterior of its connecting hallway
and draws on solar-generated power for lighting purposes.

Reducing GHG Emissions for Energy Conservation and Creation

Hokkaido Coca-Cola Bottling is scheduled to be Net Zero Energy

Since the establishment in 2017, Hokkaido Coca-Cola Bottling’s

Building (ZEB) Ready-certified for the reconstruction project of its

Sapporo-Higashi Office has been working to reduce environmental impact. For

group company KOURAKU’s head office, once the building isinstance, the office has reduced its power usage for lighting by installing LED

completed in March 2022. ZEB Ready refers to structures capable

lights and maximizing natural light, while also supplying solar-of reducing annual primary energy consumption by 50% or more

and wind-based electricity to power the office. These

compared with typical buildings. The new head office can saveinitiatives show that the office is reducing GHG emissions

energy with better insulation and highly efficient air conditioners.

both from energy conservation and creation aspects.

Generating Solar Power at Tonami Plant

Using the Furusato Hydropower Plan (Hydroelectric Power)

To collaborate with the solar power generation business run

Coca-Cola Bottlers Japan’s Hakushu Plant started using

by ORIX Corporation, Hokuriku Coca-Cola Bottling’s Tonami Plant

hydroelectric power in 2019, after joining the Furusato Hydropower

rented out its 20,327.27 m2 rooftop area, onto which 15,810 solar

Plan offered by Yamanashi Power Plus—a power supply brandpanels with a maximum 1,502 kW output were installed. By using

jointly run by Yamanashi Prefecture and TEPCO Energy Partner,

the rooftop area for clean energy generation purposes, the plant isInc. This move has eliminated electricity-based CO 2 emissions,rendered environmentally friendly and is contributing to reducing

thereby lowering the plant’s environmental impact.

GHG emissions.
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Scope 3

Reducing Indirect Emissions from Electricity/Heat Generated Along the Value Chain
Scope 3 covers all other GHG emissions from electricity/heat use, upstream and downstream along the value chain.

Included here are emissions arising from cultivating and processing raw materials of products, manufacturing and disposing of packaging materials as well as using vending machines andcoolers installed at locations such as stores. Through initiatives such as use of 100% rPET plastic and packaging recycling, we aim to reduce Scope 3 GHG emissions by 30% by 2030.

Accelerating the 100% rPET Bottle Rollout for Flagship Products with Sights on 100% Sustainable Materials for PET Bottles in Japan by 2030
The Coca-Cola system in Japan is accelerating its rollout of 100% rPET bottles, which can reduce CO 2 emissions by around 60% compared
to conventional PET bottles made from petroleum-based virgin plastic. Since the launch of I LOHAS Natural Mineral Water in March 2020,100% rPET bottles have been introduced for 37 products sold in Japan across five brands. In 2021, the sustainable material utilization
reached 40% (see page 10). In April 2022, special label-less 100% rPET bottles that are 2 grams lighter than earlier designs were introduced
for Coca-Cola and Coca-Cola Zero Sugar 350 mL products. Through these sustainable packaging initiatives, the entire Coca-Cola system inJapan is expected to reduce GHG emissions by around 26,000 tons annually and reduce use of petroleum-based virgin plastic by around
29,000 tons 1 .
1 Total for all applicable products as estimated by Coca-Cola Japan from sales forecasts for 2022 based on shipments in 2021

New label-less bottles
for Coca-Cola and
Coca-Cola Zero Sugar

Halving GHG Emissions by Promoting a Switch to Energy-Efficient Vending Machines
Currently around 880,000 Coca-Cola system vending machines are deployed across Japan. Not only do they offer convenience by providing access to great-tasting
beverages to all people, anywhere, anytime, they also contribute to communities in times of crisis, for example, through assistance features that vending machines are ideallyplaced to provide, such as electronic message boards that convey disaster information and remote operation for enabling access to beverages free of charge.
The Coca-Cola system has worked continuously to develop and deploy equipment such as vending machines, coolers and dispensers that help to reduce power
consumption. Currently around 85% of Coca-Cola system vending machines in Japan are energy-efficient models (vending machines with heat pumps or peak shift vending
machines). These efforts have reduced vending machine-related GHG emissions for the entire Coca-Cola system in Japan by around 50% compared to 2015 levels.

Saving power but still cold!
Night

Peak shift

Day

Kept cold

Products are cooled at nightusing power,
enough to stay cold during the day

Only standby power is used,with no power needed
for cooling

95 % reduction

Peak Shift Vending Machines Reduce Daytime Power Use by Up to 95%
The Coca-Cola system’s original peak shift vending machines deployed in Japan from 2013 only use power for cooling at night,
enabling a reduction in power consumption of up to 95% during the day. Cold drinks are available 24 hours a day even thoughpower for cooling can be completely shut off for up to 16 hours at a time.

in daytime power consumption

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Diversity and Inclusion
Achieving diversity and inclusion is a strategic business priority for
the Coca-Cola system and we will make further advances in thisarea toward the creation of workplaces where each individual of adiverse workforce can fully demonstrate their potential.
The Coca-Cola system in Japan addresses gender andage/generation as priority topics, and disabilities and LGBTQ as
focus topics.
In the area of gender, specifically, we are working to expand
leadership training and raise awareness both internally andexternally having set targets such as increasing the percentage ofleadership positions at Coca-Cola Japan filled by women to 50%● Issues (Priority/Focus Topics) and Mediumto Long-Term Targets and Direction

Priority Topics

Issues

Focus Topics

by 2025.

Medium- to Long-Term Targets and Direction
Gender

Women fill 50% of leadership positions1
Men utilize 100% of parental leave1

Age/generation

Thirty-somethings fill 15% of leadership
positions1
80% of annual paid leave is utilized1

Disabilities

Strengthen support for people with disabilities

LGBTQ

Promote LGBTQ awareness
Create working environments that
support marriage equality

1 Coca-Cola Japan only

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Gender
The Coca-Cola Company was the first large U.S. corporation to appoint a woman to its board of directors, in 1934.

In Japan, too, we aim to increase the percentage of leadership positions filled by women to 50% by 2025, thereby realizing an environment where women’s perspectives are reflected indecisions on all aspects of business operations. If achieved, attainment of the target will come earlier than the global target set by The Coca-Cola Company (50% led by women by 2030).

Employment of Women and Womenin Leadership at Coca-Cola Japan
Employees who
are women

Leadership positions
ﬁlled by women40%
Approx.

40%
Approx.

Dec. 2021

Approx.

15%

Dec. 2018

Dec. 2021

Women’s Empowerment Initiatives Within Coca-Cola System
AccelerateHER Leadership Program
for Women

Inclusion Month

Coca-Cola Japan and Coca-Cola Bottlers Japan jointly run

Designating October 2021 as Inclusion Month, Coca-Cola Japan

AccelerateHER, a training program for women leaders supporting

held sessions for employees within the Coca-Cola system, inviting

their career development. Over two days of training, participants

prominent women leaders, young entrepreneurs and Japaneseacquire the mindset and skills required of a leader as well as links

and foreign experts on matters relating to gender and diversity as

to a network of women colleagues who they can turn to for advice

special guests. Besides listening to what the guest speakers hadeven after the training has finished.

to say, employees got to share their own thoughts on inclusion andUnder this program, training is additionally provided to supervisors

discuss types of change they themselves might be able toof women who participated. Supervisors learn about the support

instigate.

women need to be able to confidently perform key roles within theorganization and useful techniques for providing that support.

Activities and Awareness-Raising Outside the Coca-Cola System
International Women’s Day
The United Nations designates March 8 as International Women’s Day.

Participation in UN Women’s
Unstereotype Alliance

Support for#Here We Go 203030 Challenge
In pursuing diversity and inclusion, Coca-Cola

The day was adopted in 1975 as a way to rally support for women’s

Japan supports the #Here We Go 203030

rights and encourage their participation in political and economic

challenge1 promoted by KEIDANREN

spheres. Coca-Cola Japan holds in-house International Women’s Day
events each year to promote women’s rights and a mindset for(Japan Business Federation).

supporting the empowerment of women. In 2022, communication

1 A challenge with speciﬁc initiatives aimed at

outside the company was strengthened with a promotional message
featuring the color purple—associated with International Women’s
Day—displayed on digital signage in front of the Coca-Cola Japan head
office building in Shibuya and the holding of a dialogue between directorof the UN Women Japan Liaison Office, Kae Ishikawa, and Coca-Cola
Japan Representative Director and President Jorge Garduño.

Coca-Cola Japan has been a member of the Japan National
Chapter of the Unstereotype Alliance, an international initiative led
by UN Women, since 2020. The Unstereotype Alliance is aninternational alliance promoting ideas and action to bring about anaccomplishing a target of 30% of executives being
women by 2030, driven by policies of diversity andinclusion̶identiﬁed as the keys to the realization ofsustainable capitalism following recovery from the
COVID-19 pandemic within “.The New Growth Strategy”
announced by KEIDANREN in November 2020.

end to harmful stereotypes in all kinds of media and advertising.
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Age/Generation
Millennial Voices Japan

Support for Careers in Career Month

Millennial Voices Japan is Coca-Cola Japan’s project to have

To create a work environment where employees of any

its millennial generation gather on a voluntary basis to propose

generation can play an active role, Coca-Cola Japan arranges

initiatives for improving the company to senior management.

opportunities for employees to take stock of their own careers

Coca-Cola Japan co-sponsored Tokyo Rainbow Pride 2022,

and reaffirm targets on a regular basis. Designating

one of Asia’s largest LGBTQ-related events, organized by

November 2021 as Career Month, Coca-Cola Japan ran anonprofit Tokyo Rainbow Pride, celebrating “diversity of

one-month training program involving lectures and workshops

sexuality and life.” The company also set up a booth at theby the Coca-Cola's lecturers and outside guests from Japan

Pride Festival in April 2022. Here we gave away special

or overseas. The program was a chance for employees torainbow design Coca-Cola labels and Coke ON coupons andconsider how to build their careers from multiple angles andintroduced the Coca-Cola system’s LGBTQ-related initiatives

covered a diverse range of topics, including the future shapeon an information board. All profits earned from product salesof careers at the Coca-Cola system; self-branding; career

were donated to Pride House Tokyo.

development; and utilization of networks.

Disabilities
Sponsorship of the Special Olympics#WeThe15 Campaign

Membership of The Valuable 500

The Special Olympics is an international sports organization

Coca-Cola Japan supports the concepts and activities of

The Coca-Cola Company supports the activities and approach ofproviding routine sports training for people with intellectual#WeThe15, a human rights movement advanced by the

The Valuable 500, a global initiative committed to promoting

disabilities and opportunities to demonstrate the results of that

International Paralympic Committee that aims to transformdisability inclusion, and became a member in February 2021.

training. The Coca-Cola Company is a founding partner and global

environments for people with disabilities. We ran a campaign in

Launched at the World Economic Forum Annual Meeting in Davossponsor of Special Olympics International and Chairman and CEO

support of #WeThe15 from August 19, 2021. Throughout the period

in January 2019, the initiative aims to unlock the business, social

James Quincey is on the organization’s Board of Directors.

of the Tokyo 2020 Paralympic Games, we broadcasted a statement,

and economic value of people with disabilities by engaging

The Coca-Cola system has also been supporting Special Olympics

concept movies and other information via channels including ourbusiness leaders to bring about necessary change. The Valuable

Nippon since 1998 and currently as a Premier Sponsor.

corporate website, social media, YouTube and outdoor advertising.

500 membership comprises 500 corporations from 42 countries.

ESG Report24Resources

InclusionCommunities

LGBTQ
Support Within Coca-Cola System
All Coca-Cola System Companies in Japan Provide for Same-Sex Partners in Company Rules and Welfare Programs
By May 2021, all six companies of the Coca-Cola system in Japan had finished adapting welfare programs and company
rules to accommodate same-sex partnerships. The companies have introduced systems treating employees and theirsame-sex partners as if they are in a legal marriage and providing access to special leave for celebrations or
bereavement. Coca-Cola Japan also carries out ongoing awareness-raising events with aims to promote understandingof, and declare support for, LGBTQ people. In November 2021, the company hosted an online dialogue between
Masakazu Yanagisawa from the Tokyo office of international NGO Human Rights Watch and Patrick Jordan, Vice
President Human Resources, as part of Inclusion Month. On Pink Friday (November 20), a day for LGBTQ awareness,
employees were gifted a pink mask and a cupcake.

Online dialogue between
Masakazu Yanagisawa and Patrick Jordan
Masks and cupcakes were distributed on Pink Friday.

Activities Outside Coca-Cola System
Support for Same-Sex Marriage
and LGBT Equality Law
The Coca-Cola system in Japan has declared its support for
Business for Marriage Equality1, a campaign launched in November
2020 to visualize which companies are in favor of legislating torecognize same-sex marriage. Coca-Cola Japan has also declared
its support for the #EqualityActJapan campaign advocating forenactment of equality legislation for LGBT people in Japan.
1 Business for Marriage Equality is a campaign to visualize corporate supportersof legislation to recognize same-sex marriage (marriage equality) in Japan.
The campaign is run by three nonproﬁt organizations in Japan̶Marriage for All
Japan, Lawyers for LGBT & Allies Network and Nijiiro Diversity.

Sponsorship of Pride House Tokyo
Coca-Cola Japan has been a Pride House Tokyo 2 partner sinceNovember 2020. Pride House Tokyo worked to ensure that LGBTQ
athletes, their friends and families, spectators and local
participants were free to be themselves as they enjoyeddiversity-themed Olympic and Paralympic Games. It also aims tocreate a permanent safe space for the next generation of LGBTQ
youth as an enduring legacy of Tokyo 2020.
2 Pride House Tokyo, a project that transcends sector boundaries to link various
groups, individuals and corporations in solidarity, took the opportunity of thePRIDE Index
Coca-Cola Japan received a “Gold” rating, the highest,
in PRIDE Index 20213, which evaluates LGBTQ-related
initiatives in the workplace.
3 The PRIDE Index is an indicator established in 2016 by voluntary

Olympic and Paralympic Games Tokyo 2020 to establish a pop-up information

organization work with Pride with aims to promote the creation ofcenter and spread information related to LGBTQ people and other sexual

LGBTQ-friendly workplaces. Reaching across corporate and otherminorities, as well as provide various events and programs related to diversity.

organizational boundaries, the index is divided into ﬁve categories

The facility will continue to operate even though the Tokyo 2020 Games are over.

matching the letters of “PRIDE”: Policy, Representation, Inspiration,
Development and Engagement/Empowerment. Companies andorganizations are rated according to their score in each of thecategories.

ESG Report25Communities
Helping to Build Sustainable
Communities
Ever since we started doing business in Japan, the Coca-Colasystem has been growing alongside the community. In each locality,
we will continue to value ties we maintain with the community
through nonprofits, companies and organizations outside theCoca-Cola system, and bottling partners, while actively pursuing
initiatives nationwide relating to Inclusion and Resources platforms.

● Issues (Priority/Focus Topics) and Medium- to Long-Term Targets
and Direction

Priority Topics

IssuesMedium- to Long-Term Targets and Direction

Contribution through two national
platforms (Inclusion and Resources)
Initiatives that are sustainable andadditionally have local relevance

Strengthen collection efforts
with nonprofit green bird
Collaborate with Nippon Paperon sustainable activities
Enhance sustainability education within
the Coca-Cola system
Develop International Coastal Cleanup
activities

ESG Report26

Resources

InclusionCommunities

Initiatives Through BusinessCommunity-Assisting Vending Machines

Comprehensive Pacts with Local Government

As a way of contributing to society through its business,
the Coca-Cola system actively installs community-assisting
vending machines based on agreements with local
governments relating, for example, to the provision of disaster
relief in the form of access to beverages. By December 31,
2021, we had installed around 6,800 such vending machines
nationwide, primarily in school gymnasiums, public facilities,
hospitals and other designated evacuation centers.
In the event of an earthquake or other disaster, relevant
information can be remotely relayed to a display fitted into
each machine using communication network technology, andremaining beverages can be accessed free of charge. Vending
machines are ideal for this kind of support. Bottling partners
also collaborate with vending machine location owners todonate a portion of proceeds from vending machine sales togroups engaging in social contribution or environmental
conservation activities. These vending machines have gained
the favor of many as a familiar social contribution tool allowing
them to make donations by buying beverages.

The Coca-Cola system in Japan has entered into comprehensive collaboration agreements tostrengthen cooperation with communities and local government. As of December 31, 2021,
we had concluded 1,512 pacts across Japan. Through these agreements, we seek tocoordinate closely with local government through dialogue as a partner in the community andwe aim to stimulate regions through initiatives that improve the lives of citizens in diverse
areas, including education and human resources development, disaster and crime prevention
as well as health promotion. Comprehensive collaboration agreements also play a role inactivities responding to the constantly changing social landscape.

Example of Community Assistance Through Vending Machines: Initiatives with Moriyama City
Coca-Cola Japan’s Moriyama Plant, producer of concentrate for the Coca-Cola system products, is located in Moriyama,
Shiga Prefecture. Coca-Coca Bottlers Japan signed a comprehensive collaboration agreement with the city in April 2021.
Through cooperation across a broad range of areas, including the SDGs, legacies of the Olympic and Paralympic Games,
and crime and disaster prevention, initiatives are being implemented to assist community development and improve
services to residents.
Since April 2022, Coca-Coca Bottlers Japan has been working to improve the service to users of the Biwako World
Citizens’ Forest, a prefectural park located in Moriyama, through installation of vending machines and the company isengaging in discussions about cooperation on environmental conservation in the community.
ESG Report27

Resources

InclusionCommunities

Bottling Partner Initiatives
Hokkaido Coca-Cola Bottling

Michinoku Coca-Cola BottlingComprehensive Collaboration Agreement Signed with
Rakuno Gakuen University to Promote Progress on SDGs

Reduction of Product Disposal

In July 2021, Hokkaido Coca-Cola Bottling signed a comprehensive collaboration

Coca-Cola Bottling is advancing efforts to reduce product disposal.

bottle-to-bottle (horizontal) recycling of PET bottles collected on campus.

perhaps because they are approaching their best-before date—

Joining forces with local government and nonprofits, Michinoku

agreement with Rakuno Gakuen University. One aim is to recycle resources throughInitiatives include selling products that are likely to be thrown out—

The agreement also covers storage of water in readiness for disaster, emergency

in food loss prevention vending machines, and donation to food banks.

used tea leaves as livestock feed. These efforts will help realize a sustainable society

HERALBONY Art-Wrapped Vending Machine

provision of drinking water for livestock and joint research into effective utilization of
by addressing community needs and challenges.

Donation of Products to Food Banks

In November 2021, Michinoku Coca-Cola Bottling teamed up with

HERALBONY Co., Ltd. to install the first HERALBONY “art-wrapped”

COVID-19 has forced us to change the way we do things in order to prevent

vending machine in a commercial facility in Morioka, Iwate Prefecture.

Coca-Cola Bottling has been donating products to local “children’s cafeteria”

arrangement with HERALBONY and a portion of proceeds from thefood banks since 2020. In 2021, the equivalent of 7,320 bottles of Coca-Colaproviding a form of revenue for the artist, the companies are trying to altertransmission. To give people reassurance and help them get by, Hokkaido

The vending machine is “wrapped” in an artwork by an artist in a licensing

food kitchens and organizations supporting those in need via Hokkaido’s

machine are returned to the artist as a fee for use of the artwork. As well as

system products were donated to 10 food banks across Hokkaido.

perceptions about disabilities by brightening up the community with art.

Hokuriku Coca-Cola Bottling

Coca-Cola Bottlers Japan

SDGs Comprehensive Collaboration Agreements

Donation of Products via Food BanksIn April 2021, Hokuriku Coca-Cola Bottling signed comprehensive

Since 2016, Coca-Cola Bottlers Japan has been collaborating with Second Harvest Japan,

Tonami and Nanto. The Hokuriku Coca-Cola Bottling Group and theincluding “children’s cafeteria” food kitchens and welfare facilities nationwide. In 2021, thecollaboration agreements relating to the SDGs with the cities of

two cities will endeavor to use their respective resources effectively torealize a sustainable society and open up new business opportunities.

Toyama Prefecture SDGs Declaration andNanto SDGs Partner Certiﬁcation
In August 2021, Hokuriku Coca-Cola Bottling issued a Toyama Prefecture
SDGs Declaration and was recognized as a company promoting
SDGs-related activities inside the prefecture.

In October, the company expressed its approval of SDGs efforts by the cityof Nanto and became a certified Nanto SDGs Partner after its own activities

were deemed to contribute to goal attainment. Through these developments,
the company is working to enhance employee awareness and motivation,

ensure diversity of the workforce and generate new business opportunities.

a nationwide food bank promotion council, and others to donate products to entities

company donated 11,063 cases (262,382 bottles) of the Coca-Cola system products togroups in 20 of the 38 prefectures making up the sales area.

Okinawa Coca-Cola Bottling
Deployment of Vending Machines Supporting Children and Child-Rearing Fund
In January 2020, Okinawa Coca-Cola Bottling commenced deployment in Motobu,
Okinawa Prefecture, of vending machines supporting a fund for children andchild-rearing. An unveiling ceremony was held at the town office in July. These are

the first assistance-providing vending machines to be deployed that tie in with a local
government child-rearing support fund ordinance. Three yen is donated to the fundfor every beverage sold. The money goes toward support for children andchild-rearing, such as for purchasing picture books for kindergarten children.

ESG Report28

Resources

InclusionCommunities

Initiatives with Partners
International Coastal Cleanup

Support for Green Bird

Employees of Coca-Cola Japan and companies affiliated with the Coca-Cola system takepart in cleanup campaigns across Japan in conjunction with the International Coastal
Cleanup (ICC). Hosted by Ocean Conservancy, the United States’ leading marine nature
conservation group founded as a center for environmental education relating to marine life,
the ICC is the world’s biggest coastal cleanup campaign. Data gathered through ICC
campaigns around the world is compiled and utilized in the development of solutions to theglobal litter problem.
In Japan, our involvement in ICC activities began in 2007. Employees throughout thecountry have ventured out during work hours on behalf of the Coca-Cola system to joincleanup campaigns in places like Lake Biwa; Yakushima island; Miyagi Prefecture’s
Shichigahama coast; the area around Tone River in Joso, Ibaraki Prefecture; Okinawa
Prefecture; and the Tsurigasaki coast of Chiba Prefecture.
In October 2021, cleanup campaigns conducted in at least 17 locations across Japan
enlisted the help of Pirika, an anti-litter social media platform used in at least 111 countries.

Coca-Cola Japan President Jorge Garduño (left)
clearing litter from Lake Biwa with Moriyama Mayor Kazuhiro Miyamoto

Pirika anti-litter social media activity feed

Since 2008, Coca-Cola Japan has engaged in ongoing cleanup campaigns in locations
throughout Japan in partnership with green bird, a nonprofit involved in cleanup activities
and town development. An annual cleanup event hosted by green bird, “gomizero week,”
involves around 30 teams undertaking cleanup activities nationwide.

Cleanup activity during gomizero week 2019

ESG Report29Resources

InclusionCommunities

Support for Communities—The Coca-Cola Foundation

The Coca-Cola Foundation is the independent philanthropic arm of the Coca-Cola system. Since its inception in 1984, the foundation has

embraced a charitable giving strategy that makes a difference in communities around the world, so far awarding more than $1 billion in grants.
In 2021, The Coca-Cola Foundation contributed $106.2 million to around 350 organizations worldwide. The foundation will continue to stayabreast of community issues and needs while providing directed assistance for certain themes, particularly solutions to the problem of ocean
plastic litter, promotion of recycling in communities and sustainable management of water resources.
For details, go to:https://www.coca-colacompany.com/shared-future/coca-cola-foundation

Fiscal 2021 Contributions in Japan

Around $150,000 (approx. ￥16 million)
to nonprofit Good Neighbors Japan forproviding food assistance tosingle-parent households

Around $1.3 million (approx. ￥140 million)
to nonprofit Japan Heart to support
COVID-19 efforts

Around $350,000 (approx. ￥40 million)
to nonprofit Japan Lullaby Association
to support efforts addressing thefinancial and mental concerns of
single mothers

Around $130,000 (approx. ￥15 million)
to nonprofit Kidsdoor to help fundstationery for children in impoverishedhouseholds

A total $460,000 (approx. ￥53 million)
to Tokushima Stork Fund, Rainwater
Town Development Support andPeople for Rainwater to support green
infrastructure activities

For providing food to single-parent

For efforts to stop the spread of COVID-19,

For the Negi-bozu project to set up a

For providing stationery to children from

For the three organizations to undertake

households, around half of which are said toincluding supply of masks, gowns and othercommunity for women in Shimonita, Gunma

households under financial distress due toand evaluate green infrastructure activities

be in relative poverty, with the impact ofprotective equipment to healthcare

Prefecture promoting the self-sufficiency of

COVID-19.

in their respective communities using their

COVID-19 on incomes and employment

personnel.

single mothers.

adding to the hardship.

own methods and broadcast successstories nationwide.

ESG Report30

Resources

InclusionCommunities

Support for Communities—The Coca-Cola Educational & Environmental Foundation
The Coca-Cola Educational & Environmental Foundation was established in June 2007 under the basic philosophy of “Healthy Active Life.”

Integrating activities of the Japan Coca-Cola Bottlers Scholarship Foundation and the Coca-Cola Environment Education Foundation, operatingfor 37 years and 14 years respectively, the foundation is a base for centrally organizing and implementing activities. Since then, the foundation
has set out to foster both young leaders for the next generation and people who will serve their communities, with a focus on environmental
education and scholarship support. The Coca-Cola Environmental Education Awards honor achievements in environmental education andhttps://www.cocacola-zaidan.jp/ (Japanese website)

environmental conservation. The award scheme is highly recognized and many applications are received from across Japan each year.

Scholarship support began in 1966. Over 56 years to March 31, 2022, we have provided support to 2,479 students. In 2020, the foundationaligned its activities with the newly adopted sustainability strategy of the Coca-Cola system. Seeking progress on the SDGs throughimplementation of the strategy, the foundation’s operating policy is to foster talent who can make a difference in the environmental field. The

Coca-Cola Japan Reconstruction Fund, established within the foundation on March 24, 2011, has provided assistance to communities affectedby the 2011 Great East Japan Earthquake, the 2016 Kumamoto earthquakes and the 2018 Hokkaido Eastern Iburi Earthquake. The fund was
renamed the Coca-Cola Disaster Recovery and Reconstruction Assistance Project in November 2021 and continues to provide assistancetoday with coverage extended to all of Japan and the content also expanded.

Environmental Education

Scholarship Support

Reconstruction Support

The foundation supports efforts to develop the next generation ofhuman resources who will lead in the community and internationalsociety.

Scholarships support high school and university students as they
advance to university or graduate school.

The coverage and content of assistance by the Coca-Cola Disaster
Recovery and Reconstruction Assistance Project (renamed from
Coca-Cola Japan Reconstruction Fund) have been expanded.

Coca-Cola Environment Education Awards

56 Years of Graduates Since 1966

Grants for Solar Power/Energy Storage Facilities

Applications from 2,359 organizations over 27 years from 1994

Uenbetsu Shogakko Coca-Cola
Environment House
More than 75,000 users over 11 years from 2010

A total of 2,479 graduates over 56 years from 1966

Facilities installed at a total of 55 schools

Sponsorship of Young Americans Tohoku Tour
More than 3,100 participants overall

School Bus Donations
5 buses donated
ESG Report31

Sustainability Initiatives at Tokyo 2020
The Tokyo 2020 Games were held in 2021 under the sustainability concept, “Be better, together.”

The Coca-Cola system in Japan agreed with the spirit of this concept. Working alongside the Tokyo 2020 Organising Committee and other organizations,
we implemented a variety of initiatives to put forward model solutions for realizing a sustainable society upon the three focal platforms of
the Coca-Cola system’s sustainability strategy—Resources, Inclusion and Communities (see page 7).

Resources

InclusionCommunities

Beverages in 100% rPET Bottles
and Recycling of Bottles into
Coca-Cola System Products

Promotion of Diversity AwarenessThrough Tokyo 2020 Opening
Ceremonies Placard Bearer Program

Given Japan’s outstanding PET bottle collection and recycling

As placard bearers, the Coca-Cola system recruited people who

The Japanese Olympic Committee (JOC) and Coca-Cola Japanrates, it was befitting that beverages were supplied and sold in

would impart a message of diversity as they guided teams into thedeployed JOC Olympic Support Vending Machines.

100% rPET bottles for the first time in Olympic history at the Tokyo

venue holding up the name of the country or region. The Opening

The Coca-Cola system donates a portion of sales from the vending

2020 Games.

Ceremonies are an occasion for athletes from around the world tomachines to the JOC.

Post-consumer PET bottles recovered from competition venues

gather in one place and showcase their individuality and thisLikewise, the Japanese Paralympic Committee (JPC) andand other locations were collected, recycled and used as

initiative sought to highlight the wonders of diversity that

Coca-Cola Japan deployed JPC Paralympic Support Vending

packaging material for the Coca-Cola system products.

permeated the venue.

Machines1 and a portion of sales from these vending machines

In addition, recycled fiber made from PET bottles collected

The Coca-Cola system implemented a special hospitality program

were donated to the JPC.

in-house by the Coca-Cola system were used in some of thefor the 81 placard bearers chosen from all around Japan. ThroughAs of December 2021, 3,669 JOC Olympic Support Vending

material for uniforms of torchbearers for the Olympic Torch Relay.

advance workshops and participation in the Opening Ceremonies,

Machines and 53 JPC Paralympic Support Vending Machines had

JOC Olympic Support Vending Machines
JPC Paralympic Support Vending Machines

participants were able to expand their understanding of diversity

been installed. Donations had reached ￥160,252,939.

and inclusion from a global viewpoint.

1 This program has since finished.

ESG Report32

Coca-Cola System Business Platform | KORE Management System
The Coca-Cola system has always endeavored to supply safe, great-tasting soft drinks and we consider it our fundamental stance to contribute to the healthy lifestyles of
all consumers who take up our products. The Coca-Cola system in Japan complies with the Coca-Cola Operating Requirements (KORE)—the global quality andoperations management system established by The Coca-Cola Company to ensure product safety and reliability.
"Even stricter than domestic laws and regulations, KORE defines specifications, rules and procedures for all processes from procurement of ingredients and raw
materials through production, distribution and transportation to sales. Plants implement KORE and audits are regularly carried out."
KORE Quality Management System
Coca-Cola Japan
Procurement
We purchase ingredients only
from companies certified by the
Global Food Safety Initiative(GFSI).

Bottling Partners

Concentrate
Manufacturing
We carry out stringent quality
checks (including
physicochemical andmicrobiological testing) ofconcentrate using the latest
analytical equipment.

Distribution/
Transportation

Production
We endeavor to deliver reliable
quality by complying with ourquality management system
and improving our quality
management expertise, whileworking to ensure the safety of
products.

We make sure products
produced in plants arehandled with care to ensure
they retain their high quality.

Sales(Stores / Vending Machines)

We strive to manage quality instores and vending machines
so consumers will always buy
safe, reliable and fresh
products.

Consumers
We apply consumer opinions
and inquiries to improvement
activities.

Reference
HOW

Procedures

KORE Management System Framework
Requirements/Method

KORE is an original management system setting standards
that meet and even exceed requirements of ISO andapplicable laws and regulations.

Speciﬁcations

The system consists of policies, standards, speciﬁcations,requirements and methods, procedures and references foreach of four categories: quality, food safety, the environmentand occupational health and safety.

WHATStandards
Policies
ESG Report33Coca-Cola System Business Platform | Supply Chain—Procurement
Supplier Guiding Principles
The Supplier Guiding Principles apply to both our bottling partners and our suppliers and are aligned with the expectations andinitiatives outlined in our Human Rights Policy. The Supplier Guiding Principles are based on compliance with laws andregulations of various countries, and comprise 10 rules of conduct covering a range of topics, such as prohibition of childlabor, prohibition of forced labor, freedom of association and collective bargaining, safe and healthy workplace and protectionof the environment. The Supplier Guiding Principles are global guidelines to ensure that suppliers both understand and upholdthe values emphasized by The Coca-Cola Company—these include the highest standards of quality, integrity, excellence andcompliance with laws and regulations. Once supply begins, third-party audits are regularly performed to check compliance.
For details, go to:https://www.coca-colacompany.com/policies-and-practices/supplier-guiding-principles
https://www.coca-colacompany.com/content/dam/journey/us/en/policies/
pdf/human-workplace-rights/supplier-guiding-principles/supplier-guidingprinciples-brochure-japanese.pdf

Principles for Sustainable Agriculture (PSA)

Sourcing Agricultural Products Responsibly

Looking to engage in more ethical and sustainable procurement activities, the Coca-Cola system has
adopted a new set of original procurement standards, the Principles for Sustainable Agriculture (PSA),
applying them from 2021. The PSA are the next iteration from the Sustainable Agriculture Guiding Principles(SAGP) and describe The Coca-Cola Company’s first principles for sustainable agriculture based on
environmental, social and economic criteria. The principles cover aspects such as food safety and hygiene,
compliance with laws and regulations, efforts to keep impacts on the environment and ecosystems to aminimum, waste management, record keeping, and respect for the rights of workers in line with the Supplier
Guiding Principles.
The PSA are aimed at the primary production level (e.g. farms) and form the basis for achieving
compliance, transparency and continuous improvement of production processes for agricultural products.
They will also guide our collaboration with industry organizations and other groups to drive theimplementation of sustainable agriculture practices. Suppliers of the Coca-Cola system are expected toadhere to and demonstrate compliance with the PSA and the Supplier Guiding Principles.

All green tea products, including the Ayataka brand,
are covered by PSA standards

A plantation conforming to PSA standards

For details, go to:https://www.coca-colacompany.com/policies-and-practices/principles-for-sustainable-agriculture

ESG Report34Coca-Cola System Business Platform | Supply Chain—Production, Distribution, Sales
Production
All plants of the Coca-Cola system in Japan meet KORE requirements and have obtained certification under international
standards such as ISO 9001, ISO 14001 and ISO 45001, as well as FSSC 22000, a standard conforming to the Global Food
Safety Initiative (GFSI) 1 . Risk assessments are also conducted regularly to ensure comprehensive management of theoccupational health and safety of plant employees and to lower risk levels in production processes.
1 ISO 9001: An international standard for quality management systems
ISO 14001: An international standard for environmental management systems
ISO 45001: An international standard for occupational health and safety management systems
FSSC 22000: An international standard for food safety management systems

A production line

Distribution and Sales
Coca-Cola Japan regularly conducts surveys of products on sale, purchasing products on the market to check that they meetthe quality standard expected of the Coca-Cola system products. To ensure thorough product management to maintain quality
across all sales channels, employees involved in distribution and sales receive written guidance on matters like the best time
for stocking of shelves and verification of appropriate temperatures for heating and cooling beverages.

Global Responsible Marketing Policy and Global School Beverage Policy
The Coca-Cola Company has long led from the front with responsible marketing initiatives. We currently maintain a policy, first
introduced in 1956, of not marketing products directly to children under 13 (under 12 until 2021), respecting the role of parents
and caregivers as the primary decision-makers for what their children drink.
The Global Responsible Marketing Policy also incorporates a set of guidelines covering our activities in schools, the Global
School Beverage Policy. The entire Coca-Cola system shares an obligation to comply with these important policies andcompliance is monitored through an audit process.
For details, go to:https://www.coca-colacompany.com/policies-and-practices/responsible-marketing-policy
https://www.coca-colacompany.com/policies-and-practices/global-school-beverage-policy

Product management guidance for employees

ESG Report35Coca-Cola System Business Platform | Supply Chain—Consumers
Voluntary Declaration of Consumer-Oriented Management

Incorporating Consumer Feedback into Business Management

Coca-Cola Japan is a participant in “voluntary declaration of consumer-oriented
management and follow-up activities” pursued by a consumer-oriented management
promotion organization made up of business and consumer groups and government
agencies.

The Coca-Cola system in Japan has self-declared compliance with
ISO 10002 (JISQ 10002)1 and has established a management system aligned with thestandard. We realize ongoing improvements in stable provision of safe and reliable
products and services to consumers by actively seeking to incorporate consumer
feedback into business management.

Philosophy

1 An international standard with the purpose of improving consumer satisfaction through ongoing improvements to product and service quality andto processes for dealing with complaints. The Coca-Cola system in Japan renewed its ISO 10002 compliance self-declaration in February 2021
following a third-party assessment.

Through the provision of refreshment and satisfaction and all aspects of ourcorporate activities, we want all people who come in contact with our brands tocome to trust and choose us.

Channels for Communication with Consumers

PolicyCommitment
We will listen closely to feedback from consumers and respond quickly withintegrity and in a fair, highly transparent and appropriate manner.
We will value dialogue with consumers, actively seeking to convey informationand incorporate feedback into corporate activities.
We will remain aware of our responsibility to society and comply with relevant
legal and ethical requirements and our own voluntary standards.
We will always perform to the best of our ability, acknowledging the essence ofconsumer satisfaction.

We are putting in place structures for gathering diverse consumer feedback and providing
the right information at the right time. We do this by actively seeking communication using
up-to-date methods like our consumer service center on Twitter, CocaColaCare, in addition
to telephone, inquiry forms and letters. And by expanding the frequently asked questions liston our website, for example, we are giving consumers anytime access to the information
they want.

Analysis and Feedback
Feedback from consumers is amassed in a database. We also monitor social media andanalyze website access and searches. All this information is shared inside the company andwith executives and relevant personnel of bottling partners nationwide via analysis reports
and the in-house portal to be reflected in marketing and quality management activities.

ESG Report36Coca-Cola System Business Platform | Corporate GovernanceCoca-Cola Japan carries out its business activities according to the various codes, policies and principles established by The Coca-Cola Company.
Chief among these are the Code of Business Conduct, the Human Rights Policy and the Supplier Guiding Principles (see page 34). These are disseminated among allcompany employees and, where necessary, employees can at any time discuss them with and ask for guidance from their direct superiors, local ethics officers, the legal
department or the finance department.
Code of Business Conduct
The Code of Business Conduct is founded on compliance with laws and regulations, and sets out rules of conduct and policies related to avoiding conflicts of interest, information protection
and dealing with customers and suppliers.
In cases where actions are thought to require approval, the Code of Business Conduct stipulates that written approval must be acquired from the local ethics officer in the businessdepartment of the country concerned.

Human Rights Policy
Respect for human rights is the foundation on which our corporate activities are based. If wewant to ensure that the communities in which we operate are sustainable, we must ensure wedemonstrate respect for human rights.
The Coca-Cola Company bases its Human Rights Policy on the Universal Declaration of
Human Rights, the International Labour Organization Declaration on Fundamental Principles
and Rights at Work, the UN Global Compact and the UN Guiding Principles on Business andHuman Rights—and this policy applies to the Coca-Cola system in Japan as well.

Items Deﬁned by the Human Rights Policy

The Human Rights Policy defines thefollowing items:

Respect for Human Rights

Work Hours, Wages and Benefits

Forced Labor and Human Trafficking

Diversity and Inclusion

Land Rights and Water Resources

Workplace Security

Community and Stakeholder Engagement

Child Labor

Safe and Healthy Workplace

Healthy Lifestyles

Corporate Governance at Coca-Cola Japan
Coca-Cola Japan regularly convenes meetings of a management committee made up of executives. The committee checks the progress of business plans and discusses and decides
matters relating to management.
Depending on the level of importance, the management committee delegates authority for some matters to the relevant company departments, enabling swift and flexible handling of various
day-to-day business affairs.

Governance of Coca-Cola System in JapanThe Coca-Cola system formulates and executes annual business plans in line with its global business goals in countries around the world. In Japan, our business is based both on theseannual business plans and on the agreements reached by the presidents of Coca-Cola Japan and nationwide bottling partners. When necessary, and depending on the content andcircumstances, president meetings, nationwide conferences and other meetings are held throughout the year to discuss the Coca-Cola system in Japan. Information critical to the business
operation of the Coca-Cola system is shared and deliberated at these meetings, and suitable agreements are fashioned.

ESG Report37Coca-Cola System Business Platform | Compliance
At Coca-Cola Japan, we base our compliance on conforming both to The Coca-Cola Company’s Code of Business Conduct and to applicable laws and regulations, andensuring that our employees act in a proper manner.
In cases where our employees have ethical or legal concerns regarding their work, or where they are unsure of how certain issues should be evaluated, we have establishedstructures through which they can at any time ask for guidance from their direct superiors, local ethics officers, the legal department or the finance department. The
Coca-Cola Company has defined a set of concrete compliance principles and policies, and these guidelines apply to the business activities of Coca-Cola Japan as well.

Structures to Promote Compliance
At Coca-Cola Japan, our legal, human resources and finance departments engage in the promotion of compliance with laws and regulations in coordination with The Coca-Cola Company
and with the guidance of its Ethics & Compliance Office. Coca-Cola Japan bases its compliance on the Code of Business Conduct. If any of our business activities are thought to violate thiscode, the matter is discussed by the legal department and other relevant departments, and appropriate steps are taken.

Compliance Training
In order to increase our employees’ understanding of compliance, Coca-Cola Japan conducts appropriate training programs such as new recruit training and e-learning. The Coca-Cola system has
implemented a global process whereby, once a year, employees confirm that they understand the Code of Business Conduct and are complying with each of its stipulations, and all employees must
demonstrate that they are in compliance.

Internal Reporting System
Coca-Cola Japan operates the KO Ethics Line, a global system that enables employees to report violations of The Coca-Cola Company’s Code of Business Conduct anonymously, by
telephone or email. We take care to comply with workplace ethics as well as laws and regulations by creating an environment in which all employees can access the appropriate informationor the KO Ethics Line at all times.

ESG Report38Coca-Cola System Business Platform | Managing and Responding to Risk and Opportunity
Enterprise Risk Management (ERM)
Incident Management and Crisis Resolution (IMCR)
The Coca-Cola Company has a robust process for the identification of opportunities and risks to the business. The Enterprise Risk Management (ERM) program enables
us to proactively look for business opportunities and encourages the taking of smart risks to leverage them. At the same time, the ERM program allows us to identify
risks that could be disruptive to the business together with analyzing and implementing ways to reduce their likelihood, and if they occur, their consequence.
This is undertaken through the activation of robust controls and risk mitigation strategies.
We understand that some risks will eventuate and have potential adverse impacts on the business. As a system we know that well planned and practiced response
arrangements minimize disruption while protecting our people. Our response arrangements include sound emergency planning, a robust and well tested crisis response
and business continuity program that enables the Coca-Cola system in Japan to ensure operational continuity.
Our crisis management program, known as Incident Management and Crisis Resolution, is a global program, adapted locally that ensures a standardized andprofessional response to situations requiring a crisis response.

ENTERPRISE RISK MANAGEMENT
Holistic framework for managing company's risks across all operations and processes
VALUE CREATION & PRESERVATION

Linking ERM with our response components
Risk Identiﬁcation

Measure Monitor
ReportBusiness
Goals &
Objectives

Risk Controls& Mitigations

Risk Analysis& Evaluation

Emergency Planning
Incident Management and Crisis Resolution
Business Continuity
Disaster Recovery Planning
Insurance Transfer
Cyber Security

Robust planning and preparation, supported by specialized training, strengthen our ERM culture and response capabilities.

ESG Report39Coca-Cola System Business Platform | Risk Treatments in Action

CATASTROPHIC EVENT / BUSINESS DISRUPTION
Recover

RestoreEmergency Planning
Safeguards the lives of employees, protects critical assets,
enables emergency actions appropriate
to the situation

Incident Management and Crisis Resolution［IMCR］
Crisis management processes implemented across the entire Coca-Cola system
Builds and strengthens crisis management capabilities

Business Continuity Management
Maintains essential operations immediately after a catastrophic event
Establishes the order of priorities that enable business to return to normal
Tests preparations, awareness and emergency response.

を可能にするDisaster
Recovery Planning［DRP］: IT based
Supporting IT infrastructure critical for business continuity

Each of our response activities are intrinsically linked and the Coca-Cola system in Japan ensures that we are prepared in particular to apply these
for a natural disaster. We have established employee safety confirmation systems; stored food, drink and other supplies; and established reliablecommunication systems with our bottling partners in times of disaster. Plans are also drawn up to ensure that we can ensure continuity of productsupply for our communities and customers.
ESG Report40Coca-Cola System Business Platform | Crisis Management Structure and Training

Crisis Management Structure

Crisis Management Training

When an incident arises our Crisis Leaders immediately convene an initial assessment team comprising
representatives from relevant departments to collect information, carry out initial responses and assess both risk
levels and scope. Where required a crisis management committee is convened to discuss response strategies,
and considers how and what to communicate to consumers, suppliers, the media and other stakeholders.
The model is adopted by our bottling partners ensuring the Coca-Cola system in Japan is able to respond toactualized risks in a uniform manner.

The Coca-Cola system in Japan carries out ongoing crisis management
training. The training encompasses all facets of crisis response including
basic training, crisis risk assessment training and advanced simulation
training. Coca-Cola Japan and its nationwide bottling partners annually holdjoint workshops to share case studies and the lessons learned in Japan andglobally of crisis responses.

The Coca-Cola Company
Information Security Management

Reporting/coordination
The Coca-Cola system in Japan
Coca-Cola Japan

Bottling partners

Crisis Management
Committee

Crisis Management
Committee

President

President

Department
representatives

Department
representatives

Initial assessment teamInformation gathering /crisis assessment

Crisis Leaders

Crisis Leaders

Initial assessment teamInformation gathering /crisis assessment

Consumer Service
CenterConsumer service
departments

Consumers

Suppliers

The Coca-Cola Company utilizes the Cybersecurity Framework of the
National Institute of Standards and Technology (NIST) from the USA for its
Information Protection Policy (IPP). At Coca-Cola Japan, we manage
information security both in line with this policy and in accordance withapplicable laws and regulations. The Information Security Committee,
comprising legal, IT, human resources and crisis management personnel,
oversees and regularly audits information security management. Internal
training is provided to ensure appropriate protection of privacy and handlingof confidential company information by employees as part of their routine
activities.

ESG Report41Third-Party Opinion of the ESG Report
Specially appointed professor at Eikei University of Hiroshima and professor emeritus of Kobe University Masanobu Ishikawa is an expert on topics such as the 3Rs, waste policy and life cycle
assessments (LCAs). Here he offers his views on the three platforms of the sustainability framework established by the Coca-Cola system in 2020—Inclusion, Communities and Resources.

The soft drink industry as a whole continues to take a proactive approach to the Sustainable Development Goals (SDGs) and bottle-to-bottle or other resource
recycling, and it is my impression that Coca-Cola system initiatives are top level and truly stand out.
On the other hand, I sense that setting targets for bottles and other packaging can be fraught with challenges and that greater deployment of new initiatives
like package-less 1,2,CUBE freeze-dried beverages and bonaqua Water Bar “fill your own bottle” vending machines will be essential for attaining thosetargets. However, these will not take hold without transformation of perceptions and culture among consumers.
I hope to see you incorporate such perspectives into your ongoing efforts and pull the rest of the industry along with you.
In regard to diversity and inclusion and gender equality, I think the global nature of your company shows through in your initiatives. Women filling about 40% of
all leadership positions is a phenomenal achievement, making you one of the top performers in Japan. Given your size, too, you have enormous influence andI would like to see you carry on in the role of leader.
In regard to water, your activities for forest management and water replenishment are in themselves superb and your contribution deserves recognition. You
could substantiate that contribution further by providing more detail about what the activities actually entail rather than let numbers and commitments do all thetalking.
Bottling partners have set down roots in the community and have advanced some wonderful initiatives, including a wide range of activities undercomprehensive collaboration agreements entered with local governments and waste reduction efforts involving food banks. Please keep these going.
As for the activities of The Coca-Cola Foundation, support for deserved organizations undertaking meaningful activities not only lifts the motivation of thosegroups, but also creates ripple effects and synergies that end up enhancing the quality of those very activities. Now I would like to see you broaden that
support, extending it to new areas.
To state what I would like to see from the Coca-Cola system by way of sustainability initiatives up ahead, I imagine eyes will be on what further progress you
can make on outstanding packaging issues, namely labels and caps, to go alongside the praiseworthy recycling rates you are already achieving with PET
bottles and PET plastic. In regard to caps, I would like to see you tackle issues such as sorting of caps used on packaging other than designated PET bottles.
As for labels, I believe there is room for further debate about materials and necessity. From the standpoint of having to remove labels for recycling, forexample, using PET for labels might even be an option, or there may be various other possibilities.
I also hope for rapid progress in realizing label-less products, for example by incorporating the latest technologies into stores and vending machines. It is
important that the whole industry heads in a unified direction on this and I hope the Coca-Cola system will play a leading role.

Masanobu Ishikawa
Specially appointed professor, Eikei University ofHiroshima, and professor emeritus, Kobe University.
Specializing in environmental economics andenvironmental systems analysis, he has participatedin local and central government committees as anexpert in areas including the 3Rs, waste policy and
LCAs.
Representative of nonprofit Gomi-jp, set up in 2006 to
help reduce waste generation. Gomi-jp’s Herasou
Shopping (shopping with less packaging) project isnow permanently deployed at 70 Daiei stores in Kinki
and Chubu regions. The group’s activities have won a2007 Good Design Award (New Frontier Design), a
FY2012 3Rs (Reduce, Reuse, and Recycle) Promotion
Merit Awards Prime Minister’s Prize, a 2012 Kobe
Youth Award, a Low Carbon Cup 2015 Environment
Minister’s Award—Gold (Community Activities) and an
18th Green Purchasing Award Grand Prize in 2017.

ESG Report

42

Data
Transition of Packaging Weight Reductions for Coca-Cola System Products in Japan
(g)

80
70

* Packaging for water was 500 mL up till 2010. * The weight of the can is calculated by the weight of the can body and the can lid.

75g

Coca-Cola 1.5 L PET bottle

JOCオリンピック強化支 援プログラム with コカ･コーラ

64g

60
50

65g

Tea 2.0 L PET bottle

55g

41g

49g

40

Coffee 185 g can

37g

30

35g

20g

20

42g

47g

32g

29g

29.7g
Water 555 mL PET bottle

Coca-Cola 350 mL can

16g

20.5g

18g

10
0

9.7g
’82 ’83 ’84’88’90 ’91

’94

’96

’98

’08 ’09 ’10

’12

’14

12g

’21 (year)

ESG Report

43

Data
Environmental Impact of Fiscal 2021
INPUT Resources and energy used in business activities
Raw materials(incl. packaging)
Concentrates,
coffee beans, tea
leaves, sugars,
packaging, etc.

Water
Water for making
products, rinsing
packaging, etc.

Energy(production)
Electricity used for
powering productionlines, etc.

Water for rinsing
packaging, etc.

RegardingDisclosed
Data

CO2
0.313 million tons

Energy(transportation)
Energy used by
vehicles fortransporting
products, etc.

Energy(offices)
Electricity and otherenergy used for
air-conditioning(cooling andheating) or lightingof buildings, etc.

Distribution/
Transportation

Production

Wastewater
10.80 million m3

OUTPUT Emissions from business activities

Solid waste
0.116 million tons
Coffee grounds,
used tea leaves,sludge, etc.

CO2

(transportation)

0.176 million tons

Energy(vending machines)
Energy used forvending machines

OfficesCO2(offices)
0.039 million tons

The scope of environmental impact data disclosure covers production, distribution
and sales activities.
Environmental impact during sales is based on CO2 emissions arising from power
generation for the amount of electricity consumed by vending machines.
Energy used for distribution is based on energy used during the processes fromconcentrate manufacturing up till transportation to vending machines and retail outlets.

Recirculationof recycledmaterials

Collection/
Recycling

Sales

CO2

(vending machines)

0.482 million tons
Emissions due topower generation

CO2: Carbon dioxide
The basis of calculation for certain data was changed due toimprovement in data collection accuracy.
The data collection scope for production plants was changed.

Period: January 1–December 31, 2021

ESG Report

44

Data
CO2 Emissions at Coca-Cola System in Japan

Carbon Footprint of Products (Amount of CO Emitted During Product Life Cycle)
2

Changes in emission ratio (kg-CO2 /L)

Period: January 1–December 31, 2021

Period: January 1–December 31, 2021

2021

Greenhouse gas emissions (total) (’000 t-CO2)

2,451

0.538

Raw materials (’000 t-CO2)

755

Packaging (’000 t-CO2)

725

Production (’000 t-CO2)

313

0.039

Distribution (’000 t-CO2)

176

0.069

Sales (’000 t-CO2)

482* Only CO2 emissions for 2021 are shown due to changes to some coefficients.
A comprehensive review of data disclosure is planned for 2022.

0.106

Sales

20 %

Raw materials

31%

Distribution
0.159

7%

Production

13%

Packaging

30 %

0.166

2021

ESG Report

45

Data
Efficient Use of Water and Wastewater Management
Amount of water usage (10k m3)

6.12
Water use ratio
(L/L)

2,586

2004

5.25

Period: January 1–December 31, 2021

Amount of Solid Waste Emission and State of Recycling
Period: January 1–December 31, 2021

99.6%
4.64

4.15

4.15

3.97

3.76

3.48

3.48

3.43

99.8%

99.7%

2012

2,090

10.9 10.9

10.6 10.6

2013

1,949

2014

1,956

2015

1,911

2016

1,794

2017

1,692

1,627

2018

2019

2012

2013

98.3%

98.4%

99.1%

11.6

12.1

12.3

11.9

1,527

1,596

2020

2021

2004

11.6

2014

1,721

2004

1,716

2012

1,527

2013

Period: January 1–December 31, 2021

1,433

1,463

2014

2015

Recycling rate (%)

1,392

1,294

1,182

1,134

1,078

1,080

2016

2017

2018

2019

2020

2021

11.9

2015

Amount of solid waste emission (10k tons)
Amount of wastewater (10k m3)

98.5%

99.2%

99.2%

99.3%

12.26 12.08

12.42 12.32

11.12 11.03

11.64 11.57

2018

2019

2020

2021

3.50

13.2 13.2
2,302

99.8%

12.1

2016

11.8

2017

Amount recycled (10k tons)* Recycling rate is calculated using actual ﬁgures.

ESG Report

46

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