Gofor

GrowthCSV Report2018Contents
1

Prologue6

Message from the President

8

The SDGs and the CCBJH Group92017 Progress Report—Priority 1: Supporting healthy living

17

26

32

38

10

Feature Story: Supporting consumer health through a diverse product line-up

12Open communication and correct information

13

Striving to alleviate food poverty

14

Providing consumers with safety and peace of mind

16

Listening to customer feedback

2017 Progress Report—Priority 2: Becoming an environmental leader
18

Feature Story: Water resource conservation initiatives

21

Environmental management initiatives

22

Working to mitigate climate change

23

Building a recycling-oriented society

24

CCBJI Group’s CO2 emissions results2017 Progress Report—Priority 3: Strengthening our relationships
28

Embracing communication with stakeholders

30

Community activities in 2017

Employee management systems / Stakeholder opinions
32

Contributing to our employees’ health and job satisfaction

34

Roundtable Discussion—Considering the life and career of every individual36

Occupational safety and health initiatives / Work style reform

37

Stakeholder opinions

About the CCBJH Group—Management that supports progress
38

Corporate governance system

39

Ethics and compliance / Information security / Risk management

40

Consolidated financial highlights

41

Main product line-up

42

ESG data update

43

CCBJH Group profile

44

CCBJH Group by the numbers

45

Corporate communication tools

46

Plant toursl Editorial policy
The Coca-Cola Bottlers Japan Holdings Group (CCBJH Group)
believes we can help build a more sustainable society
through our beverage business. In this report, our aim is
to communicate the CCBJH Group philosophy of Creating
Shared Value (CSV) and introduce some of our specific CSV
initiatives to our stakeholders, namely our local communities,
NPOs & municipal groups, consumers, business partners,
suppliers, investors and fellow employees.
l Referenced guidelines
Global Reporting Initiative (GRI) Sustainability ReportingStandards 2016
l Period covered
In principle, this report covers activities from January 2017 to
the end of April 2018. Numerical data is for the period fromJanuary 1, 2017 to December 31, 2017.
l Scope of the report
In principle, information presented in this report was collectedfrom Coca-Cola Bottlers Japan Inc. and the group’s corecompanies*. (Please see page 42 for the group structure.)l Date of issue
May 2018
l Terminology
The CCBJH Group (“we”) refers to “Coca-Cola Bottlers Japan
Holdings Inc.” and its nine group companies, while CCBJI
refers solely to “Coca-Cola Bottlers Japan Inc.” CCBJI Group
refers to “Coca-Cola Bottlers Japan Inc.” and the group’s
core companies*. “Bottlers” refers to all bottling partners
throughout Japan, as designated by Coca-Cola (Japan)
Company, Limited. The “Coca-Cola system” comprises“Coca-Cola (Japan) Company, Limited,” its bottling partners
and other affiliated companies.
“Customers” generally refers to both “consumers” (primarily
product end-users) and “business partners” (primarily those
who sell our products.)*Coca-Cola Bottlers Japan Vending Inc., FV Japan Co., Ltd.,
Kadiac Co., Ltd., Coca-Cola Customer Marketing Co., Ltd.,
Coca-Cola Bottlers Japan Sales Support Inc., andCoca-Cola Bottlers Japan Benefit Inc.

Finding
opportunities
in uncertainty.
By 2065, the percentageof working-age people inJapan is projected to drop to

In the world we face,
what kind of company
should we become?

51.4%(National Institute of Population andSocial Security Research, 2017)

By 2100, the global
average temperature is
forecasted to increase by

4.8˚C max

In 2015, the percentage ofchildren in Japan living under
the poverty level was

13.9%(Compared to the 1986-2005
average, IPCC, 2014)(Ministry of Health, Labourand Welfare, 2016)

By 2050, global
water demand is projected
to increase by

About

55%

(As compared to 2000,
OECD 2012)1

CreatingSharedValue
CSV: One concept, many iterations

Local
communities

Employees

NPOs &
municipal
groupsInvestors

Consumers& business
partners

Suppliers

The stakeholders with which
we create shared value

2

共創
価値
The CCBJH
Group’ssustainablegrowthRealization ofa sustainable
societyPursuing value together3

It’s time for a new challenge.

4The CSV concept
CSV priorities

HealthEnvironment

Communities

Consumersatisfaction

Qualityassurance

ComplianceRiskmanagement

Humanrights & job
satisfaction

Investors

Suppliers

Stakeholders

Employees

NPOs & municipal
groupsConsumers
Business partners

Local communities

5Message from the President

Resolvingsocial issues is
the way
we will grow.
Coca-Cola Bottlers Japan Holdings Inc.
Representative Director and President

Tamio Yoshimatsu

MissionCorporate Identity

Deliver happy, refreshing

Community-based

moments to everyone in

We help build and support sustainable

the community, every day.

communities, foster strong connections
with them, and help protect theenvironment, Creating Shared Value.

THE

ROUTE
6

Hinkaku (Corporate Dignity)
We respect human rights, honor
community principles, and strive tomaintain the highest ethical standards.

Creating shared value
on our largest scale yet
The Coca-Cola Bottlers Japan Holdings GroupAs a total beverage company that adapts to the(CCBJH Group) was newly established in January

everyday lives of its consumers, we will provide

2018 as part of a further integration of theextra value in everything we do while working

management and operations of the Coca-Colaalongside our consumers, business partners,

West Group and the Coca-Cola East Japan Group.

investors, local communities, and employees to

The CCBJH Group is Japan’s largest Coca-Cola

contribute to their happiness. This is our vision ofbottler, with an area including Tokyo, Osaka, Kyoto

CSV. We aim to be a company that is always heldand 35 other prefectures, close to 90% of thein high esteem by the local community and oursales volume for the Coca-Cola system in Japan,

customers, so we publicize our CSV philosophy

and the third largest revenue* from among morethroughout our many business initiatives.

than 250 Coca-Cola bottlers worldwide.

We have chosen “Supporting healthy living,”

In addition to ensuring the growth of our“Becoming an environmental leader,” andbusiness, we believe it is our corporate duty to“Strengthening our relationships” as priority

respond to social issues. We believe that when we

issues that are closely connected to our business

utilize CCBJH Group strengths to bring about anactivities. Building upon our previous corporate

ever more sustainable society, it leads to greatersocial responsibility philosophy, we will movetrust and support from our many stakeholders.

forward with initiatives that present solutions to

We have adopted the concept of Creating Shared

the social issues that are the most material to our

Value (CSV) as a guide to how our business canbusiness.

be part of the solution to society’s problems.

Finally, this report is intended to review ourTogether with the birth of the CCBJH Group,

progress to date, while also communicating

we announced our group corporate philosophy,

our direction for further growth. To realize a“THE ROUTE,” which combines years of corporate

sustainable future, we will link our growth toexperience and know-how. We aim to become

the development of our local communities anda company that functions with excellence andpromise to deliver happy, refreshing moments todignity, while maintaining our long-held values ofall our consumers.

being community-based and customer-centric.

*As of 2017

CultureCustomer-centric

1 Build on our HERITAGE as we shape our FUTURE.

We focus on all our consumers

2 Fuel life and work with commitment and PASSION.

and customers to become
their trusted partner.

3 Base judgments on ETHICS.
4 Think independently, take RESPONSIBILITY.

Diversity

5 Enjoy life and welcome CHALLENGE.

We respect the individuality of

6 Act with RESPECT, inspire RESPECT.

our employees, actively incorporating
diverse values and ideas so all canachieve their full potential.

7 Value COOPERATION.
8 Pursue “SIMPLE AND SPEEDY” solutions.

7

The SDGs and the CCBJH Group

Working together to change the world:
The CCBJH Group will contribute to realizing the SDGs
In September 2015, over 150 representatives of United Nations member countries
participated in the UN Sustainable Development Summit held at the New York UN
Headquarters. Together, they adopted a new agenda known as “Transforming our world:the 2030 Agenda for Sustainable Development.” At the heart of this agenda are theSustainable Development Goals (SDGs), comprising 17 goals and 169 targets. We have set
the SDGs as new indicators of our own progress and have committed to achieving themas a vital part of our efforts to realize CSV.

About the Sustainable Development Goals (SDGs)
The SDGs are a set of shared global priorities to be achieved through the efforts of
the international community by 2030 in order to realize a world in which no one isleft behind. The SDGs are universal goals that broadly encompass economic, social,and environmental topics and demand global action from governments, companies,and civil society.

Promoting understanding of CSV and the SDGs
As a first step, we have confirmed that our three priorities for Creating Shared Value, and theGroup’s various initiatives based on them, fit within the SDGs framework. Thus, we were able
to concretely ascertain where we can make significant accomplishments toward the SDGs andwhere we may need to strengthen our initiatives.
Looking ahead, the CCBJH Group will continue internal discussion, identify areas ofmateriality* and use the SDGs to shed light on our value chain. (Further information about thethree priorities and which SDGs relate to what activities can be found on the gate pages toeach section of this report: pages 9, 17, and 27.)
* Materiality refers to a set of topics determined by a company to be important from a social and corporate standpoint,
and which the company should work to address.

Three priorities for realizing CSV
Supporting healthyliving8

Becoming anenvironmental leader

Strengthening our
relationships

2017
Progress
ReportPriority1

Supporting
healthy living

Areas of focus:
Contributing tohealthier lifestyles

What we are doing:l We promote healthier living through contributing to
the elimination of food poverty and the reduction oflifestyle diseases, and through raising awareness ofproper hydration.

Providing safe,
trustworthy products
Delivering products
and services that meet
consumer expectationsl We comply with international standards and local laws andregulations within our value chain, which extends from theprocurement of raw materials to when a beverage reaches the consumer,
so that we can safely deliver high-quality products and services.
l We listen to stakeholder opinions and develop a widely varied product line-up so that
consumers can choose the products or services that best match their lifestyle needs.

9Priority 1

Supporting healthy living

Feature Story

Supporting consumer healththrough a diverse product line-up
As a company that adapts to the lives of its consumers, we offer a wide productrange to meet current needs while providing delicious and refreshing moments. In
recent years, the line-up of Foods for Specified Health Uses (FOSHU) and Foods
with Function Claims has expanded in response to increased health awareness,and in 2017 the Coca-Cola brand’s first FOSHU arrived in stores. We will support
our consumers’ lives and lifestyles by providing products that people enjoy
drinking and by helping to promote better health.

Balancing functionality and delicious taste:
Coca-Cola Plus
Coca-Cola Plus, the first ever FOSHU Coca-Cola product, wasborn from the ambition to meet two important consumer needs:
health awareness and a desire for classic flavor. The beverageretains the signature flavor of Coca-Cola, while containing zerosugar and zero calories, and contains an added functionality for
regulating the level of triglycerides in the blood. This delicious
FOSHU Coca-Cola can be enjoyed with meals and has garneredsupport from people of all ages.

10

NEWS

First fruit juice with the benefits of kale
In addition to FOSHU and Food with Function Claims beverages, weoffer consumers a range of products that support healthy lifestyles. Oneof these is Minute Maid Oishii Fruit Aojiru.
Launched in collaboration with our group company Q’SAI CO., LTD.,
this is the CCBJH Group’s first fruit blend drink with added kale juice(aojiru). The high-quality kale used in the juice is grown in Japan without
the use of any pesticides or chemical fertilizers. The product, a blend
made with Minute Maid’s high-quality fruit juice, achieves a flavor thatappeals not only to the strongly health-conscious senior segment, butalso to younger consumers in their 20s to 30s who have tended to avoid
kale due to its strong taste.

What are FOSHU and Foods with Function Claims?
FOSHU refers to food and beverage products

helps to slow the increase in triglycerides present

containing ingredients whose health effects have beenin the bloodstream after a meal by suppressing therecognized on the basis of scientific evidence. Useabsorption of fats from food. Aquarius S-Body is theof the label requires the permission of the Japanese

first beverage in the Aquarius brand line-up with theConsumer Affairs Agency. Foods with Function

Food with Function Claims label. It contains tiliroside,

Claims refers to food or beverage products containing

a flavonoid derived from rose hips, which has been

ingredients that the manufacturer states have science-

reported to help decrease body fat.

based health functions. These products require a
Sprite Extra was launched in 2017 as a FOSHU

Please refer to the link below for details on label permissions andnotifications regarding these FOSHU and Foods with Function
Claims beverages (in Japanese only).

carbonated beverage. It includes a compound thathttps://www.cocacola.co.jp/inryoguide/lineup

notification to the Japanese Consumer Affairs Agency.

11

Priority 1

Supporting healthy living

Open communication and correct information
As a beverage products company, we take steps to promote the spread ofgood dietary habits. We work to provide health and nutrition information on
our packaging, our websites and other places, as well as actively running healthprograms aimed at preventing heatstroke and lifestyle diseases. In addition topromoting the spread of correct knowledge, we also advocate active and healthy
lifestyles to the wider public.

Number of
hydration
seminars

Hydration seminars

33

We have held seminars for schools and variousorganizations and companies in each region about thecorrect amount of hydration necessary during daily
life and sports.
Furthermore, we use seminars and panel displays
to clearly communicate the importance of hydration
to participants at various events within our area of
business. In 2017, we held 33 hydration seminars, whichwere attended by around 5,000 people. Participants
gave positive feedback on being reminded of theimportance of a well-regulated lifestyle, learning about
the importance of minerals in hydration, and figuring
out when to effectively hydrate. We will continue tospread correct knowledge about our beverages andinitiate new programs.

Mandarin orange
extract from

Ehime Prefecture
NEWS

The rebirth of Qoo!

Apple and grape
extracts from

Nagano Prefecture

Minute Maid Qoo is a juice drink made from high-quality
fruit juice and water. It is prepared without preservatives orsynthetic coloring agents to create a taste that children enjoy.
In September 2017, a partial revision to food product labelingstandards under the Food Labeling Act made it obligatory todisplay the country of origin for all ingredients in processed
foods. Within the Coca-Cola system, we agree with this revision to
the standard* to provide the fullest country of origin information inorder to help ensure that consumers have the opportunity to makeautonomous and rational selections. Therefore, in September, we
renewed the Minute Maid Qoo brand to make use of domestically
produced extracts. We also changed the packaging to clearly
display the country of origin for the ingredients.
* Consumer Affairs Agency “Food Labeling Standard (March 30, 2015) Consumer Food Labeling No. 139” 10th revision.

12

Priority 1

Supporting healthy living

Striving to alleviate food poverty
We observe international human rights principles such as the Universal Declarationof Human Rights by the United Nations, while also working to resolve humanrights issues in Japan and thoroughly ensure respect for human rights. Recently,
people living in hardship and food poverty among children have become issues inJapanese society. We are cooperating with local stakeholders and implementing a
range of measures to fulfill our responsibilities as a beverage products company.

Amount ofbeverages donatedto food banks

to be thrown away—to people or organizations inApprox.

need of it. CCBJI donates food products throughpartnerships with food banks such as Second Harvest

26,000Japan (2HJ) and the Food Bank All Japan Association.
In 2017, we donated approximately 26,000 cases ofcases

beverages.
The donated products were provided to social
welfare institutions and other organizations throughthe food banks. Donating products also helps toDonating products through food banks

reduce the volume of wasted stock, which contributes
to decreased food disposal losses.

A food bank is an initiative or group that provides
food—still fit for consumption but otherwise destined

Expanding the possibilities of vending machines
What if it were possible to make a donation withevery purchase of a vending machine beverage?
This thought gave rise to the donation-type
beverage vending machines known as Yubi Bokin.
CCBJI has been cooperating with the Approved
Specified NPO Japan Kindness Association since its
foundation, providing support through donationtype beverage vending machines. In 2017, CCBJI
donated around ¥17 million to the organization.
The funds go to public NPO groups tackling social(Left)

Yukiko Aoki
Approved Specified NPO
The Japan Kindness
Association(Right)Naoki Sato
Sales Section 2
Wide Area Dept. 3
Commercial
Coca-Cola Bottlers Japan Inc.

issues related to the environment, welfare, andsocial causes that require ongoing support to the

support for children.

ever-present vending machine business within

For every beverage purchased, the Yubi Bokin

communities. CCBJI will continue to support thesystem makes a donation of a few yen. ThereJapan Kindness Association’s aspiration to firmly

is strong compatibility to be found in matching

establish a giving culture in Japan.

Yubi Bokin system
Vending machine
owner
Beverage
manufacturer¥

Donation13

Priority 1

Supporting healthy living

Providing consumers with safety and peace of mind
We seek to provide all consumers with safe products and high-quality
services. This goal motivates us throughout our operations. During the entire
process from the procurement of materials, through manufacturing, logistics,
transportation, sales and service, we work tirelessly to secure and improvecustomer-centric quality.

Quality policy

KORE covers a range of criteria in the areas of

We will offer safe, trustworthy, fresh and refreshingquality, food safety, the environment, and industrial

products and services to all of our consumers, anytime

safety & health, and it is implemented throughout theand anywhere. To this end, we will work to ensure

entire process beginning from procurement of raw

and improve quality in all operational processes bymaterials to manufacturing, logistics, and sales to theconsidering quality our top priority.

consumer. In addition to meeting the requirements of

Our basic approach to maintaining quality involves
not only complying with domestic standards, butinternational standards such as those from ISO andvarious laws and regulations, KORE imposes even

operating under the same global management

more rigorous standards.*

standards as all Coca-Cola system companies around* Concerning quality, we comply with ISO 9001; concerning foodsafety, we comply with FSSC 22000; concerning the environment,
we comply with ISO 14001; and concerning industrial safety andhealth, we comply with OHSAS 18001.

the world, namely KORE (Coca-Cola Operating
Requirements).

Basic principles for quality( 1 ) Each of our departments is aware of its roles and responsibilities and implements
customer-driven quality control.
(2) We will perform our daily work with the top priority on “quality.”(3) Each one of us keeps in mind and thinks about “quality” at all times and acts to enhance
our brand value.

1 Procurement

Supplier cooperation is an essential part of delivering

Our raw materials are sourced only from supplierssafe, trustworthy and fresh products to our

who have agreed to this Basic Policy and, after

consumers. We ask our suppliers to provide high-procurement, we conduct rigorous checks based on

quality goods and services and require that all of theirdomestic standards and KORE quality standards. The

operational activities be legal and ethical. We havematerials are used only after properly confirming that

formulated the Coca-Cola Bottlers Japan Holdings

they are safe.

Group Basic Policy for Suppliers, as a guideline, withwhich we ask all suppliers to comply.

Number of tests on
procured materials
conducted each
week

14

Over

600

Check!
Basic Policy
for Suppliers

https://en.ccbjholdings.com/
corporate/
governance/2 Production

Thorough daily hygiene controls are observed in our
manufacturing plants, with every care taken to ensure
the safety of our products. In particular, PET bottle
products such as tea and coffee are manufactured in
an aseptic line to eliminate any microbes in the fillingand sealing process.
We maintain quality control by conducting
inspections at every step in the production process.
On the manufacturing line, humans and machines
work together to ensure quality control. An inspection
machine is used to check items such as the fillinglevel, status of seams on caps, label positions andprinting quality of expiry dates, and operators follow
an inspection procedure to perform routine checks ina double-check system.

FSSC 22000*
acquisition rate

In terms of food safety initiatives, all of our100%plants have obtained the FSSC 22000 international
standard for food safety management systems. Key
control points are defined and monitored for eachmanufacturing process.
In addition, through continuous OE (Operational
Excellence) activities, we identify and eliminate flaws,
waste and inefficiencies, while working to realize the* International standard for food safety management systems

most efficient manufacturing processes possible.

3 Storage and Transportation

4 Sales

We ensure careful handling of the products

In cooperation with our business partners, we check

manufactured at our plants so that they are delivered

product storage, sales space, and inventory forin excellent condition. The commercial department

effective product management. For our vending

and supply chain management (SCM) work together

machines, each bottle is handled with care, andto build a supply and distribution system that can

the expiry dates are meticulously monitored. Also,

flexibly accommodate consumer needs. The systembecause our post-mix dispensers and cup vending

tracks when and where a product was produced, as

machines mix syrup and powder to sell beverages

well as where and how much of it was stocked, which

directly to consumers, we hold independent quality

allows us to cut back on excessive production and toassurance and hygiene maintenance training and only

control inventory. As a result, we are able to deliver

those employees certified in-house for quality andfresh products to our customers at all times.

hygiene maintenance are responsible for servicing
those machines.
In terms of traceability, we ensure strict quality
management using a distribution system that allows
us to ascertain history data that includes a record
for tracking
raw materials,
a processmanagement
record and a
distribution
management
record.

15

Priority 1

Supporting healthy living

Listening to customer feedback
An overall customer-centric approach is part of the CCBJH Group’s corporate
identity. We respond sincerely to the many opinions and requests that we receive
daily from customers via telephone, email and other methods, while making sure
to share that feedback with relevant departments. We are strengthening our
initiatives to provide even better products and services in order to always meetcustomer expectations.

Realizing customer satisfaction

Easy-to-reachcustomer service

95.7%

The Customer Contact Center is an important point

Customer inquiry
response rate

converting people into fans of the CCBJI Group, andof direct contact between customers and the CCBJI
Group. Rather than simply providing consultationand guidance, this department is responsible for
operates under the slogan of “Good customer contact
makes everyone happier.” The center receives opinions
and requests from customers, and is structured so thatwhen it is necessary to meet them in person, details
can be quickly relayed to a regional representative
who can then respond swiftly. In 2018, the Voice ofCustomer (VOC) section has been established within
the center to reflect customer feedback even more
effectively in corporate activities.

Customer Contact Center initiatives
The customer
service
representatives

Customer consultation by topic

who answer

Guidance

Inquiries

20%

80%

l Products &containersl Products &containers

11%

VOC

calls strive tocompensate for
not being able toview facial cuesby listening more attentively, and work day by day
to improve the quality of their telephone responses.

51%

l Machinery

In addition to thoroughly knowing the products, thel Machinery

7%

representatives also need to have the ability to grasp

16%

l Otherl Advertising& services

2%

13%

how the customers feel. At the Customer Contact
Center, there is a schedule of annual training forrepresentatives to improve their response quality.

Customer response process
Coca-Cola Japan
Inquiry/Guidance

Customers

Customer Contact Center
VOC section
Cooperation

RespondRegional sales representative
Improve/remedy products and services

16

Relevant departments
Customerfeedback

Analysis
Investigation
Countermeasures/discussion
Development/
improvement/remedy

2017
Progress
ReportPriority2

Becoming
an environmental
leaderAreas of focus:
Replenishing 100%of our water sources

What we are doing:

Reducing
greenhouse gas emissions

l We use water, one of our most precious resources,
in a responsible manner throughout our businessactivities, and work to conserve our sustainable
water resources.

Realizinga recycling-oriented societyl As part of our efforts to help mitigate climate change,
we monitor the environmental impact of our corporate
resources in order to help realize a sustainable society.
l We plan to reduce product packaging, as well as
continue recycling efforts for items such as empty
containers and vending machines.

17

Priority 2

Becoming an environmental leader

Feature Story

Water resource conservation initiatives
Since our business relies on the use of water, an indispensable natural resource,
we are engaged in initiatives that allow us to return to nature the same volume
of water as we use in our products. Through reducing the amount of water usedin the manufacturing process, recycling what water is used in manufacturing,and replenishing regional water resources, we have achieved essentially zero net
water use since 2016.

The Coca-Cola system’s approachto sustainable water use

treatment. Meanwhile, the water used in products is

The water we use is divided into two main categories:

activities, which involve planting trees and thinningwater used for manufacturing and water used inforest undergrowth with the cooperation of local

products. The water used in the manufacturingcommunities. These activities enhance the ability ofprocess is specifically used for rinsing and cooling,

forests to help recharge groundwater and cultivate

after which it is collected and processed so it can berich reservoirs underground.

returned to nature through our forest preservation

reused. Eventually, it is returned to nature after proper

Water used for
manufacturing

Reduce & Recycle
Plant
Reducewater used

Recyclewater

Water used in products

Return water to rivers after
proper treatment

ReplenishTreeplanting

NatureForestthinning
Groundwater
recharge/
cultivation ofreservoirs

Check!
2017 WUR: Water Use Ratio (amount of water used per 1L of product):3.64 L/L2017 EUR: Energy Use Ratio (amount of energy used per 1L of product): 0.97 MJ/L
18

Environmental program initiatives and achievement of
100% replenishment—Now what’s next?
Under agreements with local governments and forestry cooperatives, and together with local
communities, we engage in water resource conservation activities around each of our plants.
We focus on forest preservation activities, as well as protecting and regenerating grasslands,
and flooding rice fields, which are highly effective for groundwater recharge. In addition, we
regularly hold environmental program events for children in order to help the next generation
deepen their understanding of the importance of water resource conservation.
Our original goal for 2017 was an overall replenishment rate* of more than 100%, meaning
we would return to nature more than 100% of the water used in our products. We achievedthat goal with a final replenishment rate of 275%. For our next goal, we will aim for eachindividual plant to attain a replenishment rate of 100%.
* Replenishment rate = Amount replenished (KL) ÷ production output (KL) x 100

Replenishment
area

Approx.

17 ha

Replenishment
rate

Approx.

6,583 ha275%

(2017)(2017)Overall replenishment
rate of more than 100%!

(2006)

Production plants

Replenishment area1

Zao PlantA

2 35 ha2

Saitama Plant

B

1,545 ha3

Iwatsuki Plant

4

Ibaraki Plant

C

1,000 ha5

Ebina Plant

D

1,476 ha6

Tama Plant

E

7

Hakushu Plant

F

Water resource area
(Goal achieved)

1

B
C

11

J

G

I
9

K

12
M
14

15

13

10

H

7

2
E
F 6
D

3 4
5

8

L

N

16
O
17

A

Water resource area
(Pursuing goal)

12 Hongo Plant

K

7 13 ha

13 Komatsu Plant

L

148 haM

17 ha

16 Kumamoto Plant

N

328 ha17 Ebino Plant

O

245 ha8

Tokai Plant

G

142 ha14 Tosu Plant

9

Kyoto Plant

H

307 ha15 Kiyama Plant

10 Akashi Plant

I

11

J

Daisen Plant

427 ha19

Our local water source activities!
Action! 01 Zao Plant
Proactive collaboration
for water resource conservation
In March 2017, the Zao Plant concluded acomprehensive agreement regarding cooperationand collaboration on water source conservation with
Zao, Miyagi Prefecture; the Shiroishi Zao Forestry(Top) Mr. Hideto Murakami, themayor of Zao, planting trees together
with children on the “Learn from theForest” project held in June 2017.

Cooperative; and the Enda Forestry Cooperative. The
purpose of the agreement is to protect and revitalize
the forests and farmland that nurture Zao’s abundant(Bottom) Mr. Masato Takahashi of the
Shiroishi Zao Forestry Cooperative

water resources and to create an area rich with water.
We will also continue tree planting through the
Coca-Cola “Learn from the Forest” project, which has

cooperation with CCBJI. We plan to continue theseprovided a venue for forest resource protection andactivities regularly with the goal of passing on thislearning about nature since 2006. At present we havebeautiful nature to the next generation.”

helped to plant 10,200 broad-leaf tree seedlings.
Masato Takahashi of the Shiroishi Zao Forestry

CCBJI’s engagement in water resource andforest preservation activities in the Zao Plant area,

Cooperative commented, “We are proud to bealong with the conclusion of this agreement, willable to contribute to the local community byenable the forging of deeper ties with the local

nurturing the vibrant forests and abundant watercommunity and enhance activities to protect Zao’sof Zao through forestry preservation activities inwater and pass it on to those to come.

Action! 02 Kumamoto Plant
Supporting a controlled burn project in
the Aso Grassland water resource area
The Aso Grassland, which functions as the
Kumamoto Plant’s water area, is one of Japan’slargest grasslands, with an area of 22,000 ha, andis a significant natural resource. To protect this vital
resource, a controlled burn is held every year in early
spring. Burning off the withered grass makes the soil
conducive to new growth and assists in maintaining
and regenerating the grassland, while helping toincrease its groundwater cultivation capacity. The
project is also very significant for biodiversity.
Recently, an aging and declining population(Bottom) The controlled burn conducted in March 2018.

our activities. We hope to continue this project,along with activities like raising public awareness,has led to a volunteer shortage, and the controlled

to prevent the grasslands from shrinking any

burn area has shrunk year by year. The grassland isfurther,” comments Aso Green Stock managing

also decreasing as a result. Because of this, CCBJI

director, Akira Kirihara. “Together, we will protect

is supporting the NPO Aso Green Stock, which

the natural environment of Aso and ensure its

gathers volunteers to conduct controlled burns andfuture.” Sharing that aspiration, and planning ahead

provides training for beginners.

for the next hundred years, CCBJI will continue to“We are extremely grateful for the support of20(Top) Mr. Akira Kirihara of the NPO Aso Green Stocksupport these efforts.

Priority 2

Becoming an environmental leader

Environmental management initiatives
The CCBJH Group has established the following Basic Principle on the Environment andPolicy on the Environment, and pursues environmental management under them as a group.

Basic Principle on the Environment
Because we consider it our vital mission to handinnovations that achieve both mitigation of ourover the global environment in a sustainable form

environmental burden and growth of business.

to the next generations, we effectively leverage

We also realize CSV (Creating Shared Value)

our natural resources, including water, which arewith local communities through preserving theindispensable for our businesses. To this end, we

natural environment and raising environmental

drive global environmental stewardship throughawareness.

Policy on the Environment
We operate our business along with the following environmental policy.

1. Mitigation of environmental burden
We seek to mitigate the environmental burden

company exceeding their expectations, aiming
for meeting each of their needs.

of our product life cycle, namely throughout
the processes of procurement of materials,

6. Environmental awareness-raisingproduction, logistics, storage, sales, recovery and

We offer various opportunities and activities

recycling. We also consider the environmentalof enlightenment to raise awareness on theburden in developing new products, implementing

environment for those in local communities andservices, selecting suppliers and so on.

all who are involved in our business. We also
play an active role in community activities on the

2. Water resource conservation

environment.

We strive to reduce water to be used for
manufacturing and treat it properly. Moreover,

7. Improvement of environmental performance

we work on conserving water resources throughWe work on continuous improvement ofcollaborations with local communities in orderenvironmental performance by regularly

to hand over rich water resources to the next

reviewing our environmental targets proactively

generations.

and as needed.

3. Mitigation of climate change

8. Compliance with laws and regulations

In addition to making contributions to mitigate

We set up and adhere to more stringent voluntary

climate change, we engage in initiatives to reduce

standards according to KORE* as requirements

greenhouse gas emissions at all business areasof The Coca-Cola Company, not to mention ourfor sustainable growth of our businesses.

compliance to laws and regulations, ordinancesand various agreements.

4. Efficient use of resources
We invest appropriate corporate resources toestablish a sustainable society with a circular* KORE is a unique management system on the four aspects of“quality,” “food safety,” “environment” and “occupational healthand safety” over the entire life cycle of Coca-Cola products.

economy and to efficiently use resources such as
water and energy.

9. Supplementary provision
The policy is enacted and enforced effective

5. Communications

January 1, 2018.

We focus on communications with stakeholders,
including local communities, and act as a trusted

21

Priority 2

Becoming an environmental leader

Working to mitigate climate change
We believe that sustainable growth requires balancing the reduction ofenvironmental impact with business growth. We aim to contribute to themitigation of climate change by reducing greenhouse gas emissions across ourentire business, including in the procurement of materials, production, logistics/
transportation, and sales.

CFC-free vending
machine ratio

68%

Developing environment-friendly
vending machines
To reduce the energy consumption and CO2 emissionsof our vending machines (including coolers anddrink dispensers), we are moving forward on thedevelopment and introduction of equipment andmaterials to decrease their environmental impact.
Our “peak shift” vending machines, which we“Peak shift” vending machine

have been deploying since 2013, shift electricity
consumption used for cooling to nighttime to reduce
power consumption during peak daytime hours by amaximum of 95%. The energy-saving specifications of

Logistics initiatives

these machines allow them to provide cold products

In transportation involving our plants and warehouses,

24 hours a day, even if the power for cooling is

we are making our operations more efficient bycompletely stopped for as long as 16 hours.

accelerating the use of larger vehicles with improved

Moreover, eliminating chlorofluorocarbon

loading ratios and making use of modal shift.

refrigerants from the machines deployed by the CCBJI

In addition, at field sales offices, we areGroup is an important element of mitigating climate

implementing eco-driving and, when replacingchange. The CCBJI Group is progressing with its planvehicles, switching to smaller models or fuel-efficient

to eliminate the use of chlorofluorocarbons in all of its

cars, such as hybrids. Through actions such as these,

vending machines by 2020.

we will reduce fuel use and the related CO2 emissions
across the CCBJI Group.

Production initiatives
At our plants, we are actively adopting new processes
and the latest technology for improving energy
efficiency. We are striving to reduce the greenhousegases produced in our manufacturing processes
through measures such as introducing cogeneration
systems that can create both electric power and heatfrom a single energy source, installing insulation andheat exchange systems that can effectively keepenergy losses to a minimum, and converting from theuse of fuel oil to natural gas.
22

Priority 2

Becoming an environmental leader

Building a recycling-oriented society
We strive to reduce environmental impact throughout the product life cycle,
including in the procurement of materials, production, logistics, storage, sales,
recovery and recycling. Through various initiatives such as reducing waste
generated by production, using strict inventory controls to reduce productdisposal, making containers easier to recycle, and using environment-friendly
containers, we are contributing to the development of a sustainable society.

Recycling rate ofwaste from plants

the manufacturing of cheese at the Zao Dairy Centerand used as “eco-feed”* for Zao Sosei beef cattle.

99.94%* Food scraps that become feedstuff for animals. The Japanese
Ministry of Agriculture, Forestry and Fisheries is actively promoting
eco-feed to increase the self-sufficiency rate for feedstuff.

Recycling empty containers andvending machines
Steel cans, aluminum cans, glass bottles, PET bottles,

Recycling waste material

and other containers collected from recycle bins
are sorted and recycled according to package type.

At all of our plants, we sort and recycle waste materials

Vending machines that must be taken out of service

generated by production to continuously achieve zeroare dismantled, pieces are sorted according to waste

waste emissions (waste material recycling rate of overmaterial type, and the chlorofluorocarbon compounds99%). Coffee grounds and tea leaves constitute theare appropriately disposed.

bulk of our generated waste materials, and we have

In January 2018, Coca-Cola (Japan) Co., Ltd.

achieved a 100% recycle rate for them as fertilizer orannounced the 2030 Vision for Packaging. As aanimal feed. For example, used tea leaves from themember of the Coca-Cola system, we will adhere to

production of Sokenbicha at our Zao Plant can be

this vision and bolster initiatives aimed at a “World

combined with byproducts such as leftover whey from

Without Waste.”2030 vision for packaging
A new vision for packaging, targeting the year 2030, was announced in the U.S. by
The Coca-Cola Company in January 2018. As part of a global plan to realize a "World
Without Waste," it relies on three main initiatives consisting of more recycled PETplastics and plant-based PET in packaging, the promotion of reusing and recycling,
and the cleanup of local communities.

Increasing sustainable packaging
Under the shared global concept of sustainable
packaging, we develop and use packaging within the

Twist andrecycle!

Easy to crush!
Easy to pour!

Ecoru shiboru
bottlePeko Raku bottle

Coca-Cola system that is specifically designed to beenvironment-friendly and also easy to use.
The ecoru shiboru bottle, which is easy to twist andflatten after drinking, and the Peko Raku bottle, which
is a large, easy-to-pour PET bottle that is also easy tocrush, were introduced to reduce both environmental
impact and energy use. By the year 2020, we aim
to use PET bottles containing plant-based materials
or recycled PET resins for all Coca-Cola Company
products.

23

Priority 2

Becoming an environmental leader

CCBJI Group’s CO2 emissions results
We consider the mitigation of climate change a crucial issue to address
throughout the course of our business activities. As such, we transparently
disclose corporate greenhouse gas emissions, of which CO2 is a primary example,
and share information with our many stakeholders about the overall state ofgreenhouse gas emissions, potential countermeasures, and other topics in thehope that this will lead to further emissions reduction.

CCBJI Group’s scope 1, 2, 3 emissions by source
Fuel- andenergy-related
activities notincluded in
Scope 1 or
Scope 2Business travel

EmployeecommutingIndirect emissions from theuse of electricity, heat, or
steam supplied by others

Transport
and delivery(upstream)

Category

7

Scope 2Category

Franchises

Category

3

14

Category

Category

6

4

Direct greenhousegas emissions by
the reporting company
Category

Category

Purchased
goods andservices

Transport
and delivery(upstream)

1

4Category

Category

Category

Category

Transportationand delivery(downstream)

Processing ofsold products

Use of soldproducts

End-of-life
treatment ofsold products

9

Scope 1

10

11

12

Category

2

Fixed assets

Category

Category

8

Leased assets(upstream)

15

Category

CategoryWastegenerated inoperations

Leased assets(downstream)

5

13

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

24

Investments

Scope 3

2017 CO2 emissions and accounting methods
Scope

Scope 1

Direct greenhousegas emissions by thereporting company

Scope 2

Indirect emissions
from the use ofelectricity, heat,or steam suppliedby others

Scope

1

Purchased goods
and services

2 Fixed assets

3

Fuel- and energyrelated activities notincluded in Scope 1
or Scope 2

4

Transport anddelivery (upstream)

5

Waste generated inoperations

6 Business travel

Scope 3

7

Employeecommuting

Leased assets

8 (upstream)

Accounting method

Emissions(t-CO2)

Activity data

Emission factor

378,273

Amount of fuel used in
offices, sales locations,plants, and deliveries, etc.

Accounting method and emissions factors from the Ministryof the Environment’s Accounting and Reporting System
based on the Global Warming Countermeasures Act

1 88,746

Amount of electricity orheat used in offices, sales
locations and plants, etc.

Accounting method and emissions factors from the
Ministry of the Environment’s Accounting and Reporting
System based on the Global Warming Countermeasures
Act, except for electricity, with a uniform emission factorof 0.491 kg-CO2/kWh
Accounting method

Emissions(t-CO2)

Activity data

Emission factor

1,1 38,62 1

Procured raw materials(based on weight)

The Coca-Cola Company’s emissions factors

78,742

Fiscal year increase inamount of fixed assets(net price)

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

168,65 1

Emission factor for fuel procurement from the Ministry
Amount of fuel, electricity, of the Environment’s emission factor database (Ver.
heat used2.4) for use with the Basic Guidelines on Accounting forGreenhouse Gas Emissions throughout the Supply Chain

28,8 1 0

Accounting method and emissions factors from theAmount of fuel used for
Ministry of the Environment’s Accounting and Reporting
outsourced transportation System based on the Global Warming Countermeasures
Act

18,06 1

Waste by weight or
disposal fee

Emission factors for waste by type and treatment
method from the Ministry of the Environment’s emission
factor database (Ver. 2.4) for use with the Basic
Guidelines on Accounting for Greenhouse Gas Emissions
throughout the Supply Chain

4,601

Employee transportation
expenses paid

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

6,075

Employee commuter
expenses paid

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

N/A

—

—

N/A

—

—

10 sold products

N/A

—

—

11 Use of sold products

N/A

—

—

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

Emission factors for waste by type and treatment
method from the Ministry of the Environment’s emission
factor database (Ver. 2.4) for use with the Basic
Guidelines on Accounting for Greenhouse Gas Emissions
throughout the Supply Chain

Amount of electricity
consumed by thecompany’s sales
equipment (such as
vending machines)

Accounting method and emissions factors from the
Ministry of the Environment’s Accounting and Reporting
System based on the Global Warming Countermeasures
Act, except for electricity, with a uniform emission factorof 0.491 kg-CO2/kWh

Transportation

9 and delivery(downstream)
Processing of

12End-of-life treatmentof sold products

13

Leased assets(downstream)

6,661

294, 1 84

14 Franchises

N/A

—

—

15 Investments

N/A

—

—

Scope 3 total amount

1,744,405

25

2017
Progress
ReportPriority3

Strengthening
our relationships
Enlivening local communities
with the power of sports
As a company that grows alongside its local

both teams deliver thrills to a large number of fans.

communities, we aim to create shared value

In addition, through holding sports clinics and active

by contributing to the revitalization of regional

participation in events at a variety of locations, theeconomies through business, while also staying

teams play roles in building vibrant communities

mindful of community issues and undertaking a wide

and a society in which everyone can live healthy andvariety of specific support activities.

active lives.

One type of community support is through sports

Sports foster not only a sound mind and body,

activities. In particular, we are encouraging interest in

but also generate excitement, boldness, an energetic

rugby and field hockey through the Coca-Cola Red

spirit, and ambition. Another one of the countless

Sparks men’s rugby team in the Japan Rugby Top

benefits of sports is the connections people can makeLeague, and the Coca-Cola Red Sparks women’s field

through them. Building upon the power of sports,

hockey team in the Hockey Japan League.

we will expand opportunities and places for social

Participating actively in Japan’s top-level leagues,
26

interaction and bring happiness to local communities.

Areas of focus:
Energizing local communities
through various activities
Maintaining directcommunication
through plant tours

What we are doing:l We help address local community issues throughencouraging interest in sports and the arts and throughsupporting the healthy development of young people.

Contributing to local
communities via
company sports

l We strive to be a trustworthy partner to stakeholders of
all generations by conveying information about our production
processes and food safety initiatives in an easy-to-understandmanner through our plant tour programs.
l Along with creating emotional connections through our company sports teams,
we develop activities specific to local regions, and contribute to the healthy
development of children and vibrant local communities.

27

Priority 3

Strengthening our relationships

Embracing communication with stakeholders
CCBJI considers plant tours a method of direct communication with all types of
stakeholders, especially our consumers and business partners, so we continue
to strengthen how we communicate information on our tours. We want to beconsidered a trustworthy partner to all our stakeholders, and through plant tours
we aim to publicize the initiatives of Coca-Cola Bottlers Japan Inc.

Number of plant
tour participants

While viewing the actual production line, guides

Around170,000
peopleprovide easy-to-understand explanations to visitors
about the production process up to the final product.
Through the tour, they convey the rigorous standards
in place for preserving the high quality of The CocaCola Company’s products, and explain initiatives for
reducing environmental impact, and those relating
to the local community. In order to help even moreconsumers become familiar with The Coca-Cola

Plant tours

to the history of Coca-Cola and the main product line-

Embracing opportunities for valuable communication

up, including new offerings. In 2017, around 170,000

with all stakeholders, CCBJI offers plant tours at six

people visited CCBJI’s plants. (For information on

locations: Zao (Miyagi Prefecture), Tama (Tokyo), Tokai

individual plant tours, please see page 45.)

(Aichi Prefecture), Kyoto (Kyoto Prefecture), Komatsu* The tours at the Ebino Plant are self-guided.

(Ehime Prefecture), and Ebino* (Miyazaki Prefecture).

Action! 01

A Tour of Charming
Higashi-Kurume!
On July 9, 2017, we collaborated with thecity of Higashi-Kurume, within the larger
Tokyo metropolitan area, on the "Second
Tour of Charming Higashi-Kurume," which
focused on a tour of the Tama Plant and achance to experience harvesting produce
at a farm. The tour started with welcoming
remarks by Katsumi Namiki, the mayor ofHigashi-Kurume. After the Coca-Cola planttour, participants followed the guidanceof Higashi-Kurume farmers to help harvest
local specialty produce (tomatoes and corn)from farm fields. Blessed with good weather
that day, the 70 participants enjoyed thevarious attractions of Higashi-Kurume.

28

Company’s products, the guides also introduce visitors

Increasing opportunities for dialogue through plant tours
So that members of all generations can enjoy learning about The CocaCola Company’s products and CCBJI’s initiatives, we have started
incorporating hands-on content via electronic tablets and other devices
into plant tours. We will continue to communicate information about
The Coca-Cola Company’s production processes and food safety
initiatives in an easy-to-understand manner, so that consumers can feel
confident in choosing these products.

Kyoko Muramatsu
Community Relations Section
CSV Promotion Department
Corporate Communications, Administration
Coca-Cola Bottlers Japan Inc.

Action! 02

Let’s Enjoy the Environment
in English 2017
On March 25, 2017, with the help of students
from the Kyoto University of Foreign Studies,
we held the “Let’s Enjoy the Environment inEnglish 2017” event at the Kyoto Plant (Kuse
District, Kyoto Prefecture). The students
themselves decided on the activities andcreated a program in which participants
could become more familiar with using
English while learning about environmental
problems in various countries. In a morningand an afternoon session—each with 50
participants—children and their parents
enjoyed learning about the environment
through activities including quizzes,
crossword puzzles, and card games.

29

Priority 3

Strengthening our relationships

Community activities in 2017
We are engaged in a wide range of activities for the promotion of sports, therevitalization of local communities, the healthy development of young people,
and education on the environment. In addressing the social issues facing local
communities, we are working with society to create shared value.

Coca-Cola Red Sparks Sports Clinic
In order to create opportunities for children to get
outside and play, while also helping them improvetheir sports skills and safety, the Red Sparks teams
hold rugby and field hockey clinics. In 2017, theteams brought the enjoyment of sports to children inlocal communities through 8 events.

957

participants

Classical Concerts
To contribute to the creation of a vibrant society
through music, CCBJI has been sponsoring classicalmusic concerts. In 2017, CCBJI held a concert inFukuoka, which was attended by an audience
spanning a wide range of ages who came to listen to
the masterful classical performances.

1,743
attendees

4,763
attendees

Family Musicals
To foster the healthy development of those whowill lead the next generations, CCBJI has beensponsoring Family Musicals for parents and children
to enjoy together during summer vacation. In 2017,
focusing on the current issues of food hardshipand the decline in families eating together, CCBJI
sponsored performances of “Jiji no Fushigina
Resutoran” (Grandpa’s fantastical restaurant) inthree locations in Osaka, Hiroshima, and Fukuoka
Prefectures. Attendees from the local communities
enjoyed the event.

30

©Hito
shi HidakaBaseball Classrooms
CCBJI works with athletes and coaches from the
Shikoku Island League Plus to conduct Coca-Cola
Baseball Classrooms for little league baseball teams
in various areas of Shikoku. The classes not only
teach the basic skills and techniques of baseball(such as how to hold the ball, pitching form and how
to hold the bat), but also emphasize the importanceof teamwork and sportsmanship in a manner that iseasy for young children to understand.

610

participants

17

Local community cleanup activities

locations

Since preserving the global environment is an
important issue, CCBJI’s offices hold cleanup
campaigns on a regular basis for roads and public
places. In 2017, office employees were involved incleanup activities in 17 locations, including someevents organized by local municipalities. During
the cleanups, employees beautified the towns inwhich they worked, while keeping in touch with local
residents and nearby businesses.

Summer School
During summer vacation, CCBJI holds a summer
school program for local children and their parents.
In 2017, these programs were held at four plants at
Zao, Tama, Tokai, and Ebino. Attendees were able totour the plants’ production lines and learn about theforests that help replenish water, an indispensable
natural resource. At the Ebino Plant, surrounded byabundant nature, students participated in hands-on
learning through a variety of activities.

863

graduates

1,786
participants

Ichimura Nature School in Kyushu
CCBJI supports the healthy development of today's
youth under the basic philosophy of “Learning about
the power to live from Mother Nature.” Throughoffering a chance to experience farming, harvestingproduce and communal living, the program provides
a place for children to learn independence and social
skills. During an eight-month period, elementary
students (from 4th grade) and middle school
students (up to 2nd grade) spend weekends with
their peers and guardians participating in a widearray of activities in a nature-abundant location in
Tosu, Saga Prefecture.

31

Information

Employee management systems / Stakeholder opinions

Employee management systems /Stakeholder opinions
Contributing to our employees’ health and job satisfaction
We aim for employees to be able to enjoy sustainable growth alongside thecompany. Since we consider people the company's most important asset, we areadvancing various human resource initiatives. Specifically, we strive to foster thetype of environment in which employees find work to be fulfilling. To achieve this,
we must have a fair and equitable human resource management system that
nurtures individual development and an environment in which a diverse and multifaceted group of people can play active roles.

Our HR system

HR system

To foster a consistently fair and equitable system that

THE ROUTE

builds a sense of unity, and to maintain and securepeople who can promote overall sustainable growth,in April 2018, the CCBJI Group introduced an HR

Basic policy

system that is integrated across the Group in terms ofjob grades, performance evaluations, compensation,and benefits.
Based on the corporate philosophy of THE
ROUTE and the elements that comprise the Group’s
direction—Growth-oriented; One Company under One
Management; and Overall Optimization—the Groupset forth a basic policy pertaining to the HR system(image on the right).
In accordance with role-based and results-orientedl We shall set up a remuneration system
according to roles and results and treat
employees fairly and justly.
l We shall set up a remuneration system thatwill lead to the enhancement of motivation
for frontline employees who offer value andservices to customers.
l We shall establish an attractive, career-oriented
employee benefit system, that promotes highjob satisfaction, free of worry or anxiety, formembers of the CCBJI Group.

thinking, we increase the motivation of employees
along with promoting the growth of the organizationand individuals. Also, we offer employee benefit
programs aimed at enabling employees to work

CCBJI corporate direction

continuously throughout their careers without worry
or anxiety.

Human resources development—career advancement
Largely dividing the nurturing of employees into1
Group training

cross-organizational training (obtaining skills andknowledge that fits the employee's growth and career
steps) and specialized training (obtaining skills andknowledge for executing the respective department'swork), each department plans and executes training
programs aligned with the department's theme. In
terms of educational methods, CCBJI Group provides
1) group training directed at improving the skills andknowledge of attendees; 2) on-the-job training (OJT)
support for immediate supervisors who play a key
part in nurturing employees; and 3) an environment
for self-study (self-enlightenment) where individuals
can study under their own conditions.

32

3
Self-study

2
OJT supportHuman resources development—performance evaluation systemdifferent kinds of values and ideas through aggressive
initiatives that promote diversity.

The CCBJI Group performance evaluation system
has the twin purposes of improving business results

Basic philosophy

and developing employees. The system is built

Through promoting diversity, while encouraging a

upon evaluating work-related results and assessing

variety of viewpoints and the constructive exchange

whether daily conduct matches what is expected ofof ideas, the CCBJH Group aims to become aa CCBJI Group employee. In order to evaluate eachcompany that functions with excellence and dignity.

employee's performance properly and to ensurethat he or she understands that evaluation, each

Medium- to long-term visionemployee has discussions regularly with a supervisor

The CCBJH Group respects the individuality of eachthroughout the year.

and every employee. We offer opportunities for all

As employees consistently demonstrate skilledemployees to realize their full potential regardlessperformance, the company will reward themof sex, age, the presence of disabilities, nationality

appropriately.

or other attributes. This engenders innovation andreform, leads to the creation of value, and contributes

System objectives
Business results
improvement
The completion of various
goals set by supervisors,which when linked together,
contributes to improved
business results.

HR development
Feedback from superiors,
encouragement totake action, and thedevelopment of skills
in response to work
performance all further
human resource
development.

to becoming a strongly competitive company thatfunctions with excellence and dignity.

Our policy for initiatives through 2020
Based on the respect for human rights, our activities
will focus on expanding opportunities for women andpeople with disabilities.
Women in active roles
One characteristic of our diversity initiatives is toencourage women to play active roles. Our aim
is for women employees to be active in all areas

Through discussions, employees’ performanceis properly assessed and their understandingof those assessments is increased.

Evaluation ofbusiness results

Evaluation of
conductin the company and that a diversity of values andperspectives be reflected in all of our business activity.
People with disabilities in active roles
We encourage the employment of people withdisabilities throughout the entire Group andHuman rights initiatives
Respect for human rights is a foundation of ouraccordingly have established an employment officefor people with disabilities. We are proactively
expanding activities in this area.

business activities. Accordingly, we have establisheda human rights policy for realizing the sustainabilityof local communities where we conduct business.
In order that respect for human rights is thoroughly

CCBJH Group diversity initiatives

and consistently put into practice, we are carryingout an aggressive awareness campaign on the variety

Women inactive rolesof issues. This campaign consists of training at theindividual level, e-learning, and information-sharing
through the company's internal network, in order

Short- and mediumterm initiatives

to deepen understanding toward respecting humanrights. We aim to build a sound and dynamic work
environment where employees are trained to thinkof human rights issues on a personal level, to be

Acceptanceof foreign
workers

considerate of others, and to always think about otherperspectives before taking any actions.

Diversity (& inclusion) initiatives
The CCBJH Group respects every employee's humanrights and individuality and places high importance onLong-term
initiatives

Acceptanceof sexual
minorities

Respect
for humanrightsPeople withdisabilities in
active roles

Seniors inactive roles

continuing to innovate by proactively including many
33

Information

Employee management systems / Stakeholder opinions

Roundtable Discussion—

Considering the life and career of every individual
CCBJH Group promotes diversity and inclusion, and is cultivating a sharedcorporate culture in which the human rights and individuality of all employees
are mutually respected. Our greatest strength lies in the multifaceted anddiverse group of employees we have nurtured in an environment where everyone
can realize their full potential, regardless of gender, nationality, or any other
difference. For this section, we asked employees from a variety of backgrounds totalk about their lives and careers.

Coca-Cola Bottlers Japan Inc. (from left)

Thomas Molrot

Kunie Kataoka

Katsuji Takashima

Azusa Iribe

Application Management
Support Manager
Application Management Support
Department, Business Systems

Manufacturing Section
Akashi Plant
SCM

Disability Employment Section
HR, Administration

Sales Section 1
Wide Area Dept. 1
Commercial

Building a strong career
for a fulfilling life

work and training, but I like to recharge by spending
my free time playing with my daughter. On days off, I
love to go out to various places with my family.

Takashima I am an athlete-employee aiming tocompete in the Tokyo 2020 equestrian events. My
primary responsibility is the management of employee
data. I only spend a few days a week at the officesince my work format takes my training time into
account. Because of this, I make sure to proactively
communicate with others and always confirm
everything with other offices. I am busy every day with34

I maintain close
communication andconfirm everything withother offices, whileaiming to achieve a highstandard of work.

Iribe I am responsible for developing new deals with

Further efforts and new goals

major railroad groups. My children are still young, so
I have currently opted for shorter working hours. I

Takashima My goal now is to participate in the World

make a conscious effort to create time and use it well.

Equestrian Games in 2018. Then comes Tokyo 2020. I

I adjust my routine to avoid lost time, make sure towill be entering a lot of competitions going forward,

finish my work ahead of schedule, and strive to ask

including overseas games, and I want to do my best

specific, efficient questions. In these ways, I work to

to earn high scores. At the same time, naturally, I willproduce results within my limited amount of time

still be doing my job well.

with the cooperation of my team members. Like Mr.
Takashima, I focus on my children in my private time. I

Iribe Since joining the company I have been building

want to be there to see even their little achievements

up experience in sales, but I still feel that my practicalwhen I can, to make up for the time when I am at work

knowledge is insufficient. I want to become moreand cannot be with them.

skilled at conversing with all kinds of customers. As
for my private life, when my children are a bit older

The key to producing
results under time
restrictions is toconsciously make timeand use it effectively.
I use even small
amounts of time to getwork done.

Kataoka I am responsible for operating a blower
machine that forms PET bottles at the Akashi Plant.
My top priority is quality. We work under a rigorous
quality management system, and with the motto “Do
what is supposed to be done as a matter of course,”and I have more time to myself, I would like to try
running a marathon.
Kataoka The machine I am currently in charge ofhas always been operated by a man until now, so thatmakes me its first woman operator ever. In a way, I
am a test case to see if my work can be assigned to
women in the future – so it feels very worthwhile tome. I want to keep taking on challenges so my work
can open up new paths for junior female employees.

I will continue taking
on new challenges tobecome a role model
for future generations offemale employees.

I always work to ensure none of what I produce is
defective. Also, I have to take extra care of my healthbecause I have irregular shifts. I always make sure
to take in some sunlight in the mornings, and I am

Molrot “The first woman operator” has a good ring

careful to get enough sleep after a night shift in an

to it, doesn’t it? The CCBJH Group is encouraging

effort to establish a rhythm for my body. On my days

women to be more active in the workplace, but I think

off, I usually relax at home, but I started going to thethe scope of these efforts must be widened evengym a few months ago and would like to keep it up. It

further going forward. For example, there are still only

would also be nice to have a pet.

a few women working in management positions. I
would like to help create systems that enable talented

Molrot I manage in-house IT applications and overall

female employees to step up into management.

IT system maintenance. I believe that a healthy mind
and body are essential to doing a good job, so I
make an effort to eat well every day and get up andmove around regularly. Moreover, as a manager, I
want to make sure my team is in good condition as
well, so I respect their various work styles, abilities,
and personalities when allocating responsibilities.
My job is demanding, so I don’t have a lot of private
time on weekdays, but on my days off I try to refocus
and completely throw myself into what I like. I

I would like towiden our efforts toencourage women’s
full participation. I
will support thesekinds of initiatives invarious ways.

revitalize with activities that let me enjoy nature, likemotorcycling, scuba diving, and hiking, as well as
visiting art museums and galleries.

35

Information

Employee management systems / Stakeholder opinions

Occupational safety andhealth initiatives

Work style reform

Based on the philosophy that “health and safety come

The CCBJI Group seeks to increase the skills of its

first,” the CCBJI Group believes that the backbone

employees and, by raising productivity and the qualityof its business continuity is to protect the safety andof work, help its employees realize work-life balance.

health of all employees and fulfill its corporate social

In order to achieve a workplace where employees

responsibility. The Group will create and cultivate acan thrive and stay healthy, we actively engage incorporate culture of safety based upon mutual trust

work style reform. Specifically, we have put in place a

and always putting principles into practice.

flextime system for working hours and are introducing
a variety of work styles that are not restricted by

Prevention of occupational injuries and vehicle

location, allowing employees to work at home or in

accidentsa satellite office. This is combined with a work/break

In order to prevent emergencies and accidents,

interval structure that ensures a certain amount of

we will take actions based on the key phrases

break time after a set amount of work is finished, as“eliminating unsafe behavior” and “eradicating unsafe

well as efforts to reform corporate culture across thesituations.” We will improve overall safety awarenessGroup to encourage employees to leave the office onat the workplace and inform every employee oftime or to take annual leave.

safe behaviors and safe driving practices, and work
toward zero emergencies and zero accidents at each

Various systems or policies put in place (or planned)

workplace.

by the CCBJI Groupl Flextime system

Health managementl Coming straight to or returning home froma third-party location

We put great effort into maintaining and advancing
the health of our employees from both a physical andl Working at home or a satellite officemental standpoint. Working with health insurancel No-overtime day

associations, we aim for the prevention of illness, thel Work/break interval structure

prevention of lasting complications from illness andl Paid childcare leave/family care leave

the building of a sound mind and body.

Employee data (as of December 31, 2017)
Number of employees*1
Average age

Male

17,021CCW

2.1 3%

Female3,6 1 3

CCEJ

1.83%

Shikoku CCBC

2.56%

CCWV

2.09%

CCWSS

2.41%

FVEJ

2.32%

WEX

1.1 8%

NNB

1.80%

FVC

0.00%

42.4 years old
17.7 years

Average length of service
Number of employees
in managerial positions
Number of female employees
in managerial positions
Number of female employees
in general office positions
Number of employees making
use of childcare leave system

2,052
79
1 ,627
Male

2

Female

1 32

Employment ratios
for people with disabilities*3

Number of employees promoted from
non-permanent employment (throughout 2017)

327

CCWES

2.97%

Number of retirees rehired

38

CCWP

2.1 8%

89.8%

CCBSC

1.48%

5

CCCMC

1.60%

Retention rate of entry levelhires after 3 years*2
Number of employees who
took family care leave*1 This number includes employees at all levels, except temporary employees and interns, etc.
*2 This percentage is obtained from the ratio of employees still employed at the end of 2017 out of all those newly hired in 2015.
*3 The employment ratios for people with disabilities are for fiscal 2017 from each pre-merger company and based on each "Employment
Status Report for Persons with Disabilities" (June 1, 2017) submitted to the Director of the Public Employment Security Office in thejurisdiction of each former company. The names of the former companies are as follows:
CCW: Coca-Cola West Co., Ltd.; CCEJ: Coca-Cola East Japan Co., Ltd.; Shikoku CCBC: Shikoku Coca-Cola Bottling Co., Ltd.;CCWV: Coca-Cola West Vending Co., Ltd.; CCWSS: Coca-Cola West Sales Support Co., Ltd.; FVEJ: FV East Japan Co., Ltd.; WEX: WEXX Co., Ltd.;
NNB: Nishi-Nihon Beverage Co., Ltd.; FVC: FV Corporation Ltd.; CCWES: Coca-Cola West Sales Equipment Service Co., Ltd.;
CCWP: Coca-Cola West Products Co., Ltd.; CCBSC: Coca-Cola Business Sourcing Co., Ltd.; CCCMC: Coca-Cola Customer Marketing Co., Ltd.

36

Information

Employee management systems / Stakeholder opinions

Stakeholder opinions
We take communication with all stakeholders seriously, and believe that Creating
Shared Value is an indispensable part of responding to their respective needs. For
this CSV Report 2018, we have received comments from two external stakeholders.
We listen sincerely to outside views and will incorporate them into future activities.

Masao Aoki

Katsuhiro Sasada

Associate Professor
Mie University,
Faculty of Humanities,
Law and Economics

Associate Professor
Nihon University,
College of
Bioresource Sciences
Department of
Bioenvironmental andAgricultural Engineering

As a specialist in business administration, business history,
and R&D management, I address what defines goodmanagement and explore the independent identities ofcorporations, including the roles that they fill in society,while I research how society can become better throughits companies. Ritsumeikan University, Graduate Schoolof Business Administration postdoctoral scholar, 2002
PhD (Business Administration). Current position sinceApril 2007.

In the valuable wetlands that remain in agricultural regions,
we have conducted environmental studies of aquatic
environments and vegetation, and made assessments
and recommendations for improvement based on thesestudies. We are also conducting research for the purposeof promoting agricultural and rural development, while
incorporating the large themes of environmentallyconscious farming methods and the use of abandoned
agricultural fields.

I originally encountered CCBJI at the U-29

These days, when many companies arebrainstorming conference, “Mie Mirai,” in Mie

monitored not only on whether they uphold

Prefecture. This project was created throughcompliance, but also on how they fulfill their

the collaboration of CCBJI, the non-profit

responsibility to society through CSR activities,

organization M Bridge and Mie Prefecture.

I was surprised at the diversity of CCBJI’s social

Members of the U-29 (Under 29) generation

contribution activities. In particular, among

imagined what a prosperous future could lookenvironmental initiatives, I was impressed

like for Mie Prefecture, brainstorming ideas

by the development of environment-friendly

for improving its attractiveness and solving

containers, including easy-to-crush containers

the challenges it faces. Working under threeand plant-based PET in packaging. I was also

themes, including diversity and non-profit

impressed by the independent initiatives ininitiatives, the young people of Mie Prefecture

environmental education to nurture those

discussed and came up with a total of 182

in future generations who care about theideas. Moving beyond thinking about food,environment and support for the organizations

health and the global environment, I thinkthat carry out such programs.

CCBJI’s efforts to nurture our future alongside

In addition, while they continue water

the young generations who will be responsible

resource conservation activities, suchfor it is really forward thinking.

as planting trees and thinning forest

We had a guest speaker from CCBJI comeundergrowth, they have even taken an interest

to the course I teach, on general businessin my area of research, which is the wintertheory, at the Mie University Faculty offlooding of rice fields.

Humanities, Law and Economics. The guest

In this support for a wide range of

spoke passionately to my students about

activities, I see the results of a company that

Creating Shared Value at CCBJI. As a next step,

does business on a global level and has also

I think my university could consider partnering

supported CSR and CSV initiatives for manywith CCBJI at the organizational level andyears. Looking ahead, it would be wise tocollaborating on efforts for the future.

consider how to share the know-how that has
been gathered so far with newly developing
companies taking similar paths and how to
support other companies.

37

About the CCBJH GroupManagement that supports progress
Corporate governance system

Organizational
structure

Company with
an Audit andSupervisory
Committee

Percentage
of femalemanagement

Percentage of
non-Japanesemanagement

8.1%

21.6%

Chart of corporate governance system (as of January 1, 2018)

General Meeting of Shareholders
Election/Dismissal

Election/Dismissal

Reporting/Stating opinion

Election/Dismissal

Directors

Financial/Accounting auditors

ReportingDirectors serving on the Audit& Supervisory Committee(excluding directors serving on the Audit &Supervisory Committee)

Inside directors: 5

Independent
outside directors: 2

Outside directors: 4

Selection/Supervision/Delegation of
execution of important operations

Reporting executionof operations

Representative Directors
Auditing
Reporting

Supervision/Reporting
Exchange of opinions

Audit office
Auditing

Coordination
Auditing

Executive Officers
32 (of which, 4 also serve on the Board)Group companies

Divisions

Reporting
Auditing/Determining proposals for election or dismissals
Coordination

Outside independent
director: 1

Insidedirector

Outsidedirectors: 3(Directors: 4)

Our basic policy for corporate governance is tothe nomination and remuneration of directors at theincrease management efficiency and transparency,

General Meeting of Shareholders.

thus raising shareholder value. With the aim of further

38

Audit &
Supervisory Committee

Board of Directors

In addition, we have adopted the executive officer

strengthening our governance structure, we havesystem in an effort to separate decision-making

put in place an Audit & Supervisory Committee. The

and supervisory functions from the execution of

Audit & Supervisory Committee consists of threeoperations. By delegating some of the decisions on

outside directors in addition to one full-time director.

important business to Executive Officers, we can

In addition to a majority of its members serving asenrich discussions on matters of special importanceoutside directors, the oversight function of the Auditat the Board of Directors’ meetings, while further& Supervisory Committee is further enhanced by

expediting business judgments on other matters byhaving voting rights at Board of Directors’ meetings

management under the Representative Directors (theand the right to state opinions on matters such as

management team).

Information

Ethics and compliance

Information security

In order to be a sustainable business, we must

Under an established Information Security Policy,

fulfill our social responsibilities and every individual

we continue to develop and strengthen information

employee should always act with dignity. As part of

security frameworks while focusing on integrating

this, we have enacted the Code of Business Conduct

the whole operation and information technology

and Ethics, and promote a corporate culture that

infrastructure into CCBJI. We are also working onemphasizes ethics and compliance.

concrete measures to counter cyber threats thatIn the past fiscal year (2017), through messages

are expected to increase related to our importantfrom the President and information sessions forresponsibility of providing beverages during major

employee supervisors, we have been working

international sporting events.

to ensure employees recognize the importanceof upholding the Code of Business Conduct andEthics and understand what it entails. We also
distribute educational communications that deepen

Risk management

understanding of ethics and compliance. The CCBJHGroup Ethics & Compliance Committee has also been
established to make policy decisions related to ourAs the core elements of a company-wide riskinternal information system and employee awarenessmanagement strategy, we have established and are

and education activities within the CCBJH Group. The

operating the following systems:

committee met four times during the past fiscal year.

a Risk prevention activities

We have put in place systems so that matters thatb Emergency response

may involve violation of laws and regulations thatc Emergency planning

arise in the course of business activities can be dealt

d Business continuity planning
For each system, we are planning and implementing

with swiftly. For example, the Ethics & Compliance
Reporting Hotline—in-house and at an external legal

communication and training programs, upgrading

counsel’s office—can be accessed directly by email andmanuals/rules/standards, and investing in required

through a telephone hotline by those seeking advice.

management resources in conjunction with theBoard of Directors, so that related departments, themanagement, employees and business partners canconduct risk management activities autonomously.

Risk management

Recovery

Implementation ofcountermeasures

Risk assessment

Initial response

Initial risk
assessmentb Emergency response

Emergency

Implementation ofcountermeasures

Risk assessment

Risk identificationa Risk prevention activities

Formulation andimplementation of response

Emergency planning and business continuity planningc Emergency planning

Securing safety/
human health

Emergency

Confirming damage
to facilities
Assisting community
members

Restoring core
processes

Finalizing
the restorationd Business continuity planning

39

Information

Consolidated financial highlights¥872,623

2017

Revenuemillion¥39,8592017

Recurringincomemillion¥883,918

2017

Total assets

millionOperatingincome¥25,244

Net profit
attributable toshareholdersof parent

million¥627,4852017

Net assets

millionVolume comparisonby channel

by category
Supermarket

1%

million2017

Volume comparison
Other¥40,5792017

23%

Retail & food

Other

11%

Juice andjuice drinks

23%

2017
Vending
machine25%

4%
Drug store &discounter20%

Convenience store

Water

15%

26%

2017

Coffee13%

Sparkling
soft drinks

Tea

20%

Sports drinks

10%

9%

Volume comparison based on sales numbers since commercial integration in Jan. 2017 and estimated results.

Mid-term business plan

Growth Roadmap for 2020 & Beyond
Key metrics

Revenue Growth
Value Share
Transactions
EBITDA* Margin
Return on Equity (ROE)

Picture of success (2020)+1.8% CAGR (2016-2020)
Revenue growth management initiatives, revenue-rich innovation

Value ahead of volume
Value share growth ahead of volume share growth

Growth in packaging for immediate consumption
Growth in smaller, immediate consumption packs

EBITDA margin above 10%
Deliver strong cash flow from operations

ROE above 6%
Optimize balance sheet to maximize shareholder returns*Earnings before interest, taxes, depreciation and amortization40

Information

Main product line-up

Sparkling soft drinks

Coffee drinks

Sports drinks

Tea drinks

Yogurt drinks

Juice and juice drinks

Water

Flavored waters

SparklingwatersFoods for Specified Health Uses

COCA-COLA, COCA-COLA ZERO, COCA-COLA PLUS, GEORGIA,
SOKENBICHA, KARADA MEGURI-CHA, ADVANCE,KARADA SUKOYAKA-CHA, AYATAKA, TSUMUGI, KOCHAKADEN,TAIYO NO MATECHA, AQUARIUS, AQUARIUS ZERO, FANTA, SPRITE,REAL GOLD, Qoo, MINUTE MAID, ILOHAS, MORI NO MIZU DAYORI,
and YOGUR STAND, are registered trademarks of
The Coca-Cola Company Limited.
CANADA DRY, Schweppes, and Dr Pepper are registeredtrademarks of Atlantic Industries.

Foods with Function Claims

EnergydrinksGlaceau is a registered trademark of Energy Brands Inc.
©The Coca-Cola Company

41

Information

ESG data update
Number of female directors

0Specific shareholding requirement rules for
CEO and other Executive Officers
CCBJH Group Code of Business Conduct& Ethics

None
https://en.ccbji.co.jp/vision/pdf/en/CCBJIgroup_Ethics_en.pdf

Violations to the Code of Business Conduct& Ethics

None

Customer Contact Center call response rate

95.70%

Political contributions(donations or spending for political activities/groups, lobbyists/lobbyist organizations, tradeassociation or other tax-exempt groups)

None

Basic Policy for Suppliers

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

Payment of important environmental
or ecological fines or penalties overthe past 4 years

None

Total energy consumption

4,046,503,174 MJ

Total water consumption

15,100,083 m3

Total waste management cost

¥2,372,463,2171% of female employees (total)

10.8%% of female senior managers

3.8%% of female junior managers

10.7%% of female senior executive officers

9%% of female management among managers
in profit-generating functions

1 .7%% of employees based on minority status,
culture and similar items

0.2%

Union participation rate

99.4%

Turnover rate of all employees

3.2%

Voluntary turnover rate

2.3%

Job satisfaction survey results(Coca-Cola West Co., Ltd. only)
Special training and/or measures to foster
employees’ health and well-being

683.2 points2• Annual stress check test at every office including those with fewer than
50 people• Stress management training and newsletter• Ergonomically designed working environment• Various fitness programs• Biweekly distribution of health and nutrition related newsletter• Flextime work system• System for working at home
• Support for day care center• Childcare leave system (maternal/paternal)

Lost-Time Injury Frequency Rate (LTIFR)

1.08

All data, except that related to payment of environmental or ecological fines or penalties, is for the period from January 1, 2017 to December 31, 2017.
1 Excludes FV West area
2 Method of scoring: Tests are scored from 1000 points. Each question has four possible answers: “I strongly agree,” “I agree,” “I disagree,” or “I
strongly disagree” and each answer is weighted with a certain amount of points.

42

Information

CCBJH Group profile
Corporate profile
Company nameCoca-Cola Bottlers Japan Holdings Inc.

Business activities

Group management and asset management

FoundedDec. 20, 1960

(Trade name changed to Coca-Cola Bottlers Japan Holdings Inc. on Jan. 1, 2018)

Fiscal year end

Dec. 31

Capital¥15,231 million

Representative

Tamio Yoshimatsu, Representative Director and President

Stock market listings

Tokyo Stock Exchange (First Section)
Fukuoka Stock ExchangeGroup structure
Coca-Cola Bottlers Japan Vending Inc.
FV Japan Co., Ltd.
Kadiac Co., Ltd.

Coca-Cola Bottlers
Japan Holdings Inc.

Coca-Cola Bottlers
Japan Inc.

Coca-Cola Customer Marketing Co., Ltd.
Coca-Cola Bottlers Japan Sales Support Inc.
Coca-Cola Bottlers Japan Benefit Inc.

Q’SAI CO., LTD.
CQ Ventures CO., LTD.

Board of Directors
Representative Director & President

Tamio Yoshimatsu

Representative Director & Vice President, Chief Financial Officer

Vikas Tiku

Director

Yasunori Koga

Director

Costin Mandrea

Outside Independent Director

Hiroshi Yoshioka

Director, Audit & Supervisory Committee Member

Tadanori Taguchi

Outside Independent Director, Audit & Supervisory Committee Member

Zenji Miura

Outside Director, Audit & Supervisory Committee Member

Irial Finan

Outside Director, Audit & Supervisory Committee Member

John Murphy

43

Information

CCBJH Group by the numbers- World’s third largest (by revenue)* andAsia’s largest independent Coca-Cola bottler- Responsible for close to 90% of the sales volumeof the Coca-Cola system in Japan*As of 2017

Number of employees

Sales area

25,000Tokyo, Kyoto, Osaka and

About

All employees of the CCBJH Group andassociated companies

35 prefectures

Number of sales centers

Annual revenue

870 billion

About ¥

(Including distribution centers)

351 locations
As of Jan. 2017

Number of plants

17
Number ofvending machines

Over

700,000

As of end of 2017; Includes regular service
vending machines

Number of consumers(Households and consumers in sales areas)

Annual sales volume

50 million households 520 million cases
About 112 million consumers

About

Number of customer outlets(Stores and restaurants selling our products)

About

320,000

As of end of 201744

Number of vehicles

About

16,100

As of end of 2017

Information

Corporate communication tools

To enable stakeholders to better understand our business and to place their trustin our company, we disclose appropriate information in a timely manner.
We primarily disclose investor relations’ information in our various IR reports, while
we include information on environmental, social, and governance (ESG) initiatives,
which have been the subject of growing interest in recent years, in our CSV Report.
In addition, more extensive corporate information can be found on our website.

Annual Review

Newsletter to Shareholders

CSV Report

Primarily aimed at shareholders and investors,

This report focuses on ESG informationthese publications mainly disclose our IR information.

and is aimed at all our stakeholders.

Coca-Cola Bottlers Japan Holdings Inc. website
We disclose information on our companies, our products,
investor relations, ESG and more on our website.

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

On the publication of our first CSV report
In issuing this CSV report, we wish to express our deep gratitude to the many
stakeholders who support our company on a regular basis. This is our first CSV
report (environmental and social report) since last year's business integration.
While reviewing initiatives from 2017, this report also covers the major businessrelated initiatives that are an important part of further enhancing our activities fromthis year onward. In addition to making sure this report reaches a wide audience,
we will continue to carry out even more activities that are uniquely appropriate
to the CCBJH Group. Based on the philosophy of CSV (Creating Shared Value),when we respond to stakeholders’ trust in us—through contributions to healthy
lifestyles, environmental conservation, and strengthening our relationships with
communities—those actions becomes the driving force for our growth.
We would appreciate your continued support in the years to come.

Shigeki Okamoto
Head of Corporate Communications
Executive Officer
Coca-Cola Bottlers Japan Inc.

45

Plant tours

It’s
free!

CCBJI offers plant tours to help customers become more familiar with The
Coca-Cola Company’s products. Guides will introduce the origin and historyof Coca-Cola, as well as quality control and environmental efforts. You will
also be able to see the plant’s impressive production lines. Please come visit!

Tama Plant

Zao Plant

042-471-0463
1-2-9 Nobidome, Higashi-Kurume, Tokyo
Open

Mon. through Fri.
including holidays.
(Excluding plant holidays.)0224-32-3505
1-1 Minamikawazoe, Miya, Zao-machi,
Katta-gun, Miyagi
Open

Mon. through Fri.
including holidays.
(Excluding plant holidays.)

Tokai Plant

Kyoto Plant

052-602-0413

0774-43-5522

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

128 Tai Shinarami, Kumiyama-cho,Kuse-gun, Kyoto

Open

Open

Mon. through Fri.
including holidays.

Tue. through Sun.
(Excluding plant holidays.)(Excluding plant holidays.)

Komatsu Plant

Ebino Plant

0898-76-3030

0984-25-4211

806-1 Myoguchiko, Komatsu-cho,
Saijyo, Ehime1321-1 Aridome, Higashikawakita,
Ebino, Miyazaki

Open

Open

Mon., Wed., Fri.

Tue. through Sun.

(Excluding plant holidays.)(Excluding plant holidays.)

Check!
For reservations, please check our website. (Japanese only)

https://en.ccbji.co.jp/plant/46

Coca-Cola Bottlers Japan Inc.
Corporate Communications
CSV Promotion Department
Kokusai Shin-Akasaka West Building,Akasaka 6-1-20, Minato-ku, Tokyo 107-0052

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

https://en.ccbji.co.jp/inquiry/© 2018 Coca-Cola Bottlers Japan Holdings Inc. All Rights Reserved.