37

Introduction

Value Creation Story

Financial &Non-Financial Strategy

Sustainability

Risk Management

Governance

Financial /Corporate Information

38

Part 3

Sustainability
39

Sustainability Strategy

41

Initiatives Based on CSV Goals

43

Inclusion

47

Communities

51

Resources

Tomonoura, Setonaikai National Park,
Fukuyama City in Hiroshima Prefecture
Photo by Osamu Izumi
West Japan Operation Division
Coca-Cola Bottlers Japan Vending Inc.

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Introduction

Value Creation Story

Financial &Non-Financial Strategy

Sustainability

Risk Management

Governance

Financial /Corporate Information

40

Sustainability Strategy

Sustainability Committee promotion system

Promoting sustainability
management based on
the concept of “ownership”

Flow of sustainability promotion

Sustainability Committee operations

Board of Directors
ReportMaki Kado
Executive Officer, Chief Business Management & Sustainability Officer
Coca-Cola Bottlers Japan Inc.

Chairperson

Representative Director, President and CEO

MemberPrimarily composed of ELT* members and,depending on the agenda, related executives
may also participate

AgendaPolicies and strategies on various
sustainability-related issues, particularly climatechange areas and biodiversity conservation

Frequency

Quarterly (January/April/July/October)

Reportingҋ Details of implementation are reported to the Boardof Directors in the Business Execution Report.
ҋ Agenda items requiring resolution are referredto the Board of Directors

MonitorSustainability Committee

Secretariat : Sustainability Strategy Division

ReportMonitor
TCFD Working Group
Align
Functions* An abbreviation for Executive Leadership Team. Management organization in CCBJI
Group including CEO and function heads

Our sustainability strategy makes CSV the cornerstone of management
The mission of the CCBJH Group is to deliver happy moments
to everyone while creating value. These words convey ourstrong desire to create value that brings happiness and special
moments to people’s everyday lives and a better future throughour employees, products, and services. To achieve this, wehave made creating shared value (CSV) a cornerstone ofmanagement. This means enhancing both economic value
through business growth and social value through the resolutionof social issues. This is the basis of our sustainability strategy.

Achieving the CSV Goals to realize our mission
In 2019, the Coca-Cola System in Japan announced its
sustainability framework, which identifies three platforms Inclusion, Communities, and Resources - and nine priority issues.
We established non-financial CSV Goals as numericaltargets not only to identify but also to solve priority issues. We
are steadily making progress toward achieving our goals byimplementing the PDCA cycle throughout the value chain andmonitoring the progress each year.

New Sustainability Committee
In 2023, we established a Sustainability Committee tostrengthen the system for developing policies and strategies
related to various issues including climate change andbiodiversity, in line with our CSV Goals. On this committee, theExecutive Leadership Team (ELT) discuss sustainability issues
then communicate the decided direction and strategies toensure all divisions carry out sustainable activities efficiently andCoca-Cola Bottlers Japan Inc. Integrated Report 2022

comprehensively. In addition, measures to address
sustainability-related risks, such as climate change andbiodiversity conservation, are an important priority for our Boardof Directors, and we take risk selection and growth potential
discussed by the Sustainability Committee into account whenestablishing management policies.

Enhancing information disclosure outside the Company andfostering a sense of ownership inside the Company
We identified Mitigation of and Adaptation to Climate Change as
one of our material issues. In 2022, we disclosed information inaccordance with the TCFD recommendations, participated inclimate change initiatives, and conducted other activities such as
forest conservation and water source replenishment across our
territory in cooperation with local residents and employees. We
also continue to promote various horizontal recycling initiatives,
including “bottle-to-bottle,” “CAN to CAN*1,” “pallet-to-pallet*2,”
and “shell-to-shell*3,” to effectively utilize resources.

We hold regular online study sessions and e-learning
programs so that employees can understand and agree with
the CSV Goals and take action in respect of our CSV goals. We
are also training internal instructors to communicate oursustainability initiatives to external stakeholders.
*1 Horizontal recycling of aluminum cans
*2 Light blue or black platforms used for transporting and storing products*3 Cases for bottle products

Keeping up sustainability initiatives will lead to the delivery of
happy moments and the creation of values
As a company that uses the irreplaceable resource of water forbusiness, we are working to ensure its sustainability andmitigate environmental impacts to conserve the naturalenvironment. Accordingly, we have conducted water
replenishment activities, including tree-planting activities, topreserve water for decades. As a part of this, our employees
actively participate in clean-up activities for water sources toconserve and return to nature the same amount of water weuse at our plants. The things we have regarded with importanceand continued to do have ultimately led to solutions to social
issues. We will continue striving to create values and realize aworld where the air and water are clean and where everyone
can enjoy happy moments and a fulfilling life by actively andcontinually working to address various social issues.

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Introduction

Value Creation Story

Financial &Non-Financial Strategy

Sustainability

Risk Management

Governance

Financial /Corporate Information

42

Initiatives Based on CSV Goals

CSV Goals and status of achievement

CSV Goals: The CCBJH Group’s non-financial targets
Based on the Sustainability Framework of the Coca-Cola System in Japan, the
CCBJH Group established CSV Goals as non-financial targets in an effort to create

Sustainability
framework

Key issues

a sustainable business and society while achieving our Mission. To achieve each of
the CSV Goals, we are implementing initiatives throughout the value chain, checking
progress, and making steady progress toward achievement.
In terms of our sustainable material* usage rate for PET bottles, we have madestrong progress in initiatives such as “bottle-to-bottle” and achieved a usage rate of
50% in 2022. We have also strengthened our partnership with local communities

Products(Tailored productdevelopment/
health support)

by concluding water source conservation agreements with forest conservationgroups and local governments in water source areas of all 17 of our plants. As aresult, the water replenishment rates in 2022 were well above our target.
Communities

Change, which we have identified as a material issue. As part of our efforts toSociety(Contributions to
the local community)

reduce greenhouse gas (GHG) emissions, we aim to reduce Scope 1 (direct GHG
emissions) and Scope 2 (indirect GHG emissions) emissions by 50% versus 2015
levels and to reduce Scope 3 (other indirect GHG emissions) by 30% versus 2015
levels by 2030, net zero in greenhouse gas emissions by 2050 across our entire
value chain. We are also working to achieve our GHG reduction targets by focusing
on aiding the introduction of renewable energy.
* The total of bottle-to-bottle recycled PET materials and plant-derived PET materials

World Without Waste(Zero-Waste Society)

The Sustainability Framework for the Coca-Cola System in Japan

Inclusion
Priority
Topics

Focus
TopicsGender
Age/Generation
Disabilities
LGBTQ

Communities

Resources࠮ Drive impact throughtwo national platforms(Inclusion, Resources)

Packaging/PET

࠮ Initiatives that are
sustainable andadditionally have local
relevance

Water

Category

Target50%–79%2021 results

2022 results

6.3%

6.6%

Female managers by 2025

10%

Female managers by 2030

20%

Low and no calorie options for core brands

100%

100%

100%

FOSHU/functional product growth (compared to 2016)

300%

177%

146%

Front-of-pack calorie label and straightforward nutritional information

100%

100%

100%

Observation of The Coca-Cola Company Responsible Marketing Policy

100%

100%

100%

Employee volunteers

10%

3.7%

20.0%

Participants in community programs

1,000,000

900,000

910,000

Sustainable materials usage*1 by 2022

50%

Sustainable materials usage*1 by 2030

100%

40%

50%

Ratio of products using sustainable materials*1 by 2025 (number of bottles sold)100%

About 90%

About 90%

Further lightweight PET packaging by 2030 (compared to 2004)

35%

30%+

30%+

Collection percentage compared to sales volume by 2030

100%

94.0%*2—

Replenishment rate, focusing on watersheds near our plants

200%

353%

420%

Water usage reduction by 2030

30%

19%

19%

Scope 1 and 2 reduction in greenhouse gas emissions by 2030

50%

21%

20%

Scope 3 reduction in greenhouse gas emissions by 2030

30%

24%

25%

Sustainable sourcing

100%

100%

100%

Adherence to Supplier Guiding Principles across the CCBJH Group value chain

100%

100%

100%

Diversity & Inclusion
Inclusion

A future area that we will focus on is Mitigation of and Adaptation to Climate

At least 80%

Less than 50%* Baseline year is 2015 and target year is 2025 unless otherwise stated

Progress

Extensive partnerships across industry and environmental organizations by 2030

Resources
Water

Greenhouse gas emissions
Renewable energy

Climate change
Net zero in greenhouse gas emissions by 2050
Promotion of renewable energy

Procurement / Human rights(Strengthening ofbusiness foundation)*1 The total of bottle-to-bottle recycled PET materials and plant-derived PET materials*2 PET bottle collection rate (Source: The Council for PET Bottle Recycling “2022 Annual Report of PET Bottle Recycling”)

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Value Creation Story

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Risk Management

Governance

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Inclusion
To address the different needs of our stakeholders and ensure sustainable growth, we are focused on
developing diversified human resources. In addition, we are continuing to create a working environment inwhich every employee can fully demonstrate their strengths, regardless of their background or values.

Diversity, Equity and Inclusion (DE&I)

Gender

The CCBJH Group has identified DE&I as a material issue. We
recognize the value of diversity in meeting the varied needs of ourbusiness environment, customers and partners, and in driving thesustainable growth of our Group. We aim to create an inclusive
workplace where every employee, regardless of their background,can demonstrate their abilities and fulfill their aspirations.
Our management structure places a high value on diversity
in all aspects, including nationality, gender, age, and background.
We are committed to promoting diversity management throughdiscussions, decision-making processes, and other related
activities based on a wide range of perspectives.
Our DE&I section is a dedicated unit leading the planningand promotion of Group-wide measures related to diversity. It
holds bimonthly diversity forums, where ambassadors selectedMedium- to long-term vision for DE&I
By respecting the diversity of ourworkforce, we will provide opportunities
to enable all employees to leverage theirfull potential, regardless of gender, age,
race, nationality, sexual orientation,
gender identity and expression, disability,
and other attributes, ensuring that they
are unaffected by factors that may
restrict their ability to work.

from each division and HR personnel share best practices andissues, resolve problems in a timely manner, and help build abetter work environment.
࡛ Group-Wide Measures for Raising DE&I AwarenessAchieving DE&I requires all employees to have mutual respectfor differences in background, values, and thinking. Our
company places great emphasis on creating a workplace freeof discrimination and harassment, with strict rules against such
behavior. We also provide regular practical harassment
prevention training tailored to each division, in addition to
training for new hires and managers. To foster an organizational
culture that values and respects diversity, we offer Unconscious
Bias Training and Inclusive Leadership Training.

Factors restricting
ability to work

Individual attributes

GenderAge

Nationality

Sexualorientation
genderidentity &expression

Race
Time

HealthLanguage

Disability

Nationality
Our company is committed to diversity based on the idea thatdiversity is a driving force for growth, and we hire talented
non-Japanese resources both as new graduates andmid-career hires. For non-Japanese employees, we provide
training on the Japanese language, as well as support on theculture and lifestyle, to help them fully strengthen their skills andabilities. In addition, through personnel exchange programs
within the global Coca-Cola System, we are learning from bestpractices overseas and advancing operational reforms that willlead to business growth.

We are focused on creating an environment where women canplay an active role. In addition to being an adopter of flexible
work and remote work systems, we are taking a holistic
approach to empowering women, including expanding the
spousal maternity leave system and encouraging higher leave
utilization rates.
To further cultivate female managers and manager
candidates, we have established a system providing womenthe opportunity to systematically learn the perspectives andskills required of women as leaders by establishing training
programs according to position and rank.
࡛ Sponsorship Program(training for female director candidates)
This is a program for division heads aimed at cultivating female
director candidates. Eligible female division heads are provided
with opportunities to learn the perspectives and viewpoints
necessary for management through regular individual meetings
with their sponsoring officers.
࡛ Accelerate Her (for Female Managers)
We have a program designed to cultivate female division heads,
which targets section heads. The program selects participantsfrom various divisions to join a six-month cross-division project.
This project aims to equip participants with advanced conflict
management, communication, and leadership skills necessary
for division head positions. By running this project long-term,
we encourage networking among section heads, creating aplatform where female leaders can consult with each otherwithout feeling isolated.
࡛ Female Leadership Program (for Female Non-Managers)
This program is for general employees and aimed at cultivating
female section heads. Eligible employees learn the mindset andnecessary skills through approximately six months of leadershiptraining. The goal is for each participant to identify theirstrengths and opportunities, and to take steps toward
developing their career. Supervisor training is also provided,
which builds an inclusive corporate culture that encourages thepromotion of women.

Female managers (As of end of February 2023)

7.2%

Target

10% by 2025
20% by 2030

࡛ Initiatives To Encourage Male Employees To Take
Parental Leave
To make it easier for male employees to take advantage ofchildcare leave system, we are working to encourage the use ofmale parental leave. In 2018, to promote awareness of maleparental leave, we launched a project called “Papa Apron.” Ourmanagers actively present the apron to male employees who
have become fathers, congratulating them and encouraging
them to take leave. We are not only focusing on creating
systems, but also on implementing various strategies andmeasures to enable their use.

Papa Aprons, utilizing our product design

International Women’s Day
Since 2023, the week including International Women’s Day on March 8th isdesignated as an International Women’s Week. We hold a panel discussion
inviting external speakers and sessions to learn how to build a career fromin-house female managers. This helps all employees to learn and addresss
issues in achieving gender equality from an individual and organizational
perspective as well as to create opportunities to encourage specific actions.
One event attended by international talent, designed to encourage andinvigorate communication among employees

Coca-Cola Bottlers Japan Inc. Integrated Report 2022

Employees from Coca-Cola Beverages Philippines Inc. attending
a personnel exchange program held at Kiyama Plant

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Value Creation Story

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Risk Management

Governance

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Inclusion

Next-generation development programs࡛ Coca-Cola University Japan In-House University
In 2020, we established Coca-Cola University Japan (CCUJ) as
an internal university to cultivate the next generation of leaders
who will drive transformation and future growth of the
Coca-Cola System and create new value in the beverage
market. CCUJ comprises three leadership levels: division
heads, section heads, and general staff. Participants from eachdivision will undertake a six-month program to enhance theirstrengths in the five key capabilities essential to our growth:
innovation, strategic thinking, people management, effective
communication, and growth mindsets. They will also work toaddress real-world issues. By collaborating on projects andLGBTQ
engaging in discussions with members from different divisions,participants will gain a broader perspective and grow as leaders
for the next generation.
࡛ Global English Transformation(GET) proficiency program
We provide the (GET) proficiency program for employees intheir 20s and 30s to more proactively communicate CCBJHGroup’s initiatives overseas while also absorbing knowledge
from outside Japan, applying it to our daily activities, andcreating business growth. Participants compete and encourage
each other to progress throughout the six-month intensive
program, steadily strengthening their English language skills.

࡛ Internal Awareness-Raising Efforts
We are actively working on raising awareness, establishingsystems and mechanisms, and building an ally* network toensure that all employees have accurate knowledge of LGBTQ
issues to foster an environment where diversity is respected anddiscrimination is avoided, both inside and outside the company.
We have amended the definition of a spouse in our internal
regulations to allow all employees to take advantage of welfare
benefits, such as childcare leave and family care leave,
regardless of the gender of their partners or their marital status.
We also amended our Human Rights Policy to include gender
identity and expression, setting forth policies not just in terms ofphysical traits, but also in a manner that is consistent with thediversity of “mind” and “character.” Furthermore, in 2021, welaunched an LGBTQ consultation service, where not only
employees but their managers can anonymously seek help andguidance on LGBTQ related topics.

࡛ External Activities
We operated an exhibit booth at Tokyo Rainbow Pride 2023
jointly with Coca-Cola Japan. At this multi-day event, ouremployees at the booth sold a set of Coca-Cola wrapped inrainbow wristbands commemorating the event, and displayed
DE&I initiatives from CCBJH and Coca-Cola Japan.
࡛ Formulated the LGBTQ + ALLY HANDBOOK
We have introduced throughout the Coca-Cola System inJapan the “LGBTQ + ALLY HANDBOOK” that provides aneasy-to-understand overview of the fundamentals regarding
LGBTQ and allies, including a glossary of terms, history andcurrent conditions. This handbook has been made available to all
employees and offers free usage by any company or organizationconsidering promoting understanding of LGBTQ issues.

* Ally is a person who proactively understands and supports LGBTQ regardless ofwhether or not they are sexual minorities

Disabilities
In 2019 we established a special-purpose subsidiary to createa work environment where individuals with disabilities candemonstrate their strengths. The subsidiary offers a variety ofwork positions, including laundry, clerical, and sales equipment
parts washing, to allow each person to demonstrate theirunique qualities and abilities. We also support the activities ofpara-athletes and deaf athletes. In addition to participating inathletic activities, our athletes make a wide range of community
contributions by giving lectures on disabilities and diversity toschools and community groups.

Employment rate of persons with disabilities*

2.48%

Wristbands commemorating Tokyo Rainbow Pride 2023

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

Collaborative participation in Tokyo Rainbow Pride with Coca-Cola Japan (2023)

Uniform laundry duties,
one of major tasks at
the special-purpose subsidiary

Coca-Cola Bottlers Japan Inc. Integrated Report 2022

Haruki Masanari
A para-athlete during his qualifying attempt
for the 2024 Paris Paralympics javelin throw

The LGBTQ + ALLY HANDBOOK

Kazuhiro Takai
A dual decathlon and deaf track &field high jump competitor

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Value Creation Story

Financial &Non-Financial Strategy

Sustainability

Risk Management

Governance

Financial /Corporate Information48

Communities
Our aim is to develop solutions for social issues, foster sustainable communities and maintain ongoing
communication with them.

Local seminars on Sustainable Development Goals
With the momentum for Sustainable Development Goals(SDGs) gaining pace, the CCBJH Group is dedicated to taking
new initiatives towards achieving these goals. As part of thiscommitment, we have designed a series of lectures andpresentations about our CSV activities, delivered by our trained
employee lecturers at schools across Japan. Moving forward,
we will continue to prioritize creating communication
opportunities with local communities and adopt new
approaches like this to our objectives.

Cooperation with local governments and organizations for the SDGs
Number of SDG seminars held in 2022

38
7,033

Number of seminars:
Number of participants:

Joint community projects between industry, academia, government, and the private sector
We partner with local governments, educational institutions,private organizations, and industries to support initiatives aimed
at addressing local issues and achieving SDGs. Here are a few
examples of our collaborations:࡛ The Sendai Youth Award (Miyagi Prefecture)
Since 2017, we have collaborated with Sendai City and offered
the Sendai Youth Award to recognize outstanding efforts byyouth organizations that contribute to achieving a sustainable
society and resolving social issues.
In the sixth award held in 2022, the target area was
expanded to all of Miyagi Prefecture with the aim of creating anenvironment in which more young people can play an activerole. Eight finalist teams that passed the preliminary screening
presented their efforts in November.
࡛ SDGs Workshop, Mie Mirai (Mie Prefecture)
This workshop is held as a collaborative effort among Mie
Prefecture, Dr. Masao Aoki’s research lab, Recurrent Education
Center at Mie University, the nonprofit organization MBridge
and CCBJH. In this event, participants exchange ideas toincrease Mie Prefecture’s attractiveness and solve its problems
through dialogue.
࡛ Challenge Internship Project (Fukushima Prefecture)
Since 2016, we have partnered with Fukushima Prefecture’s
Challenge Internship Project in cooperation with Saposen, a
support center for organizations active in Fukushima. Throughinternships we support learning and other experiences foryoung people. We promote future city planning by helping
educate young people about issues facing the region and theattractiveness of Fukushima.
࡛ MIYAZAKI SDGs ACTION (Miyazaki Prefecture)
This project brings together high school students, university
students, and companies to learn and consider what asustainable economy and society should look like. In 2022,
CCBJH employees from our Ebino plant worked alongside local
students to recycle coffee beans and tea dregs.

Coca-Cola Bottlers Japan Inc. Integrated Report 2022

In April 2022, at the Asia-Pacific Water Summit in Kumamoto Prefecture,
Ryuichiro Maruyama, Head of CCBJH’s CSV Department, delivereda keynote lecture on the Coca-Cola System’s efforts to conserve
water resources.

In June 2022, our employees presented a lecture to students at Nagoya City
University in Aichi Prefecture. The lecture covered the current status and issues
regarding PET bottles, as well as our bottle-to-bottle initiatives. The students
are conducting daily research to solve the problem of marine plastic waste.

The Sendai Youth Award’s award ceremony (Miyagi Prefecture)

We have entered into agreements on the promotion of SDGs
and broader comprehensive partnership agreements with local
governments and organizations in its sales areas. The aim is tocreate value for communities through its beverage business
and work with stakeholders to address local issues.
࡛ Signed a Partnership Agreement on SDGs Promotion
with Oyama City (Tochigi Prefecture)
In December 2022, CCBJI and Oyama City signed an agreement
to promote and disseminate SDG information as well as
collaborate on SDG-related efforts. As a first step a vending
machine was installed at the Watarase Yusuichi Stork Community

Center to support environmental conservation activities that help
people coexist with endangered Oriental storks.
࡛ SDG Partnerships with Saitama Prefecture
CCBJH became a registered SDG partner with Saitama
Prefecture in July 2022 and endorses its unique SDG activities.
In August 2022 we launched a joint project called Saitama
SDGs Promotional Vending Machines. In December, weentered into an agreement with Saitama Prefecture andSaitama International Association to collaborate in thedevelopment of global human resources and donated a portionof sales to the Saitama Global Human Resources Fund.

Replenishing local water sources and preserving local biodiversity
Water is an essential resource for our business, and we takeactions to promote water replenishment around our 17 plants.
The water resource areas around our plants serve multiple
functions. Not only do they store water, but also serve as
habitats and nurturing grounds for plants and animals. ThroughCoca-Cola’s “Learn from the Forest” project, we aim to educate
local residents and our employees on the importance ofpreserving these irreplaceable water resources and biodiversity
in local areas. In 2022, due to COVID-19 restrictions, we could
only hold these programs in six regions: Miyagi, Ibaraki, Tokyo,
Hyogo, Hiroshima, and Miyazaki Prefectures.
Locations of watershed conservation activities
Manufacturing plants

Locations of watershed conservation activities

Zao Plant

Zao-machi, Katta-gun, Miyagi Prefecture

Saitama Plant
Iwatsuki Plant

Katashina, Tone-gun, Gunma Prefecture

Ibaraki Plant

Ishioka, Ibaraki Prefecture

Tama Plant

Higashi-Kurume, Tokyo

Ebina Plant

Atsugi and Ebina, Kanagawa Prefecture

Hakushu Plant

Hokuto, Yamanashi Prefecture

Tokai Plant

Ena, Gifu Prefecture

Kyoto Plant

Ujitawara-cho, Tsuzuki-gun, Kyoto Prefecture

Akashi Plant

Tamba-Sasayama, Hyogo Prefecture

Oyama Plant

Houki-cho, Saihaku-gun, Tottori Prefecture

Hiroshima Plant

Mihara, Hiroshima Prefecture

Komatsu Plant

Saijo, Ehime Prefecture

Tosu Plant
Kiyama Plant

Tosu, Sage Prefecture /Kiyama-cho, Miyaki-gun, Saga Prefecture

Kumamoto Plant

Aso, Kumamoto Prefecture /Ozu-machi, Kikuchi-gun, Kumamoto Prefecture

Ebino Plant

Ebino, Miyazaki Prefecture

࡛ Held the First “Learn from the Forest” Programs in the
Water Resource Area Around the Tama and Akashi Plants
In April 2022, we signed an agreement on natural environment
preservation with the Tokyo Metropolitan Government and theRegional Partnership Support Center. Based on this agreement,

Participants installing protective fences to protect rare plants from deer
(Tamba-Sasayama, a water resource forest for Coca-Cola Bottlers Japan)

46 of our employees and affiliates participated in the inaugural
Coca-Cola “Learn from the Forest” Project at the Minamisawa
Green Conservation Area in Higashi-Kurume, Tokyo. This area isa vital water resource for our Tama Plant. We worked together
to maintain the promenade, contributing to the preservation of adiverse natural environment since rare plants such as the
Anemone nikoensis grow in the area.
In December, we hosted another Coca-Cola “Learn fromthe Forest” Project in Tamba-Sasayama, Hyogo, at the Akashi
Plant water resource area forest. This was our first such event
since signing the agreement in 2019.
During the event, about 50 participants, including
employees and their families, learned about the importance ofpreserving woodland areas near human habitats andmaintaining forests through activities like tree clearing. They
also helped protect endangered golden orchids, listed as aClass II endangered species by the Ministry of the Environment,
by installing protective fences and restoring vegetation.

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Introduction

Communities

Value Creation Story

Sports clinics andhockey clinics held in 2022

Financial &Non-Financial Strategy* Organizations and programs that collect discarded food that is still of goodquality and receive donations from companies. They then deliver the food tosocial welfare institutions and people who are in need.

࡛ Scholarship Program
Coca-Cola System’s scholarship aid program date back to
1966. As an affiliate of The Coca-Cola Foundation, we support
grant-based scholarships to foster the development of
top-caliber young people who can contribute to the local
community. In addition to prospective undergraduate students,
students who plan to enter graduate school to work onsustainability and SDGs are also eligible for scholarships.
࡛ Support for the Zenshiren
As part of the Coca-Cola System’s commitment to social
participation for disabled people, including children and adults,
we donate a portion of the proceeds from vending machineswith the Zenshiren sticker to Zenshiren, an organization that
promotes greater social participation for disabled people andincreases facilities for them. This program began in 1980 andhas continued for over 40 years.
࡛ Cooperation with Education Reform at
Ichimura Nature School in Kyushu
We have also contributed to children’s education reform byhelping to establish Ichimura Nature School in Kyushu. The
school provides a natural setting where children can develop
independence, social skills, proactiveness, and creativity
through activities such as cultivating and harvesting crops andworking together as a team. The school is located near the cityof Tosu in Saga Prefecture, and students spend eight months
between the end of March and the beginning of December with
their peers and staff members.

Donations of products to food banks in 2022

38,713 cases
937,852 bottles

Donating beverage products to the NPO eWork Ehime (Ehime Prefecture)

Promoting employee volunteering
Based on the idea that employees are members of their local
communities, we encourage employees to volunteer in waysthat contribute to local communities. These ways include social
welfare activities, cleanup activities, forest preservation
activities, and grassland regeneration activities, and we facilitate
these by providing a volunteer activity leave system.

࡛ The Coca-Cola Red Sparks Field Hockey Team:
Firmly Rooted in the Community
Administered by the Group the Coca-Cola Red Sparks field
hockey team is based in Hiroshima City, Hiroshima Prefecture
and is a member of the Hockey Japan League (HJL).
In 2022, the team participated in three major national hockey
competitions, finishing second in each. They won first place in the
Prince Takamado Cup 2022 Hockey Japan League and regained
the championship in the season finals after two years.
In 2022, the team also resumed holding sports clinics andparticipating in community events, which had been limited dueto the COVID-19 pandemic. The team also participated in the
Hiroshima Sports Academy Qualifying Competition, which aims
to develop athletes who can compete on the international

50

The Coca-Cola Red Sparks Hockey Team, winners of
the Prince Takamado Cup 2022 Hockey Japan League

Participation in Love Earth Clean Up (Fukuoka)

stage. It also held a hockey clinic in Kurihara, Miyagi Prefecture,
for the first time in two years, and sent instructors to the
Human Rights Sports Clinic, held at Taisho Elementary Schoolin Taito, Tokyo. Through these activities, we contributed to thecreation of a bright and vibrant community and a society where
everyone can be active and healthy. In recognition of these
activities, the team received the Hiroshima Prefectural Sports
Association Sports Award in December 2022.
࡛ Mission and Support Activities of
the Company Ambassador
We have appointed Shotaro Tsuoka as Company Ambassador.
Tsuoka aspires to join the 7-man rugby team that will represent
Japan. With CCBJH’s support, Tsuoka will be able toconcentrate on competitions as a member of the national team.

Communication through plant tours
We value plant tours as a way to directly communicate withcustomers, clients, and other stakeholders. We have tour
facilities at six of its 17 domestic plants: Zao Plant (Miyagi
Prefecture), Tama Plant (Tokyo), Tokai Plant (Aichi Prefecture),
Kyoto Plant (Kyoto Prefecture), Hiroshima Plant (Hiroshima
Prefecture), and Ebino Plant (Miyazaki Prefecture).
࡛ Plant Tours for New Lifestyles
Online plant tours were launched in June 2021 to cover live
tours suspended to prevent the spread of COVID-19. These
tours are available remotely from anywhere, whether at home,school, or otherwise. Online tours were enjoyed byapproximately 5,000 customers in 2022.
࡛ Held the First Online Summer School
In addition to regular plant tours, the Group held the firstsummer school online in 2022. In this school, families enjoy
learning about our initiatives for the SDGs, which can be used
as an independent study topic. Approximately 1,000
participants joined this four-day program.
࡛ Reopened In-Person Plant Tours
In December 2022, the Ebino Plant in Miyazaki Prefecture
reopened for tours ahead of the six other plants in the area,
bringing a liveliness back to the plants for the first time in two
years and nine months.
For the time being, tours will be gradually resumed, though
on a limited scale and with infection control measures in place
to create opportunities for face-to-face communication withcustomers while maintaining a hybrid structure offering online
tours as well.

Employee volunteers in 2022

20.0%

The first online summer school

Coca-Cola Bottlers Japan Inc. Integrated Report 2022

Financial /Corporate Information

Community support through sports

࡛ Donating Beverage Products to Food Banks*
We have been partnering with Second Harvest Japan, thecountry’s first food bank, and the National Food Bank
Association since 2016 to donate beverages to institutions thatprovide meals for children and social welfare institutions. In
2022, we donated 38,713 cases (937,852 bottles) of
beverages to 24 organizations in 17 prefectures.

Cleanup activities by upcoming
new hires for 2023 (Tokyo)

19
5,160

Governance

Number of programs:

Number of participants:

Support for local communities

Risk Management

Sustainability

Ebino Plant returns to holding lively tours after nearly three years

Forest preservation activities (Hiroshima)

Coca-Cola Bottlers Japan Inc. Integrated Report 2022

51

Introduction

Value Creation Story

Financial &Non-Financial Strategy

9LZV\YJLZ

Sustainability

Risk Management

Governance

Financial /Corporate Information

52

Details of our initiatives on resource conservation
https://en.ccbji.co.jp/csv/environment/

In order to make effective use of valuable resources in a sustainable manner, we will continuously devise andimprove ways to contribute to the protection of the environment.

(JOPL]PUNH>VYSK>P[OV\[>HZ[LALYV>HZ[L:VJPL[`

2030 Packaging Vision of the Coca-Cola System in Japan࡛7HJRHNPUN=PZPVU
In 2018, The Coca-Cola Company set a global target to reduce
environmental impacts and achieve a World Without Waste. To
support this goal, the Coca-Cola System in Japan established the2030 Packaging Vision in January 2018, and updated it in July
2019 to be achieved ahead of schedule. Our aim is to reduce
waste from product packagings and promote the recycling ofplastic resources in Japan, in line with the vision of a World
Without Waste.
࡛;OYLL*VYL,SLTLU[ZHUK9VHKTHWThe 2030 Packaging Vision consists of three pillars: Design,
Collect, and Partner. Specific targets have been set for each of
the three pillars, and we are working to achieve these by 2030.

Three core elements of 2030 Packaging Vision

DesignCollect

Activity Results

Partner

Designҋ(JOPL]LK Z\Z[HPUHISLTH[LYPHSZMVYKVTLZ[PJZVM[KYPUR7,;IV[[SLZPU
ҋ<[PSPaLZ\Z[HPUHISLTH[LYPHSZPUHWWYV_  VMV\Y7,;IV[[SLWYVK\J[ZZVSKPU1HWHUU\TILYVMIV[[SLZsold).
ҋ(ZVM+LJLTILYOH]LPU[YVK\JLK YLJ`JSLK7,;IV[[SLZHJYVZZMV\YIYHUKZHUKWYVK\J[Z
including flagship products such as Coca-Cola.
ҋStarting with I LOHAS products released in April 2020, currently manufacture 21 labelless products across
10 brands, including Ayataka, Sokenbicha, THE TANSAN STRONG From Canada Dry, Aquarius,
Coca-Cola, and Georgia. We plan to steadily expand our range of labelless products in the future.
ҋ-YVTYLK\JLK[OL^LPNO[VM*VJH*VSHTS7,;IV[[SLZMYVTN[VNҋ0UYLK\JLK[OL^LPNO[VM.LVYNPH1HWHU*YHM[ZTHUTS7,;IV[[SLZMYVT N[VNHUK
*VZ[H*VMMLLTS7,;IV[[SLZMYVT N[VN;OL[V[HSVMIV[[SL[VIV[[SLYLJ`JSLK7,;TH[LYPHSZHUKWSHU[KLYP]LK7,;TH[LYPHSZ

Coca-Cola Bottlers Japan Inc. Integrated Report 2022

Activity Results

Collect

Partner

The goal of our Packaging Vision 2030 is to create a zero-waste society, and to help achieve this we are focusing onbottle-to-bottle recycling, which regenerates new PET bottles from used ones.
࡛*VVWLYH[P]LIV[[SL[VIV[[SL]LU[\YLZ^P[OSVJHSNV]LYUTLU[ZWe are working with local governments to collect and recycle
product used PET bottles. These projects aim to bring together
residents, businesses, and governments to make used PET bottles
collection and recycling more reliable. We have been working on
making agreements for horizontal recycling of PET bottles since2022, and as of April 2023, have made the agreements with ten
municipalities. In 2023, we made agreements with Moriyama City in
Shiga Prefecture and the cities of Zama
and Ebina in Kanagawa Prefecture in
January, Numazu City in Shizuoka
Prefecture in February, Nishinomiya Cityin Hyogo Prefecture in March, the cities
of Fukuoka and Kitakyushu in Fukuoka
Prefecture in April.

࡛*VVWLYH[P]LIV[[SL[VIV[[SL]LU[\YLZ^P[OI\ZPULZZWHY[ULYZ
We teamed up with Mitsubishi Estate Co., Ltd. in June 2022 tolaunch a bottle-to-bottle recycling program in the Marunouchi area ofTokyo. The scheme collects used PET bottles from the office sharedarea and turns them into new PET bottle products. Through our
vending machines, we encourage office workers to recycle used PET
bottles by separating them.
In April 2023, we launched a new bottle-to-bottle project thatcollects used PET bottles from select Sugi Pharmacy Co., Ltd.
stores in Aichi and Mie Prefectures, and turns them as raw
materials for our new products. We plan to gradually expand thecollection area over time.

Coca-Cola Bottlers Japan Inc. Integrated Report 2022

53

Introduction

Value Creation Story

Financial &Non-Financial Strategy

Sustainability

Risk Management

Governance

Financial /Corporate Information

54

9LZV\YJLZ

5L^Z[YH[LN`MVYNSVIHS^H[LYZLJ\YP[`HUKYLZV\YJLZ[L^HYKZOPWPUWSHU[HYLHZIn March 2021, the Coca-Cola Company introduced a global
framework for its water security strategy, which aims toconserve sustainable water resources by replenishing water incommunities and advocating for responsible water use in ouroperations and communities. At the CCBJH Group, we
recognize the importance of water as a vital resource in our
I\ZPULZZHUKHYLJVTTP[[LK[VYLK\JPUNV\Y^H[LY\ZLI` I`JVTWHYLK[V([[OLZHTL[PTL^LHYL
[HYNL[PUNH ^H[LYYLWSLUPZOTLU[YH[LI`PUZ\WWVY[of water resource conservation.
In the Coca-Cola System in Japan, we follow resource
conservation guidelines established by Coca-Cola Japan toregularly assess the vulnerability of our water sources. We

develop conservation plans for water usage at our plants that
focus on reducing water used in the manufacturing process
9LK\JLYL\ZPUN^H[LY9LJ`JSLHUKYLZ[VYPUN^H[LYYLZV\YJLZPU[OLZV\YJLHYLH9LWSLUPZOWe have signed water resource conservation agreements
PUHYLHZHYV\UKHSSWSHU[SVJH[PVUZ[VWYV[LJ[^H[LY
resources. We are working with local communities and experts
to protect water resources, all resulting in a replenishment rate
VM PU

Major water indicators and results

Coca-Cola System’s concept of the water cycle

Water used
for manufacturing

13,287,000 m

Details of the global vision for the new water security strategy
https://en.ccbji.co.jp/csv/environment/?id=tab2

Replenishment area3

+2.3 year on year%

Approx.

8,136 ha+4.1
year on year
ha

Water used in products

Replenishment rate

4,087,000 kL

420%+1.9 year on year%

+67 year on year%

Water resource
conservation agreements

3.25 L/L

17/17 plants

liters per product liter
year on year

year on year

+1

plant

Return water to nature
after thorough treatment

࡛ Assess water source
vulnerability
࡛ Draft and execute water
resource conservation plans

Water resource
conservationagreements in water
resource areas

3PNO[IS\LVYISHJRWSH[MVYTZ\ZLKMVY[YHUZWVY[PUNHUKZ[VYPUNWYVK\J[Z*HZLZMVYIV[[SLWYVK\J[Z࡛9LUL^HISL,ULYN`Our Hakushu Plant runs on hydroelectric power provided by
Yamanashi Power Plus, jointly operated by TEPCO Energy
Partner, Inc. and Yamanashi Prefecture.
At other plants, we use hydroelectric and other renewableenergy sources plan offered by TEPCO Energy Partner, Inc. The
electricity from hydroelectric energy purchased in this plan
produces no CO2 during generation. We also use the Tradeable
Green Certificate system, which certifies that power used inplants is electricity generated from natural energy sources.
Across our business we seek ways like these to promote anduse green energy.

Greenhouse gas reduction targets of the Coca-Cola System in Japan
2030 Reduction Targets

18%

Approx.

Water
Reducewater used Recycling

99%%

Approx.

Groundwater
Natural water
resource areas

82 %Approx.

Replenish

Cultivate water
resources throughforest preservation, rice
field flooding, andgrassland regeneration

57%
Approx.

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

Water used for manufacturing: After being used for cleaning and cooling in
the manufacturing process, water is collected, treated, and recycled. Before
being discharged into rivers, the water undergoes thorough treatment.
Water used in products: We promote watershed conservation through activities
such as planting trees, thinning forests, flooding rice fields, and regenerating
grasslands. These activities help improve our ability to replenish water sources
and nurture abundant groundwater, allowing us to return water to nature.

Direct GHG
emissionsIndirect emissions
from use ofelectricity/heatpurchased fromGHG emissions
across ourvalue chain

2030

-50

%

Improve energy consumption atƇŏêŚƞƒêŚčŤǕĆĔƒ

Improve distribution/transportationa third party

Scope 32015¡ĔƇƊĔƒĔŚƞêƞĹƽĔ-ǔŤƊƞƒby Coca-Cola System

Introduce renewable energy

Scope 1

Scope 2

River

Water usedin products

aluminum cans and distribution materials for recycling.
Together they help reduce GHG emissions by promoting therecycling of materials.

(Compared to 2015)

Water used for
manufacturing

Plant

Water used per 1L of product(WUR: Water Use Ratio)+0.01

Reduce & Recycle

HJYVZZ[OLLU[PYL1HWHU]HS\LJOHPUI` PU:JVWLHUKHUKI` PU:JVWLI`JVTWHYLK[VSL]LSZ;Vachieve these targets, we are taking a range of actions.
Specifically, in July 2022, we launched the Akashi Mega
DC, an automated distribution center with one of the largest
storage and shipment capacities in the Coca-Cola System inJapan. Our goal is to create a highly efficient distribution
network by gradually consolidating warehouse operations, suchas sorting, picking and inventory storage, traditionally conductedat each sales center. This will help us to deliver products tobusiness partners and vending machines while by reducing
long-distance transportation and GHG emissions. We are also
working to reduce plastic waste by replacing plastic with paper
straws and cup lids. We have implemented recycling programs,
such as CAN to CAN, horizontal recycling of collected aluminumcans from recycle boxes placed next to our vending machines
to use as materials of side part of cans, pallet-to-pallet, andshell-to-shell programs. These programs actively collect used-30%

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

per bottle 1

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

Reduction of GHG emissions

Aluminum CAN to CAN horizontal recycling

4P[PNH[PVUHUKHKHW[H[PVU[VJSPTH[LJOHUNLI`YLK\JPUNNYLLUOV\ZLNHZ./.LTPZZPVUZThe Coca-Cola System in Japan is committed to reducing
NYLLUOV\ZLNHZ./.LTPZZPVUZHJYVZZV\YZ\WWS`JOHPUZ
following in alignment with the Paris Agreement and scientificCoca-Cola Bottlers Japan Inc. Integrated Report 2022

evidence. Our ultimate goal is to achieve net zero GHG
LTPZZPVUZI`;VOLSWNL[[OLYL^LOH]LZL[medium-term CSV Goals, which aim to reduce GHG emissions

We collect usedaluminum cans

Recycled materials areused to manufacturealuminum bottles forbeverages

Bottle cans madefrom 100% recycled
aluminum are reusedfor products and soldCoca-Cola Bottlers Japan Inc. Integrated Report 2022