the coca-cola system in japan publicizes information on our...
TRANSCRIPT
Printed Edition
Online Edition
Structure of the Coca-Cola Sustainability Report 2010
Other Online Edition Communication Tools
Coke Town
Hello! Coca-Cola
T h i s w e b s i t e h i g h l i g h t s t h e
connections between Coca-Cola
system products and the lives of
consumers, allowing visitors to take
a virtual tour of a plant and also learn
about the product life cycle (from
production and sales to container
recycl ing) and our programs to
contribute to local communities.
Explains topics that include the production
process for Coca-Cola system products,
the history of Coca-Cola , environmental
initiatives, efforts to promote container
recycl ing, and contr ibut ions to local
communities.
Presents the products sold by
the Coca-Cola system, grouped
by beverage category, and
allows consumers to easily view
b rand i n fo rma t i on f o r t he
extensive lineup of products,
including Coca-Cola , Georgia ,
and Aquarius.
Coca-Cola Japan presents information regarding corporate social responsibility (CSR) for all of our stakeholders in Japan—including consumers, business partners, employees, and local communities. We have compiled information for both the printed and on-line editions in line with readers’ perspectives and aims, and have strived to make our CSR initiatives clear to the widest range of people possible.
The Coca-Cola system in Japan publicizes information on our corporate activities under the structure outlined below
Website can be accessed at the URL below:
Website http://cocacola.co.jp/study/coketown/
Website can be accessed at the URL below:
Website http://cocacola.co.jp/corporate/publication.html
Website http://cocacola.co.jp/positively/report.html
Sustainability Website
Product Brochure
Provides information compiled with our stakeholders in mind,
such as updates in real-time on CSR activities, as well as the
online edition of the Coca-Cola Sustainability Report 2010
Mainly comprised of articles that present the main initiatives of
the Coca-Cola system.
Contains the information from the printed edition as well as more
detailed information and various types of data.
Website can be accessed at the URL below:
Website http://cocacola.co.jp/positively/
Website can be accessed at the URL below:
Website http://cocacola.co.jp/products/
1
Str
uctu
re o
f S
usta
inab
ility
Rep
ort
2010
1 Structure of the Coca-Cola Sustainability Report 2010
2 Contents / Editorial Policy
3 Overview of Coca-Cola (Japan) Co., Ltd.
4 The Coca-Cola System in Japan
5 Message from the President
7 “Live Positively”
9 4 Business Areas and 7 Priority Areas for Achieving “Live Positively”
11 The Same Concept for a Variety of Actions: My “Live Positively”
45 The Coca-Cola System Worldwide
47 Data on Environmental Initiatives in 2010
49 Stakeholder Opinions
13Coca-Cola Dialog (1)
What We Can Do to Help Consumers Lead Healthy and Comfortable Lives?
17 Beverage BenefitsCreating New Value in Response to Consumer Needs
25 Active, Healthy Lifestyle
Marketplace
27Coca-Cola Dialog (2)
Our Challenge of Pursuing “Sustainable Packaging”
31 Environmental Management
33 Energy Management & Climate Protection
35 Sustainable Packaging
39 Global Water StewardshipTopics
Environment
41 Community
Community
43 Workplace
Workplace
We prepared this report in order to convey to stakeholders
information on the corporate activities of Coca-Cola (Japan)
Co., Ltd. and the Coca-Cola system in Japan to help realize
a sustainable society.
* The Coca-Cola system in Japan consists of Coca-Cola (Japan)
Co., Ltd., which is responsible for manufacturing and sales of
concentrates as well as marketing of beverage products, and the
bottling partners that produce and sell Coca-Cola system products
throughout Japan. For further information on the Coca-Cola
system, see pages 3–4.
Our goal in preparing this report has been to provide
information in a systematic, easy-to-understand format, and
to this end we consulted both the Japanese Ministry of the
Environment’s Environmental Reporting Guidelines (2007
edition) and the Global Reporting Initiative’s Sustainability
Reporting Guidelines (3rd edition).
Coca-Cola (Japan) Co., Ltd. has published a report once a
year ever since our inaugural Environmental Action Report
2002. The name of the report was changed in 2005 to the
Coca-Cola CSR Report, which in turn was changed to the
Coca-Cola Sustainability Report in 2009. Information is
provided on the marketplace, environment, community, and
the workplace, which are the four primary points of contact
between the Coca-Cola system and our stakeholders.
ContentsC o c a - C o l a S u s t a i n a b i l i t y R e p o r t 2 0 1 0
Editorial Policy for Coca-Cola Sustainability Report 2010
Data presented in this report, relating to production,
distribution/transportation, and sales, was collected from
Coca-Cola (Japan) Co., Ltd. (one plant) and 12 bottling
partners (28 plants and 466 sales offices; as of December
31, 2009). The sales figures presented are for reference
purposes only.
Data is for the period from January 1 to December 31,
2009.
As a general rule, activities described in this report took
place between June 2009 and June 2010.
Scope of Data
The term “consumers” is used in this report to refer not only
to those who purchase Coca-Cola system products but
also to people in general.
“The Coca-Cola Company” refers to the headquarters in the
United States; “Coca-Cola (Japan) Co., Ltd.” or Coca-Cola
Japan refer to Coca-Cola (Japan) Company, Limited; the
term “bottling partners” refers to the 12 bottling companies
Coca-Cola Japan has designated; and “the Coca-Cola
system” includes Coca-Cola Japan and our bottl ing
partners.
Terminology
This issue was released in July 2010
2
Co
nte
nts
/ Ed
itoria
l Po
licy
The Coca-Cola system in Japan meets the needs of consumers with a diverse product line-up that includes over 60 different brands.
Core Products
The Coca-Cola Company is the world’s largest beverage company, refreshing consumers with approximately 500 sparkling and still beverage
brands. Along with Coca-Cola , recognized as the world’s most valuable brand, the company’s portfolio includes brands that lead their
respective categories, such as Coca-Cola Zero, Fanta, Georgia, Sprite, and Minute Maid. Consumers throughout the world enjoy the company’s
beverages, with more than 1.6 billion servings consumed daily.*
Coca-Cola (Japan) Company, Limited was established in 1957 as the Japanese subsidiary of The Coca-Cola Company (head offi ce: Atlanta, Georgia, USA), marking the beginning of full-fl edged operations in Japan. Originally incorporated as Nihon Inryo Kogyo K.K., the company name changed to Coca-Cola (Japan) Company, Limited in 1958 and has been retained to this day.
Overview of Coca-Cola (Japan) Co., Ltd.
Profi le of Coca-Cola (Japan) Co., Ltd.
Coca-Cola (Japan) Company, Limited 3.6 billion yen
June 25, 1957 as Nihon Inryo Kogyo K.K.
Changed name to Coca-Cola (Japan) Company,
Limited on March 15, 1958
The Coca-Cola Export Corporation
(Subsidiary of The Coca-Cola Company)
4-6-3 Shibuya, Shibuya-ku, Tokyo, Japan 150-0002
TEL: +81-3-5466-8000
555 (as of March 31, 2010)
Moriyama Plant (Moriyama City, Shiga Prefecture)
Manufacture and sales of non-alcoholic beverages (soft drinks)Daniel H. Sayre (Representative Director and President)
Name Capital
Established Shareholder
Headoffi ce
Employees
Plant
BusinessRepresentative
Sparkling beverages Coffee
Sports drinks
Energy drinksWater Juice Lifestyle specifi c drinks
Tea
*Quantity of Coca-Cola system products consumed worldwide based on one serving = 237ml
Coca-Cola
Aquarius
Mori-no-mizu Dayori I LOHAS Real Gold QooTottemo-Apple
QooTottemo-Orange
Minute MaidPink Grape Fruit Blend
Minute MaidCassis & Grapes
glacéau vitaminwaterpower-c
glacéau vitaminwaterxxx
Love Body
Aquarius Vitamin guard Aquarius Day-Start Sokenbicha Sokenbicha Kurosae Huang Ayataka Karada Meguri-cha Kochakaden
Coca-Cola Zero Fanta Grape Fanta Orange Sprite Canada Dry Ginger Ale GeorgiaEmerald Mountain Blend
Georgia European Georgia Vintage iily issimo
3
Overv
iew
of C
oca-C
ola
(Jap
an) C
o., L
td.
Bottling Partners Territories
1 Hokkaido Coca-Cola Bottling Co., Ltd. Hokkaido
2 Michinoku Coca-Cola Bottling Co., Ltd. Iwate, Akita, Aomori
3 Sendai Coca-Cola Bottling Co., Ltd. Miyagi, Fukushima, Yamagata
4 Tone Coca-Cola Bottling Co., Ltd. Chiba, Ibaraki, Tochigi
5 Mikuni Coca-Cola Bottling Co., Ltd. Saitama, Gunma, Niigata
6 Tokyo Coca-Cola Bottling Co., Ltd. Tokyo
7 Coca-Cola Central Japan Co., Ltd. Kanagawa, Shizuoka, Yamanashi, Aichi, Gifu, Mie
8 Hokuriku Coca-Cola Bottling Co., Ltd. Toyama, Ishikawa, Fukui, Nagano
9 Shikoku Coca-Cola Bottling Co., Ltd. Kagawa, Ehime, Kochi, Tokushima
10 Coca-Cola West Co., Ltd.Fukuoka, Saga, Nagasaki, Hiroshima Okayama, Yamaguchi, Shimane, Tottori,
Osaka, Kyoto, Hyogo, Nara, Shiga, Wakayama
11 Minami Kyushu Coca-Cola Bottling Co., Ltd. Kumamoto, Kagoshima, Miyazaki, Oita
12 Okinawa Coca-Cola Bottling Co., Ltd. Okinawa
Planning R&DConcentrate
manufacturing ProductionDistribution/
Transportation Sales Collection Recycling
Coca-Cola (Japan) Co., Ltd. Bottling Partners / Affi liates
Coca-Cola Tokyo R&D Co., Ltd. Coca-ColaBusiness Services Co., Ltd.
Coca-ColaCustomer Marketing Co., Ltd. FV Corporation K.K.
Established in January 1993, with 100% capitalization by The Coca-Cola Company. The company has been providing product development and technological support that meet the regional needs of Asia since becoming an independent company in January 1995 af ter separat ing f rom the technological development division centered in the U.S. headquarters.
Established in January 2009 through a jo int investment between The Coca-Cola Company and all of the bott l ing partners in Japan. I t is responsible for business consulting for the Coca-Cola system in Japan, the development of information systems to support such consulting, as well as related general maintenance and administrative work. The company also conducts joint procurement of ingredients and raw materials.
Established in January 2007 as a joint investment between Coca-Cola Japan and all of its bottling partners. I t serves as the central point of contact for business negotiations with major nat ional d istr ibut ion chains.
Established in May 2001 as a joint investment between Coca-Cola Japan and all of its bottling partners. It conducts sales in the vending machine business to corporations whose territories cover a wide area.
The bottling partners purchase concentrate from Coca-Cola Japan and then use it to manufacture
products for sale. There are 12 bottling partners in Japan, each with its own sales territory.
Total employees About 23,000 Affi liates 17 Plants 29Including the Moriyama Plant (manufacturing concentrates)
Vending machines About 980,000 Warehouses 466
Retail outlets About 1.13 million Sales routes About 9,300 Delivery trucks About 7,500
The Coca-Cola System in Japan
The Coca-Cola system in Japan comprises Coca-Cola Japan, which supplies, manufactures, and markets concentrates, plans and develops new products, and conducts advertising and marketing activities; our bottling partners, which manufacture and sell products throughout Japan; and other affi liated companies.The Coca-Cola system seeks further growth by optimizing our overall operations, including more efficient production, a thorough consumer-oriented approach, faster response to market preferences, enhanced customer services, and rigorous quality control.Coca-Cola Japan enjoys strong partnerships with other members of the system and collaborates closely with them in our business activities.
The Coca-Cola System in Japan
Bottling Partners1
2
3
6
4
5
10 7
8
12
11
9
4
The C
oca-C
ola
Syste
m in
Jap
an
M e s s a g e f r o m t h e P r e s i d e n t
Ever since its birth back in 1886 in Atlanta, Georgia, The Coca-Cola
Company has continued to grow along with the regions in which it
has conducted its beverage business, under the slogan: “anytime,
anywhere, anyone.” Today, Coca-Cola system products are sold in
over 200 countries around the world, which exceeds the number of
UN member-nations. Even amidst the dizzying changes society is
undergoing on a global scale, which include environmental issues
and the economic situation, we have put forward our global business
guiding principle of “Live Positively” in carrying out activities that
enable us to continue achieving sustainable growth as a company.
Specifically, in the four key areas of The Coca-Cola Company’s
business (Marketplace, Environment, Community, and Workplace), we
have implemented initiatives with a focus on the following seven
central themes: Beverage Benefits; Active, Healthy Lifestyle; Energy
Management & Climate Protection; Global Water Stewardship;
Sustainable Packaging; Community; and Workplace. We will spare no
effort in continuing these efforts.
The launch of our new water brand I LOHAS is one key example of an
achievement in 2009 with regard to the themes listed above. I LOHAS
comes in the lightest 520ml PET bottle produced domestically,
weighing in at only 12g.* The bottle is produced using fewer materials
and has the unique feature of being easily crushable after use (even
by children), thereby providing consumers with a convenient and fun
way to be more considerate to the environment and enhancing their
environmental awareness. These features of the bottle have garnered
praise and led to widespread support for the brand.
This success story, which concerns the area of “sustainable
packaging” among the priority initiatives listed, was made possible
through the combined efforts of employees who are supporting the
Coca-Cola system’s business in their respective fields, including R&D,
marketing, production, and sales.
This report includes details on this and other achievements made in
2009 through our activities in the seven priority areas listed above.
In the case of some initiatives, achieving the goals set requires
persistent effort over the medium- to long-term. However, if we look
back on the history of The Coca-Cola Company, which has survived
major hardships in its 124 years of existence, we are convinced that
we will be able to overcome the great challenges we face today to
achieve our goals. We are determined to work as a single team under
the common principle of “Live Positively” so that, together with
consumers, our beverage business brings positive change to the
world and helps realize a sustainable society.
For the Realization of Social and Corporate Sustainable Growth
*I LOHAS is packaged in the lightest PET bottle in Japan for products of 550ml or smaller (as of March 2010; according to research by Coca-Cola Japan)
ザ コカ・コーラ カンパニーは1886年に米国ジョージア州アトランタ
で誕生して以来、「いつでも、どこでも、誰にでも」をモットーに清涼飲料
事業を展開している地域とともに成長して参りました。現在では、国連加
盟国数を上回る世界の200を超える国でコカ・コーラ社製品を販売して
おりますが、地球環境問題や経済状況など世界規模で目まぐるしく変化す
る社会の中にあっても、持続的成長が達成できる企業であり続けるため
に、世界共通の事業指針として「Live Positively(リブ・ポジティブリー)
-世界をプラスにまわそう-」を打ち出し、事業活動を展開しています。
具体的にはザ コカ・コーラ カンパニーの事業活動にとって最も重要な意
味を持つ「市場」「環境」「社会」「職場」の4つの領域において、「飲料
価値」「活動的/健康的な生活習慣」「温暖化防止・エネルギー削減」「サス
ティナブル・パッケージ(持続可能な容器)」「水資源保護」「地域社会」
「職場」を7つの重点分野として取り上げ、さまざまな取り組みを実施して
おり、私たちはその取り組みを継続するための努力を惜しみません。
これら重点分野における2009年度の私たちの実績の中から、ひとつ
の象徴的とも言える成果をご紹介しましょう。それは、新ウォーターブランド
「い・ろ・は・す(I LOHAS)」の導入です。「い・ろ・は・す(I LOHAS)」は
国内製造の520mlPETボトルで国内最軽量※となる12gのボトルを
採用しました。
これによって、パッケージ製造時に使用する資源を削減するととも
に、飲用後の空容器はお子様でも簡単にしぼってつぶすことができると
いう特長から気軽に、そして楽しく環境に配慮したライフスタイルを実践
する機会を消費者のみなさまに提供し、環境問題に対する意識を高めて
頂くきっかけにもなりました。こうしたことが評価され、多くの方々からの
高いご支持を得ることができました。
前述の7つの重点分野では「サスティナブル・パッケージ(持続可能な
容器)」の取り組みにあたるこの成功事例は、研究開発、マーケティン
グ、製造、販売などコカ・コーラシステムの事業活動を支えるさまざまな
領域の従業員の努力の結晶がもたらした成果でもあります。
本レポートにはこの事例以外にもこれら7つの重点分野における
2009年度の私たちの活動の詳細な報告が収められています。
中には、目標を達成するために中・長期的に粘り強い努力を必要とす
る取り組みもあります。しかし、ザ コカ・コーラ カンパニーが幾度となく
大きな試練に堪え、124年の歳月を積み重ねてきた歴史を振り返る時、い
ま私たちの目の前に広がる大きな挑戦も必ずや達成できるものと信じて
います。そして清涼飲料事業を通じて消費者のみなさまとともに世の中に
前向きな変化を生み出し、持続可能な社会を実現するため、事業指針
「Live Positively -世界をプラスにまわそう-」を柱として従業員一丸と
なって取り組んで参ります。※2010年3月時点/国内製造品550ml以下PETボトル対象(弊社調べ)
5
Messag
e fro
m t
he P
resid
ent
Daniel H. SayreRepresentative Director and PresidentCoca-Cola (Japan) Company, Limited
6
Messag
e fro
m th
e P
resid
ent
“Live Positively” in Our Activities
The Coca-Cola system views efforts toward the realization of a sustainable society as a
“community license” necessary for engaging in business activities.
We believe fulfi lling our corporate responsibility—by providing the market with safe and
reliable products, treating employees fairly, respecting the global environment we live in,
and contributing to the local community—will earn us the support of the communities in
which we operate. As part of this effort, we are implementing our global “Live Positively”
principle and supporting the health of local communities through our main business, while
paying attention to the way we utilize our resources and assets. Our wish is to see society
sustainably managed.
The most important element in the performance of day-to-day operations, from the
perspective of sustainability, is building relationships of trust through dialogue with
stakeholders. Earning the trust of consumers, business partners, local communities,
employees, and all other stakeholders enhances the corporate value of the Coca-Cola
system and leads to sustainable growth.
“Live Positively” is a guiding principle for our business adopted by the Coca-Cola system worldwide.
Through beverage production and sales, we aim to make a positive contribution, achieving sustainable growth as a corporation
together with the community.
8
Liv
e P
ositiv
ely
Beverage Benefits
Global Water Stew
ardship
Sustainable Packaging
Loca
l com
mun
ity
W
orkpl
ace
Energy Management & Climate Protection
Active, Healthy Lifestyle
Com
mun
ity
W
orkp
lace
Marketplace
Environment
CSR of the Coca-Cola system
Consumers
Share owners/Investors
Employees Business partners
Local community
Corporate
Go
vernanceLeg
al
Co
mp
l ia
n ce
Sustainable Society
4 Business Areas and 7 Priority Areas for Achieving “Live Positively”
CSR Framework of the Coca-Cola System
9
“Liv
e P
ositiv
ely
”
We strive to provide consumers with
safe, high-quality products and
make an effort to meet the changing
needs and tastes of consumers.
We a lso work in c lose, act ive
coordination with our business
partners on everything from product
manufacturing to sales.
Improved environmental initiatives
are one of the Coca-Cola system’s
most important areas of focus.
We proactively carry out programs
and projects that contribute to the
health and sustainabi l i ty of the
environment and natural resources,
as part o f the ef for t to rea l ize
sustainable societies.
We provide children and younger
p e o p l e w i t h a w i d e r a n g e o f
environmental, sports, cultural, and
educational programs. We also
coordinate with local governments
and communities to address local
needs, including disaster relief.
We continue to foster safe and
enriching workplaces that inspire
our diverse workforce and enhance
their motivation and sense of pride.
Beverage Benefi ts
To deliver safe products that satisfy the various needs of consumers,
which include refreshment, rehydration, nutrition, and enjoyment, we
spare no effort in acquainting ourselves with consumers in order to
better understand their interests and concerns.
Active, Healthy Lifestyle
To help consumers lead active, healthy lifestyles, we provide
information and encourage active lifestyles through sponsorship of
both international and local community events.
Energy Management & Climate Protection
Global warming and other aspects of climate change are potentially
very harmful to communities around the world. We will work to
lessen the impact of CO2 and other greenhouse gases by curbing
emissions from our business activities.
Sustainable Packaging
We will continue to pursue innovative technologies that will help
minimize the utilization of natural resources for packaging. And we
are also building systems to reuse recycled packaging materials in
the manufacturing process.
Global Water Stewardship
We will reduce the amount of water used in production, recycle
water used in manufacturing, and return it safely to the environment.
Our goal is to replenish as much water as we use for our products.
Community
We value our ties with local communities and have an obligation to
satisfy local needs. Our business will not grow unless the surrounding
communities are also robust.
Workplace
We aim to provide workplaces that allow all the people involved in
our business to work in diverse and open environments. We will
foster environments allowing each individual to aim for progressive
improvements and to perform to the best of their individual abilities.
Approach Priority Areas
“Live Positively” is a medium- to long-term guiding principle for our business aimed at contributing to the realization of a sustainable society by carrying out the everyday business operations to achieve business growth while at the same time contributing to people and the society at large. A priority task for the Coca-Cola system in Japan moving forward is to focus in particular on the "Marketplace" and “Environment,” which are the subject of particularly high social demand of the four business areas listed below. Our aim is to continue to pursue growth along with the community by providing consumers with products they enjoy and contributing to the preservation of the environment.
Marketplace
Environment
Community
Workplace
10
“Liv
e P
ositiv
ely
”
The Same Concept for a Variety of Actions: My “Live Positively”
The activities each person is involved in and the approach taken
may differ, but the “Live Positively” concept of contributing to the
community is the same. Here we look at individual initiatives
taken by Coca-Cola system employees across Japan—from
Hokkaido to Okinawa.
I take special measures to maintain proper vehicle distanceTakashi MaekawaDistribution Sales Division I, Fukushima Sales Offi ceSawayaka Logistics Co., Ltd.Sendai Coca-Cola Bottling Group Co., Ltd.Of course, I turn off my engine when s t o p p e d , r e g u l a r l y c h e c k m y t i r e pressure, and keep an eye on my engine’s RPMs, but I go beyond that by also taking into consideration my effect on cars around me. For example, I always pay attention to not drive too close to the vehicle in front of me so that the other driver does not waste gas by suddenly accelerating.
Making company
Clean Day part of my own
personal life
Kei YonamineManufacturing Section,
Procurement Planning Division
Okinawa Coca-Cola Bottling Co., Ltd.
Once a month in Okinawa Coca-Cola, we have
company Clean Day, where we clean up the
area surrounding the company. In my own
private life, I always strive to leave places like
parks cleaner than when I got there by cleaning
up my own garbage and that of others nearby. I
also use some of the lessons of teamwork
learned through my twice-weekly basketball
games with neighborhood friends to help meet
the goals in my workplace.
Bringing good feelings to local consumers through well maintained vending machines
Kazuya MoriShodoshima Branch, Takamatsu Sales Offi ce, Kagawa Annex, Business DivisionShikoku Coca-Cola Bottling Co., Ltd.
Our vending machines located throughout cities are a major part of the Coca-Cola system’s public presence. I clean the vending machines I’m in charge of every day to keep them sparkling. The other day, a customer said to me: “You’re very considerate to always keep the vending machines in front of our store clean.” These words impressed on me again that polishing our presence contributes to customer’s peace of mind and safety, and made my efforts feel worthwhile.
Inspired by highly-aware students
Hiroyuki FutakuchiManagement Division
Hokuriku Recycling Center Co., Ltd.
Hokuriku Coca-Cola Bottling Group
The student government of Matto
Junior High School, which is our local
cus tomer , has led a PET bot t le
recycling effort. Students bring PET
bottles from home to school, where
we collect them. We are surprised
and overjoyed by the dedication of
the students, who made sure to
remove the caps and labels from
the PET bottles and then properly
dispose of that waste. Their efforts
encouraged our own activities to promote
awareness.
Sharing ideas with as many coworkers as possible
Yoshimi AbeHuman Resources Group, Human Resources & General Affairs, Administration DepartmentMichinoku Coca-Cola Bottling Co., Ltd.There are eight people in the Human Resources Group
where I work. And we try to discuss ideas with as many of our coworkers as possible. This is done by actively utilizing the meeting spaces scattered throughout the office to elicit the sort of ideas that are seldom heard when working at one’s desk or in conference rooms. I am also part of the company sandlot baseball team, which offers a great opportunity to think about our relationship with the local community.
I am proud to produce
innovative packaging
Shuichi InabaManufacturing Division III, Production Department,
Sapporo Plant
Hokkaido Coca-Cola Products Co., Ltd.
Hokkaido Coca-Cola Bottling Group
The Sapporo Plant is one of a few sites in Japan
t o m a n u f a c t u r e I L O H A S b o t t l e s . M a n y
challenging technical processes are involved in
creating innovative packaging with minimal
environmental impact, so I am proud of our
m a n u f a c t u r i n g a c t i v i t i e s a n d t a k e m y
responsibilities seriously. We have established
targets for reductions in water and energy
consumption at plants so that operations are
every bit as innovative as the bottles we produce.
Proposing new active lifestyle drinks
Kenji BabaGlaceau & New Growth Platforms, Consumer MarketingCoca-Cola (Japan) Co., Ltd.
The greatest value of glacéau vitaminwater, a colorful drink promoted through a unique marketing strategy, is that it provides a variety of products benefi cial to a consumer’s lifestyle under a single brand. The six glacéau vitaminwater products offer benefits tailored to different times of the day, covering the full 24 hours of a consumer’s daily lifestyle through just one brand. I look forward to continuing to enhance the quality of consumers’ lives.
11
Liv
e P
ositiv
ely
The joy and feeling of responsibility in
creating products using the water resources we have worked to protect
Masakatsu UeyamaEnvironment & Public Relations Department
Coca-Cola West Co., Ltd.
Water is an irreplaceable and vital resource
for us as a beverage manufacturer, which
makes it our duty to serve as stewards of
water resources. In 2009, we carried out a
total of eight activities to help protect forest
water sources around the plants in which
Aquarius, providing refreshment during walking and sports activities
Masayuki SatoSports& Energy Category, Consumer MarketingCoca-Cola (Japan) Co., Ltd.
When going to work and on my days off I try to walk for 30 to 45 minutes each day, which is about 2 to 3km. Not only does that help me stay healthy, but also gives me time to think and is an easy way to relax. Aquarius is the optimal drink for quenching my thirst at such times. Fluid replenishment is also important for the activities of athletes. I look forward to continuing to contribute to fl uid replenishment awareness at sporting events such as the National Senior High School Volleyball Tournament, the All Japan High School Athletic Meet (Inter-High), and the Japan U-12 Football Championship.
Vending machines that help vitalize
the local community
Seiya Ogata Vending Machine Business Affairs,
Vending Machine Business Department
Minami Kyusyu Coca-Cola Bottling Co., Ltd.
There are two J2 soccer league club teams with close ties
to the local community in the southern Kyushu area. We
have installed vending machines in the area to support
those teams by providing them with a donation from part
of the proceeds from vending machine sales. In order to
enhance awareness of the need for fl uid replenishment,
we also go to schools to offer Aquarius lecture sessions
and at those events we can feel the intense interest
students have through the range of questions they ask. I
look forward to continuing these activities in the future.
Surveying water source areas to protect valuable water resources
Seiichi TakahashiNagoya Resident, Environment Team,
CSR Promotion Department
Coca-Cola Central Japan Co., Ltd.Implementing “eco-driving” in the way
I drive and the routes I select
Michiko YasudaHarbor Branch II, OCS Oshiage Offi ce
Tokyo Coca-Cola Bottling Co., Ltd.
I am always conscious of the environment when I drive
as part of my job duties. In addition to shutting down
t h e e n g i n e w h e n s t o p p e d a n d m i n i m i z i n g
acceleration and deceleration, I also try to limit my
use of the air conditioner. I also practice “eco-driving”
by checking where I will be going in advance and
selecting a route that minimizes the amount of fuel
and time consumed. I try to conserve water in my
daily life as well, not leaving the water running, and
using a water conservation shower head.
Initiatives with the distinctive Coca-Cola touch
Kenichi NukigawaAsset Management Division, General Affairs DepartmentTone Coca-Cola Bottling Co., Ltd.An effort has been made to incorporate environmentally friendly facilities into our workplace. In addition to adopting LED illumination and ice thermal storage air-conditioning facilities to cut energy consumpt ion, our Kashima Of f ice , which opened last year, aims for a distinctive Coca-Cola touch by incorporating environmentally conscious measures such as using materials fully recycled from PET bottles for the underfl ooring. My personal goal, as well, is to increase the number of ways in which I can contribute to the environment, such as walking to work instead of driving my car.
Thinking about environmental issues with children at Mount Akagi
Tomoya KuriharaTomo Branch, Gunma Branch Offi ce, Business DivisionMikuni Coca-Cola Bottling Co., Ltd.
I participated as an environmental instructor at the October 2009 “Coca-Cola: Learn from the Forest Ecology School” held at Gunma Prefecture’s Mount Akagi. I enjoyed thinking about environmental issues with children, thinning and pruning the woods in the morning, and playing nature-related games in a nearby nature park in the afternoon. I plan on continuing to energetically help with such activities in the future as a way to contribute to local development. I will also strive to reduce my own everyday consumption of resources.
Hisataka InoueGeneral Affairs, Second Manufacturing Section, Tama PlantManufacturing Generalization DivisionCoca-Cola East Japan Products Co., Ltd.The Tama Plant is located near a residential community, so
we work to promote communication with the local residents through our clean-up activities on and along sidewalks near the plant, our efforts to improve traffic safety, and other initiatives. The recycling ratio of our plant waste is an amazing 99.9%. Our coffee grounds are used in disposable pocket warmers and our used tea leaves for cattle feed. We use bio-gas to fuel our boilers for water treatment, and are replacing our heavy oil boilers with gas boilers. We will continue to make such improvements in the future.
Striving for communication in a form only possible for plants neighboring residential communities
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Water s tewardship is v i ta l for a beverage manufacturer. The Coca-Cola Central Japan Products Tokai Plant is ident i f y ing and survey ing water source areas in its role as a Source Water Protection pilot bottling partner. We also invite consumers each year to hands-on workshops at Kanagawa Prefecture’s Lake Miyagase, one of our water sources, as an opportunity to clearly convey our water conservation activities.
we operate. Creating products using the water resources
we have helped protect and delivering them to consumers
is a great joy and also raises our sense of responsibility.
We intend to search for ways to prevent global warming
and reduce energy consumption related to vending
machine operation.
What Do “Health” and “Comfort” Mean to Us?
Ishikawa: First let me tell you a bit about what I do. My staff and I
support athletes and the general public on food matters by providing
dietary advice and coaching and offering lectures. Through our
activities I began to realize certain elements of our support for athletes
who have undergone mental and physical strain could also be used to
help the elderly and the sick. Everyone—whether sick, healthy, or
athletes—has at some point experienced the thrill when our bodies
move in the way we want them to. To me, that’s the essence of
comfort. And once I became aware that the act of drinking is a non-
strenuous way to absorb things into the body at any time, I began to
focus on the importance of drinking.
Nakagawa: Perhaps the key to the Coca-Cola system’s aspirations in
the areas of health and comfort lies in the history of Coca-Cola. The
founder of The Coca-Cola Company, Dr. John S. Pemberton, was a
pharmacist with a deep interest in bioethical issues, as refl ected in the
careful attention he paid to ingredients right from the outset of
developing the product, which I think is a key point.
Kobayashi: I agree. Coca-Cola is celebrating its 124th anniversary this
year and the fact that consumers have continued to drink it over that
long period of time shows how they recognize the value it provides—
as a beverage they can trust that provides enjoyment, refreshment,
and a unique taste. But it’s a fact that some consumers in Japan still
hold a mistaken view of Coca-Cola. In order to encourage as many
people as possible to drink it, we have to engage in a continual effort
to convey that it is safe for everyone to drink. The Coca-Cola
system sometimes refers to such value as “well-being,” using a
broader term than “health” in order to encompass that emotional
aspect.
Ishikawa: The term “well-being” conjures up an image of the
functioning of both body and mind. My impression is it
refers to body and mind in a way that includes a
scientifi c connotation.
Kobayashi: In fact, the concept underlying the current
“Wild Health” advertising campaign for Coca-Cola Zero
is to redefi ne well-being. To deliver a beverage that is
as tasty as Coca-Cola and maintained the wild and
positive brand image of Coca-Cola , but was also
healthy, a trait previously thought incompatible, the
product was literally made sugar and calorie-free. It’s
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Hideaki Matsushita
Senior ManagerMarketing Partnerships & Licensing
Marketing Operations
Manages sponsorship agreements with
athletes and coordinates sponsorship
events.
What can we do, as a beverage manufacturer, to
help consumers lead healthy and comfortable
lives? We were pleased to welcome Offi ce LAC-U
representative Michi Ishikawa, a registered
dietitian who has been advising athletes on
dietary matters, to discuss various aspects of this
topic with associates of Coca-Cola Japan.
C o c a - C o l a D I A L O G
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also free of preservatives and artificial flavoring. The basic idea is to
deliver the healthy image and values consumers generally have of tea
and water in a way unique to Coca-Cola.
Beverages Link Body and Mind
Ishikawa: The Coca-Cola brand image conveys not only taste but also
a broad outlook. Depending on the situation, I think it’s okay for
athletes to drink Coca-Cola for refreshment or enjoyment, though I
wouldn’t suggest they drink it all the time. Too much might lead to
excess sugar and calorie levels. But rather than blame specific
products for being incompatible with health, intake has to be viewed
as a whole. Instead of trying to balance out the calories, I tell athletes
under my instruction to learn to switch themselves on and off and to
consume what is necessary for each situation. To a large degree, food
and the mind overlap. In fact, I believe it’s food that links body and
mind, which is why I never judge an item’s suitability only on its
nutritional or functional value.
Matsushita: I think comfort during leisure time is important. Unless
you’re a machine, I would say the constant pursuit of function alone
with stoic persistence is not always benefi cial. At some point, we all
need to unwind mentally.
Ishikawa: You’re absolutely right. My clients drink Coca-Cola to help
them make the most of their leisure time.
Kobayashi: I’m very happy to hear that. Coca-Cola is a very accessible
beverage that people can drink whenever they feel like it. And perhaps
it would be during their leisure time, when they want to relax, that
athletes would feel like drinking Coca-Cola.
Ishikawa: Yes. They seem to get an exhilarating feeling at those times
they drink it, in a way that is hard for a mere spectator like myself to
fully understand.
What We Can Do to Help Consumers Lead Healthy and Comfortable Lives?
Kayo Kobayashi
Senior ManagerCoca-Cola TM GroupSparkling Category
Consumer Marketing
Formulates annual plans for the
Coca-Cola Zero brand and coordinates a
number of Coca-Cola brand projects.
Shinsuke Nakagawa
Project ManagerScientifi c & Regulatory Affairs
Technical Stewardship, Supply Chain & Commercialization
Handles the appropriate scientifi cally-
based labeling in compliance with laws
and regulations, such as the JAS Law and
the Food Sanitation Act, and coordinates
with various industry organizations.
Michi IshikawaBody Refi ning Planner
Office LAC-U Representative
Mainly coaches athletes on nutrition and
provides courses and lectures to instructors,
parents and other interested parties since
1997. Also offers support for medalists and
fi nalists participating in many international
competitions, including the Olympic Games.
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What We Can Do to Help Consumers Lead Healthy and Comfortable Lives?
Health and Comfort Require “Harmony”
Ishikawa: Let’s use athletes as an example. In order to reach a state of
comfort, athletes fi rst have to acknowledge the current state of their
bodies and then set targets for how they hope to be able to move. By
setting deadlines for achieving targets, they naturally begin to see what
it is they should be doing. You could say that this particular state for
each person is the condition of “feeling good.” Translating that into
drinks, we know, for instance, there are many different kinds of tea.
The one you end up drinking depends on how you want to feel and
the condition you want your body to be in. Enjoyment and image are
also important.
Matsushita: With regard to that point, I think product images as
portrayed through advertising and packaging, for example, help
determine the images people have in their minds when they consume
beverages.
Ishikawa: In my own case, I sometimes want to drink Karada Meguri-
cha , sometimes Minute Maid . Basically speaking, eating is about
consuming foods that match the state of your body on a particular
day, rather than counting
up pluses and minuses.
That’s why I use the word
“harmony” instead of
“ b a l a n c e . ” B a l a n c e
implies you are thinking in
t e rms o f p luses and
minuses, such as : “ I
consumed calories here,
so I’ll cut back there.”
Nakagawa: Achieving
harmony sounds hard
because it means you
really need to be in touch
with your own body.
Ishikawa: It’s not diffi cult.
We’re often told when we’ve caught a cold to consume hot and easily-
digestible food, but that will not necessarily be a good nutritional
balance. The reason we recover quickly nevertheless is because such
foods suit energy-depleted bodies, which need to sweat and have
active white blood cells. When such harmony exists between food and
a person’s body, it can reach the desired condition quicker. The
Coca-Cola system already has a fine product lineup. What matters
now is how consumers decide which ones match their bodies.
Matsushita: Athletes might know what they need, but our products are
consumed by a wide range of people—from children to the elderly.
That means an important task of ours is to portray products in a way
that everyone will understand.
Ishikawa: On that point, I know there are legal rules to follow, but
instead of just listing ingredients, I think nutrition information could be
used better to navigate people toward the right products.
Nakagawa: Yes. There are various legal restrictions in place limiting
what we can say up front about the benefits of a product or its
ingredients, but provision to consumers of information on nutrition other
than lists of ingredients is going to grow in signifi cance. In order to meet
the needs of consumers, the Coca-Cola system in Japan has displayed
nutrition information on all products since around 2003, showing calorie
amounts as well as protein, fat, carbohydrate and sodium content.
Since we want to convey whatever we can to aid consumers in the
selection of products, we should think about making available more
general scientifi c knowledge in addition to nutrition information.
Kobayashi: In the case of Coca-Cola and Coca-Cola Zero, nutrition
information appears in a striking layout to spark consumer interest.
Ishikawa: Yes, it’s very easy to understand.
Nakagawa: The Coca-Cola system in Japan
deploys a broad product lineup in order to
meet the diverse needs of consumers and
the glacéau vitaminwater series is part of
that lineup. Packaging for each product in
the series features a story influenced by its
ingredients.
Ishikawa: In the Vancouver Olympic Village, glacéau vitaminwater was
available and I tried out the entire series. I explained the ingredients to
athletes and recommended situations when they might want to drink
particular products. For example I might say, “Theanine helps you
relax so this one is good at this or that time.”
Kobayashi: It’s a new approach to the energy drinks we’ve made
available so far.
Ishikawa: An interesting idea I learned through my conversations with
athletes at that time is that selecting a drink is an opportunity to refl ect
on one’s own body. This is
very important and leads to
what I mentioned before
about harmony. Refl ect on
yourself and make your
selection based on how
you want to be. I think the
process is highly benefi cial.
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Coca-Cola DIALOG 1
Supporting Healthy Bodies and Minds through Sports
Matsushita: If I might change the topic, the Coca-Cola system is very
active in supporting consumers’ physical and mental health through
sports. Activities belong to one of three main categories. The first is
sponsorship of global sporting events like the Olympic Games and the
FIFA World CupTM
. Consumers get to experience the excitement of
watching or listening to sports while enjoying Coca-Cola system
products. The second is provision of opportunities for enjoying
sporting events in Japan, such as having our products consumed at
J-League soccer matches to add excitement to those events. The
third category is broad assistance for sports in local communities.
Ishikawa: Does that involve citizens actually getting out and moving
their bodies?
Matsushita: Yes. Two events we have sponsored for many years are
Inter-High, or the All Japan High School Athletic Meet, and the Japan
U-12 Football Championship. Sponsorship of Inter-High began in
1993. Sponsorship of the Japan U-12 Football Championship began
33 years ago, in 1977. Assistance for sports at the grassroots level is
provided through the more than 70 sponsorship events that are held
each year together with the 12 bottling partners nationwide.
Ishikawa: We really do see the Coca-Cola logo a lot at many
tournaments.
Matsushita: The FIFA World CupTM
is being held this year. Soccer is an
immensely popular sport among children and many of the players they
look up to are foreigners. This makes the FIFA World CupTM
a fantastic
opportunity for those kids to get a glimpse of the wider world. The
Coca-Cola system likes to give children the chance to participate in
such priceless events as the FIFA World CupTM
and—just as we did for
the last FIFA World CupTM
—has put out a call for flag bearers who will
carry national flags on to the pitch before the games.
Ishikawa: It’s definitely a good idea to let them see the real thing. The
Olympics is another event to actually go and see. Children love it.
Kobayashi: They’ll remember it their whole lives.
Matsushita: The Coca-Cola system can provide those opportunities.
And as long as we have the ability to create opportunities for people to
experience sporting events, from the global stage right down to the
grassroots level, then that’s what we will do.
Ishikawa: Right. Because even players good enough to be in the
World Cup and Olympic athletes start out by experiencing sports
locally.
Into the Future
Ishikawa: Coming here today, I’ve been amazed at how many
products from the Coca-Cola system there actually are. In the future
approach you take toward drinking—for all age groups, from children
through to the elderly—I’d like to see you present products in ways
suited to different needs, which can vary even within a single family.
Kobayashi: Talking with you today, it really struck me when you
pointed out that human beings are able to drink from the moment
they’re born until their very last moment, even if they’re unable to eat.
As an employee of a company selling beverages, reacquainting myself
with the act of drinking could very well broaden my thinking. I have
ideal pictures in my mind of situations where whole families happen to
be drinking our products, days full of opportunities for drinking them,
and brands chosen from one situation to the next that all happen to
be products from the Coca-Cola system. And so I want to carry on
putting forward new and easy-to-understand ideas.
Nakagawa: What really left an impression on me was the idea that our
bodies and minds are so closely connected. We have a tendency to
view things from the perspective of the product brand and I’m not
sure if we’ve given much thought to the mind. I’d like to go deeper
now in our pursuit of comfort.
Matsushita: I’m of the same sentiment and was likewise impressed. I
feel that our supporting consumers’ physical and mental health
through sport and the aspects of comfort and harmony you talk about
are quite compatible, and it has given me confidence. I was reminded
how important it is, not only in marketing but also as a corporate
stance, that we continue such activities.
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Continuously Evolving Zero-Calorie Beverages
Sports Drinks for a Variety of Situations
Coca-Cola Zero, a Beverage Consumers Can Enjoy without Worrying about Calories
The Coca-Cola system has been rolling out zero-calorie beverages
as one approach to creating products that support the healthy
lifestyles of consumers. Coca-Cola Zero, which contains no sugar or
preservatives, was revamped in February 2010, adding “zero artifi cial
fl avorings” to its list of features. Consumers can enjoy the great taste
of Coca-Cola without worrying about calories, preservatives, or
artifi cial fl avorings. In April 2010, we launched Coca-Cola Zero Free,
which keeps the great taste and stimulating
carbonation of Coca-Cola Zero while taking the
“zero” concept to the next level. In addition to
containing no sugar, preservatives, or artificial
fl avorings, it is also caffeine-free.
We have also developed zero calorie versions
of Canada Dry and Fanta , conta in ing no
preservatives and made with pure water.
Aquarius Pro Recovery Shot was launched in March 2010 as the
latest addition to the Aquarius sports drink brand that fi rst appeared
in April 1983. The new product is the first case of collaboration
between Aquarius, dedicated to fl uid replenishment based on sports
science, and adidas, dedicated to athletic performance. Its focus is
on efficiently using energy during exercise. With 1,100mg of soy
peptides, it supports the body after exercise.
Aquarius Vitamin guard is a conditioning drink
with 1,000mg of vitamin C, equivalent to the juice
of 50 lemons; and it is also an isotonic food with
nutrient function claims (vitamin E), optimal not
only for sports but also for everyday refreshment.
Creating New Value in Response to Consumer Needs
The Coca-Cola system strives to create products that support the increasingly diverse values, lifestyles, and needs of consumers. We create delicious, fun new value for a wide range of people by providing them safe and reliable products.
Beverage Benefi ts
Providing Accurate Product Information
The Coca-Cola system’s iconic product, Coca-Cola , has been
completely free of preservatives and artifi cial fl avorings since it was
fi rst created back in 1886. We have worked to reinforce our lineup of
products free of both preservatives and artifi cial fl avorings, such as
our revamping of Coca-Cola Zero in 2010 to contain no artificial
flavorings. In this way, we are providing products that meet the
various needs of consumers.
Coca-Cola and Coca-Cola Zero
have a lso endeavored to c lear ly
convey product information, as with
our nutritional information labeling in
easy-to-read large print for product
packaging. We provide the information
c o n s u m e r s n e e d i n a n e a s i l y
understood form.
Sweating is an extremely effective means of regulating one’s
body temperature when exercising, but fluid loss due to
sweating results in reduced body water volume and increased
body water concentration (osmotic pressure). These changes
limit the body’s ability to control temperatures when exercising,
and impose a significant burden on the circulatory system.
Thermal dehydration results in a loss of both water and sodium,
so replenishing them is essential to restoring the body’s water
levels. Aquarius is a hypotonic fl uid including sodium which is
effective for maintaining extracellular fl uid volume and osmotic
pressure, improving athletic performance and helping prevent
heat stroke. It has been proven through countless studies that
exercise itself is effective in preventing lifestyle-related diseases,
but excessive exercise results in increased oxidant stress,
making the relief of stress after hard training a necessary part of
effective training. It would be wonderful if there were a beverage
product that could also help maintain an optimal stress level
during training.
Ryo TakamataProfessorFaculty of Human Life and EnvironmentNara Women’s University
STAKEHOLDER MESSAGE
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Website http://cocacola.co.jp/positively/market/new.html
Beverage Benefi ts
Proposing New Lifestyles
Making the Everyday Fun—glacéau vitaminwaterThe product glacéau vitaminwater, launched in July 2009, refl ects
the demand for health and food safety by reducing calories and
using pure water, with no preservatives, artificial sweeteners, or
artifi cial colorants. Each individual fl avor of the stylish beverage from
New York contains its own blend of vitamins and minerals.
Six fl avors in total are available, such as glacéau vitaminwater xxx,
a drink that combines açaí palm, blueberries, and pomegranates and
contains vitamin C and niacin; and glacéau vitaminwater power-c,
fl avored with southeast Asian tropical fruit and dragon fruit and also
containing vitamin C and fructose. The
lineup allows consumers to replenish
fl uids in a way that suits their own moods
and lifestyles. The short blurbs on the
packaging also ref lect the brand’s
character, bringing some fun to people’s
busy lives.
Products Supporting Healthy Lifestyles
Flagship Brands Support ing Increased Health Consciousness
The Karada Meguri-cha brand, which supports health from the
inside out based on the Asian health philosophy of the body’s natural
fl ow, was expanded with the October 2009 launch of Karada Meguri-
cha On-yo Blend, a dedicated hot tea containing ginger. In February
2010, the Karada Meguri-cha brand was revamped to contain nine
Or ienta l herba l ingredients and more wol fberry .
Meanwhile, the Sokenbicha brand saw the launch of
Sokenbicha Kurosae, created in response to the health
needs of working people who required a tea that would
help them work with a clear head from the fi rst thing in the
morning. It contains a balanced blend of healthy black-
colored ingredients, such as black soybeans, black
sesame, and black rice, which all contain polyphenol, as
well as premium oolong tea, pu’er tea, and germinated
brown rice.
FOSHU Products, Contributing to HealthThe market for Food for Specifi ed Health Uses (“FOSHU”) certifi ed
by the Ministry of Health, Labour and Welfare grows every year due
to ever increasing health consciousness among consumers.
In order to meet those needs, the Coca-Cola system is working
hard to develop products that support the lifestyles of consumers
who are careful about sugar and fat consumption in their daily lives.
The concept behind Karada Sukoyaka-cha, launched in June 2009,
is to moderate sugar intake. It contains approximately 5g of dietary
fiber (indigestible dextrin) per 350ml, which helps moderate sugar
absorption when the product is consumed together with meals or
dessert.
Georgia Emerald Mountain Blend Daily Oligo Black, which went on
sale in September 2009, contains coffee bean mannooligosaccharide
(mannobiose), which is thought to control fat
absorption and reduce body fat. Because the
substance is extracted from coffee beans, its
taste goes well with coffee, and it can help
reduce both calories and sugar content by half.
Love Body, for Women Conscious of Their Beauty and HealthLove Body, a comprehensive women’s beauty and health brand,
was revamped in February 2010. The
p roduc t con ta i ns na tu re -de r i v ed
ingredients that help women with their
beauty and health concerns from the
inside out. Love Body comes in three
varieties (Protein Works, Ginger Works,
and Rose Hip Works), corresponding to
morning, noon, evening, and night so
that they can be chosen according to a
person’s daily life cycle.
Products Satisfying Exacting Tastes
Reproducing Authentic Taste in a Canned CoffeeIn June 2009, the premium espresso brand illy introduced the illy
issimo canned coffee brand, offering consumers a convenient way to
enjoy the refi ned taste of illy, born in 1933 in the birthplace
of espresso: Italy. illy issimo is loved by the world’s top
chefs and baristas, and is made with the same beans as
those used in restaurants and cafes in over 140 countries
around the world.
Providing the Added Value of “Fun”
Products that Provide New Types of FunFanta Moo Moo White , a sparkling lactic beverage launched in
February 2010, is a low-calorie lactic drink that contains as much
calcium as a cup (200ml) of milk. Its delicious
taste and unique packaging provides the
characteristic fun of Fanta . Coca-Cola in a
350ml ball-shaped PET bottle, introduced in
May, 2010, draws attention because of its
soccer-bal l shaped packaging, adding
excitement to the 2010 FIFA World CupTM and
bringing fun to parties and gatherings.
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KORE Management System In order to maintain a high level of quality, Coca-Cola system
compan ies th roughout the wor ld s ince 2010 have been
implementing the demanding standards of the KORE (Coca-Cola
Operating Requirements) requirements. The Coca-Cola system’s
previous management system, TCCMS (The Coca-Cola Management
System), also achieved progress in responding to consumer quality
concerns, but this year the new KORE requirements was introduced
as a new management system framework to continue to respond to
market changes and the high expectations of consumers.
The KORE requirements includes standards related to quality, food
safety, the environment, and safety & loss prevention for activities
ranging from raw mater ia l procurement and production to
distribution/transportation, sales, and delivery of products to
consumers.
Given the strong interest of consumers in food safety recently, we
believe that it has become more essential than ever in the current
period to forge a bond of trust between manufacturers and
consumers of the sort that cannot be expressed numerically or
scientifi cally.
We continually implement initiatives related to safety, based on the
KORE requirements, so that consumers have trust in Coca-Cola
system products, knowing they are safe, which in turn enhances
their confi dence in the corporate brand as a whole; and engage in
the rigorous manufacture of products everyday in an effort to
generate a sense of reliability based on the safety of those products.
Initiatives to Ensure “Safety” and “Reliability”In order to provide consumers with products as well peace of mind, the Coca-Cola system implements thorough quality management based on strict standards—from the procurement of raw materials to the sales of products. We believe that continually implementing safety measures builds up the reliability of the brand itself.
Process Leading up to Product Delivery to Consumers Based on KORE
Coca-Cola (Japan) Co., Ltd.
Carry out product planning,
marketing, and improvements
based on consumer feedback
Coca-Cola Tokyo R&D Co., Ltd.
Develop products and provide
technical support
Supplier selection and approval
Implement and certify audits
based on Supplier Guiding
Principles established by The
Coca-Cola Company
Examination ofraw materials
QA analytical service examines
the quality of raw materials
Production
Production based on strict
quality management, including
the quality of water used, in
line with KORE guidelines
Release of raw materials
Suppl iers and Coca-Cola
Japan test raw materials and
ship those that are acceptable
Transportation
Raw materials are transported
in a state allowing confi rmation
of sealed packages to maintain
quality and safety
Delivery
Raw materials are delivered
to bottling plants nationwide
To consumers
Please direct comments and
suggestions to the Coca-Cola
Consumer Service Center
Sales
Products delivered to convenience
stores, supermarkets, vending
machines, etc.
Confi rmation of quality of products
on the market
Check the quality of products purchased using the same channels
as ordinary consumers (convenience stores, vending machines, etc.)
0120-3( tol l free)
08509Hours: 9:30 a.m. – 5 p.m. (except weekends and public holidays)
Thorough Quality Management Based on a Consistent Framework
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Beverage Benefi ts
Fundamental KORE ConceptsKORE establishes strict voluntary standards that exceed the
requirements of ISO and applicable laws.* For example, there are
over 280 analysis items for water quality alone, with that analysis
performed on a regular basis. At least once a year a third-party
certifi cation body measures the degree to which actual performance
was in line with targets set. This objective evaluation ensures that
Coca-Cola system’s quality management system operates in a fair
and equitable way.
KORE is a governance model and management system framework
uti l ized by the Coca-Cola system, which conducts business
throughout the world, and is regularly updated by The Coca-Cola
Company. The Coca-Cola system in each region adds to the
published specifications and requirements pertaining to its own
marketplace, always striving to optimize their operations. Products
sold in limited regions follow required rules in addition to KORE,
under the responsibility of local companies.
Overall Structure of KOREKORE is composed of a structure that breaks down the categories
of Quality, Food Safety, Environment, and Safety & Loss Prevention
into the following five levels: Policies, Standards, Specifications,
Requirements/Method, and Procedures, and References. The top
four layers—from Policies to Requirements/Method—indicate what
results are required to be achieved. The Procedures and References
layers indicate how these results are to be attained, sharing the best
practices used around the world throughout the Coca-Cola system.
KORE Management System Framework Diagram
*Quality standards are largely based on ISO
9001; Food Safety standards on ISO 22000
(FSSC22000); Environment standards on ISO
14001; and Safety & Loss Prevent ion
standards on Occupational Health and Safety
Assessment Series (OHSAS) 18001
LEVEL 1
Safety&
Loss PreventionReferences
EnvironmentalReferences
Food SafetyReferences
QualityReferences
LEVEL 5
Safety&
LossPreventionProcedures
EnvironmentalProcedures
Food SafetyProcedures
QualityProcedures
Safety&
LossPrevention
Requirements
EnvironmentalRequirements
Food SafetyRequirements
QualityRequirements
LEVEL 4
Safety&
LossPrevention
Specifications
EnvironmentalSpecifications
Food SafetySpecifications
QualitySpecifications
Safety & LossPrevention
EnvironmentFood SafetyQuality
LEVEL 3
Safety&
Loss PreventionStandards/Regulations
EnvironmentalStandards/Regulations
Food SafetyStandards/Regulations
QualityStandards/Regulations
ISO 9001ISO 22000
(FSSC 22000) ISO 14001 OHSAS 18001
LEVEL 2
References
HOW
Procedures
Requirements/Methods
Specifications
Policies
WHATStandards
Systems for Preserving Quality
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Supplier Guiding PrinciplesSupplier Guiding Principles are the basic rules applied by the
Coca-Cola system throughout the world that go beyond merely
procuring high-quality raw materials to also encompass and assess
all aspects of the companies with which we do business, including
their adherence to laws and ordinances and their administration as
fair and equitable enterprises. In addit ion to requir ing legal
compliance, the program also prohibits child labor and asks
suppliers to be cognizant of human rights and global environmental
issues. This includes providing briefi ngs and training sessions when
required and also encouraging potential suppliers to understand and
share these values before we enter into contracts with them. After
business transactions commence, third parties are commissioned to
perform regular audits and verify application of the guiding principles.
Partnerships to Enhance QualityThere is a diverse range Coca-Cola system products, including
sparkling beverages, teas, coffee drinks, and juices. The Coca-Cola
system also employs KORE requirements when purchasing raw
materials, ensuring that suppliers meet those standards when
procuring such materials. In order to thoroughly maintain a high level
of quality for all raw materials we purchase, analysis certifi cates or
inspection data are issued by our Japanese or overseas suppliers to
confirm quality, and then the raw materials are inspected again by
Coca-Cola Japan. An average of 600 to 700 samples may be
inspected in any given week. Before we enter into transactions with
new suppliers, we visit their worksites and confi rm whether they use
any agrochemicals that are not approved in Japan. Furthermore, the
Coca-Cola system works in partnership with its suppliers to support
a high level quality through regular audits to confirm adherence to
the requirements of KORE.
Fostering Partnerships for GrowthWhile we impose rigorous guidelines regarding our relationship
with suppliers, we also endeavor to discover promising producers
around the world and help them to reach the levels that we require.
Since 1994, we have been in a business relationship with The
National Federation of Coffee Growers of Colombia (Federación
Nacional de Cafeteros de Colombia; FNC). We provide on-going
support to FNC-member suppliers with regard to local technical
guidance and environmental measures as well as the management
of labor resources, and have also contributed to the construction of
a system to reliably and comprehensively cover processes ranging
from the cultivation of coffee beans at the highest levels in the world
for quality and quantity to the roasting of those beans.
Security during Transportation of Raw MaterialsAs with quality control during cultivation and harvesting, the utmost
consideration is given to ensuring security during transportation. This
includes innovative packaging ideas, such as the use of tape bearing
the Coca-Cola logo for cartons and containers so that it is clear if
they have been opened. If the tape is broken, the raw materials will
not be used. We work to ensure the complete safety of raw materials
through this sort of c lose attent ion paid to transportat ion
management.
Initiatives to Ensure “Safety” and “Reliability”
Finding the Best Raw Materials and Transporting Them Safely
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Website http://cocacola.co.jp/positively/market/quality.html
Beverage Benefi ts
Obtaining International Certifi cation for Food SafetyThe 28 bottling plants located in Japan all introduced the new
KORE requirements in 2010. Moreover, in order to further enhance
product safety, the plants will obtain outside certifi cation from such
internationally standards as ISO 9001, ISO 22000, ISO 14001, and
OHSAS 18001. For the area of food safety in particular, the plants
are aiming to obtain FSSC 22000 certification, which is more
effective than ISO 22000. Currently, seven plants of the Coca-Cola
system have received FSSC 22000 certification, and they are the
only beverage plants in Japan to do so (as of July 1).
“Polishing the Water”The global water quality standards established by The Coca-Cola
Company incorporate the analytical categories and numerical values of
the World Health Organization (WHO). The Coca-Cola system in Japan
compares those standards with water quality standards in Japan and
the Japanese Waterworks Law, applying whichever is the strictest.
Bottling plants throughout Japan carry out routine testing prior to
manufacturing, including sensory testing, physical and chemical
testing, and visual inspections. This is performed by examiners who
have been certi f ied in-house. Meanwhile, annual checks of
conformity to Coca-Cola system water quality standards are also
implemented. In order to manufacture products using water that has
met such standards, the water passes through four different devices,
including a high-performance filter and activated carbon. This
process, which we call “water polishing,” results in highly-purified
water for use in products.
Plant Safety and Sanitation ManagementProducts are subject to strict sanitation management during the
manufacturing process. For tea and coffee drinks that use natural
ingredients in particular, we create aseptic filling lines to eliminate
bacteria at the filling and capping processes. Plant employees are
also subject to daily health checks, and we pay attention to
maintaining both sanitary conditions as well as occupational safety
for our employees. We also work to improve safety through the
implementation of risk assessments, which are based upon accident
prediction training. Systems are in place to regularly identify potential
risks and limit them.
For measurements and inspections to verify safety, it is important
not only to numerically indicate those results but also have processes
in place to draw conclusions from those figures. This can function
properly when the measurement equipment is accurate, the
employees in charge are skilled, and there is understanding from the
outset among those involved in the inspection regarding the
necessity of what they are doing.
We aim to ensure consumers’ peace of mind by safeguarding
safety through such harmony between the system, equipment, and
personnel. Our mission is to always seek to improve the system and
introduce new equipment to enhance productivity and stability as a
way of both maintaining the quality of our products and ensuring
good workplace conditions for plant workers.
Safety and Reliability in Manufacturing
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Internal System to Respond to Consumer Feedback
Consumers
Consumer Service Center
12 bottling partners
nationwideRelated departments
Top management,
Quality Assurance, Marketing,
and other related departments
Delivering the Best Possible Products at all TimesThe Coca-Cola system characteristically takes it upon itself to
perform distribution through to the delivery of products after
shipment from plants. In this sense, it can be said that our approach
to quality extends all the way to the point where consumers obtain
our products. For retail outlets and vending machines, where
customers are free to arrange product displays and replenish stock,
we distribute pamphlets that include information on precautions
relating to quality management. KORE governs quality management
at the transportation and sales stages as well. We engage in
ongoing, collaborative research with bottling partners on such issues
as the timing with which products should be offered for sale in
stores, heating and cooling temperatures so that products are in
their optimum state when purchased by consumers, appropriate
inventory management approaches for vending machines, and
subtle changes that can take place prior to a product being sold.
Survey of Products on SaleOne of our post-shipping quality management programs involves
surveys of products on sale. We randomly purchase about 400
samples a month and send them to the Coca-Cola system’s
research laboratory in Shanghai for detailed quality inspection. This is
done to confi rm that the products on sale in the market maintain a
high level of quality.
Responding to Consumer FeedbackThe Coca-Cola Consumer Service Center receives an average of
300 calls and e-mails each day. We carefully sort through opinions
and inquiries received from consumers on a daily basis and provide
feedback from analysis of those comments to development
departments. Product formulas are even modified on occasion
where necessary. In response to consumer inquiries, desires, and
comments, the center works with the consumer’s local bottling
partner, aiming to provide a speedy, accurate and sincere response
and information as needed. Consumer feedback is also checked
each day on our data systems, and information is shared with
relevant departments where appropriate. In addition, starting in
November 2008, we launched the Consumer Feedback Portal on
the company intranet, so that al l employees, including top
executives, can view feedback from consumers. We have created a
structure to continually improve the quality of our products and
services by sharing the perspectives of consumers throughout the
company in a timely fashion based on consumer feedback. Up to
now, this has led to numerous examples of improvements, including
easy-to-hold PET bottles and easily-removed labels.
A data system has also been set up to automatically send notices
to contact points in departments if similar comments are received
multiple times about the same product from the same plant over a
certain interval of time. This mechanism helps to ensure that nothing
is overlooked. Issues that impinge on safety, in particular, result in
immediate verifi cation and response.
Initiatives to Ensure “Safety” and “Reliability”
Support for Retailers
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Beverage Benefi ts
IMCR Structure
Under the risk-management system outlined above, and based on the detailed version of the H1N1 Infl uenza countermeasure guidelines of the
Ministry of Agriculture, Forestry and Fisheries, the Business Continuity Plan (BCP) was formulated and measures adopted. The plan foresees a
virulent or highly virulent outbreak of H1N1 influenza and examines measures to prevent an epidemic based on an evaluation of the risks of
contagion. The plan includes measures and action guidelines, including health checks for employees and the practice of hand washing and gargling.
BCP involves the following three steps: 1) conducting an analysis of the infl uence on business of an infl uenza outbreak to grasp the impact if business
is suspended and what resources are important for key operations; 2) on the basis of that analysis, examine the risks to business operations of a
virulent or highly virulent outbreak of H1N1 Infl uenza; and 3) formulate precise response measures and conduct simulations on business continuity.
COLUMN Business Continuity Plan (BCP) to Respond to an Outbreak of H1N1 Infl uenza
President
IMCR members
IMCR CommitteeIMCR Committee
Report /
Collaboration
Coca-Cola (Japan) Co., Ltd. Bottling partners
IMCR coordinator
The Coca-Cola Company
President
IMCR members
Initial Assessment Team
Collect information and assess the risk
Initial Assessment Team
Collect information and assess the risk
IMCR
coordinator
Sales department
CustomersConsumers
Consumer Service Center
Incident Management & Crisis Resolution StructureIncident Management & Crisis Resolution (IMCR) is a common
global program developed by The Coca-Cola Company, and is also
employed in Japan. Once every year we conduct an assessment of
latent risks involving our business activities, including such areas as
human resources and organization, products and markets,
infrastructure information, as well as fi nancial affairs; formulate and
implement countermeasures; and then report to the headquarters in
the United States. The program seeks to minimize the impact even if
risks materialize.
For example, if there is a report connected to quality issues, the
IMCR coordinator immediately organizes an initial assessment team
consisting of representatives from relevant departments. This team
collects information, formulates initial responses, and investigates the
level and scope of risk. If it appears the problem could become more
widespread, the team is expanded to an IMCR Committee that is
responsible for developing responses as well as examining
communications approaches for consumers, customers, the media,
and other stakeholders. And bottling partners employ this same
system. The IMCR coordinator serves as the central point for
gathering and communicating accurate information so that there is a
uniform response throughout the Coca-Cola system.
The Coca-Cola Company conducts business throughout the
world, which means that a problem that occurs in one country can
rapidly spread to others. Accordingly, reports are sent to The
Coca-Cola Company’s Operations Center, which operates 24 hours
a day to coordinate actions. Risk management is not mastered
overnight. In addition to manuals, the Coca-Cola system has system-
wide training programs, including basic training courses, intermediate
level risk assessment training, and advanced simulation training
programs. These courses are offered regularly to all Coca-Cola
system companies, and case studies are shared throughout the
system. Bottling partners also conduct their own training for plants,
account managers, and newly appointed managers. This section has
outlined our mechanisms for the area of safety, but obviously efforts
to link them to improving product reliability and building unshakable
relationships of trust with consumers should always be considered a
work in progress. We will continue to implement activities aimed at
ensuring the safety and reliability of our products.
Mechanisms to Support Safety and Reliability
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Active, Healthy Lifestyle
Initiatives SupportingConsumers’ Active, Healthy LifestylesThe Coca-Cola system, as a beverage manufacturer, provides and promotes accurate information regarding fl uid replenishment in order to support healthy lifestyles. We support active lifestyles by promoting and supporting a wide range of sporting events, on both the global and local level.
Sponsors the FIFA World CupTM
Japan U-12 Football Championship
Soccer has the allure of bringing people together. People who
watch or play soccer together can refreshingly share the same sorts
of dreams as well as a sense of hope and exhilaration, regardless of
language barriers. The powerful partnership between The Coca-Cola
Company and the Fédération Internationale de Football Association
(FIFA) dates back to The Coca-Cola Company’s support for the fi rst
FIFA World Cup™ tournament, held in Uruguay in 1930. The Coca-Cola
Company began stadium advertising with the 1950 FIFA World Cup
Brazil™, and became a FIFA World Cup Official Partner when that
sponsorship program started with the 1978 FIFA World Cup
Argentina™. In 2005, The Coca-Cola Company extended its Offi cial
Partner contract to encompass the 2022 tournament, when the
company will have been an offi cial sponsor for over 70 years. This
powerful partnership will make The Coca-Cola Company the longest
standing FIFA World Cup™ offi cial sponsor. At the 2010 FIFA World
Cup South Africa™, Coca-Cola Japan highlighted the bond between
the World Cup and the Coca-Cola brand, sending out a positive
message befi tting Coca-Cola through
communication such as advertising,
hands-on events, product packaging,
and marketing activit ies, with the
overarching theme of “What’s your
celebration? Open Happiness!”
Holds the FIFA World Cup™ Trophy Tour by Coca-Cola for the 2010 FIFA World Cup South Africa™
Leading up to the start of the 2010 FIFA World Cup South
Africa™, the Coca-Cola system presented the FIFA World Cup™
Trophy Tour by Coca-Cola, displaying the one-and-only FIFA World
Cup™ championship trophy, an object of fascination to both soccer
fans and non-soccer fans alike. Prior to the start of this year’s FIFA
World Cup™, the championship trophy was showcased in 91 cities
in 85 countries around the globe, starting with FIFA headquarters in
Switzerland. In total, the worldwide events spanned a period of nine
months, allowing people far and wide to experience first-hand the
unique championship trophy. On
Apri l 23 the trophy arr ived in
Japan, where over 7,000 people
got a chance to see it up close
during the four-day event and
savor the joyful atmosphere.
Dispatches Coca-Cola Flag Bearers to 2010 FIFA World Cup South Africa™
The Coca-Cola system dispatched fl ag bearers to the June 2010
FIFA World Cup South Africa™, as it did for the 2006 tournament in
Germany, to carry the national flags of participating teams while
leading the players onto the pitch.
The 18 junior high school students
selected in a public contest to be
fl ag bearers for the three Japanese
matches returned to Japan after
t h e t o u r n a m e n t w i t h j o y f u l
memories of seeing the world from
a new perspective and of meeting
children from other countries.
The Coca-Cola system in Japan has been a special supporter of
the Japan U-12 Football Championship tournament ever since it was
first held, over 30 years ago. Since 2005, in order to support the
dreams of children who aspire to play soccer on a global level,
Coca-Cola Japan has held the Coca-Cola Soccer Dream Camp, as
part of the offi cial tournament program, allowing participating children
to experience the joy of communicating in English.
J. League and Coca-Cola Zero
Coca-Cola Japan entered a two-year contract with the Japan
Professional Football League (J. League) as an official sponsor in
January 2009. Currently, local bottling partners are involved in
sponsoring, in some form or another, 16 of the 33 J1 and J2 teams.
The Coca-Cola system’s corporate activities share much in common
with J. League’s philosophy of supporting grassroots activities,
cultivating healthy minds and bodies, and contributing to international
exchange and goodwill. By providing more people with opportunities
to come in contact with the allure of soccer, the Coca-Cola system
hopes to help cultivate and strengthen the soccer movement in
Japan.
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Website http://cocacola.co.jp/positively/active/
Active, Healthy Lifestyle
Fluid Replenishment Education during the Vancouver Olympic Winter Games
Qoo Dietary Education Project
The Coca-Cola Company has been involved in the Olympic Games
since the 1928 Olympic Games in Amsterdam, and has actively
supported the activities of participating athletes as a worldwide
partner.
For the Vancouver Olympic Winter Games held in February, 2010,
the Coca-Cola system in Japan carried out promotional activities at
the Sapporo Snow Festival and other events to raise awareness of
the importance of fluid replenishment during winter. In winter,
dryness leads peoples’ bodies to lose fluid more easily, yet their
recognition of the need for fl uid replenishment is lower in winter than
in summer. Through promotional
campaign activities for Aquarius,
which supports those who enjoy
sports in a variety of ways, the
Coca-Cola system has impressed
on people the importance of
fi tness management through fl uid
replenishment.
In addition to the Olympic Games, surveys on the
sporting activities of male and female workers in their
20s and 30s have also been carried out for Aquarius ,
providing content that stresses the importance of fluid
replenishment, including the provision of clear scientifi cally
based information on the product’s website regarding why
fl uid replenishment is important and how to best replenish
fluid when playing sports. The Coca-Cola system will
continue to highlight the importance of fl uid replenishment,
not only through a variety of sporting events but also with
regard to light exercise in daily life.
The Coca-Cola system in Japan, based on a bel ief in the
importance of conveying accurate dietary information to children, has
been offering a nationwide dietary education program for both
parents and children since 2006 via its fun-loving kids’ drink Qoo. In
order to promote a balanced diet for children, the Coca-Cola system
has published “Let’s Eat Properly Exercise with Hiromichi and Qoo”
(supervising editor: Motoko Sakamoto, M.D., Vice-President and
Professor at Wayo Women’s
University), normally called “Qoo
Dietary Educat ion Exercise.”
Through such exercise, children
learn the importance of a well-
balanced diet, of eating together,
and of en joy ing eat ing when
hungry.
Supporting the All Japan High School Athletic Meet
The All Japan High School Athletic Meet, also known as Inter-High,
brings together high school athletes from all 47 prefectures across
Japan. The Coca-Cola system has been an offi cial special sponsor
of the competition since 1993 as a way to help support the sound
development of youth through sports.
The Coca-Cola system supports fl uid replenishment of participants
through the free supply of products on a large-scale at the various
venues of the competition. Fluid replenishment does not only
contribute to supporting the performance of the participants, but is
also effective in preventing heat stroke among the teachers,
students, and volunteers at the summer event.
The Coca-Cola system provided the roughly 30,000 athletes who
participated in the 2008 Saitama Meet with official T-shirts to
commemorate the event, made of 50% recycled PET bottle
materials, in addition to installing a Recycling Station at some venues
to promote recycling awareness. The opening ceremony of the Chura
Island Okinawa Meet 2010 held at the Okinawa General Athletic
Stadium, starting on July 28, will be attended by top athletes from
high schools across Japan. The Coca-Cola system will be recruiting
Coca-Cola All Japan High School Athletic Meet Reporters from
across Japan, and sending them
to Okinawa. These special high
school student correspondents
will convey back to people in their
home countries the vibrancy and
energy of the competing high
school athletes.
The All Japan High School Athletic Meet, also known as Inter-
High, gathers top high-school athletes together for a major
competition with the most competitive events of any such event
in Japan, producing a wealth of excellent athletes. The long-
standing support of the Coca-Cola system, a global beverage
company and sponsor of the Olympic Games and FIFA World
CupTM
, is extremely signifi cant. The Coca-Cola system has not
only supported nationwide high-school competitions, such as
Inter-High, but has a strong image of continually promoting a
wide variety of sporting events spanning a great diversity of
areas and ages. It is one of the leading companies supporting
healthy living by promoting sports. I hope that the Coca-Cola
system continues to promote sports through its assistance in
maintaining and developing Inter-High as a symbolic event for
high school students across Japan.
Kazunobu UmemuraExecutive Managing DirectorAll Japan High School Athletic Federation
STAKEHOLDER MESSAGE
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Kenshi Matsuoka
Project ManagerTechnical Commercialization Package
Technical StewardshipSupply Chain & Commercialization
Responsible for product packaging and supervised
development of the lightweight I LOHAS bottle.
2
What can we do now to lessen the impact of beverage
containers on the global environment? We invited Dr. Misuzu
Asari, an assistant professor at Kyoto University’s Environment
Preservation Center whose contribution in the environmental
field primarily consists of research on waste, to discuss
“Sustainable Packaging” initiatives being advanced by the
Coca-Cola system.
C o c a - C o l a D I A L O G
Environmental Impact of Packaging and Related Initiatives
Onishi: Today’s theme is “Sustainable Packaging” and I’d like to start
by introducing the history of container-related initiatives of the
Coca-Cola system. It’s no exaggeration to say that the history of the
Coca-Cola system’s environmental activities parallels the history of
containers. In the 1970s, the Coca-Cola system ran a “Hello Beautiful
Japan!” Keep Japan Beautiful campaign to combat littering of post-
consumer containers. This was an active effort involving local clean-up
activities and donations of container collection boxes. During that time,
beverage containers underwent a transformation into PET bottles and
were made lighter. Then came the dawn of the environmental age,
and by around 2004 the concept of “Sustainable Packaging” had
emerged. One reason “Sustainable Packaging” is currently a priority
issue for management is the “Live Positively” guiding principle for our
business adopted in 2008. We’re pursuing “Sustainable Packaging” in
line with this business principle. In terms of our aims, “Sustainable
Packaging” fi rst of all has to be easy to use. It must also be compatible
with the environment. And fi nally it has to be fun, which is an element
that typifies the culture of the Coca-Cola system. The Coca-Cola
system views packaging
as sustainable when it
sa t is f ies those three
criteria.
Asari: Your explanation of
t h e b a c k g r o u n d t o
a c t i v i t i e s t h a t h a v e
continued since 1970 is
very enlightening. In the
1970s in Kyoto, where I’m
based, citizens were also
involved in deliberation on
an “empty can ordinance”
so your comments remind me of the close relationship between
packaging and waste and environmental issues. Because I work in
circles that research and act on environmental issues, I’m aware there
is some sentiment opposed to the beverage industry. But I personally
have vivid memories from when I was a child of drinking bottled
Coca-Cola on special occasions, like when we visited an inn
somewhere. I sense that part of those experiences and memories
contains the fun element of Coca-Cola. I’d like to see you continue
initiatives that stick in people’s minds in the area of “Sustainable
Packaging” too. I’ve been researching waste since my days as a
student and know how much the emergence and spread of PET
bottles has influenced the proportion of waste accounted for by
packaging and containers. But ever since I LOHAS was launched last
year, PET bottles have been assessed very differently. The well-known
life cycle assessments (LCA), conducted around 10 years ago,
showed that multiple reuse of glass bottles had the lowest impact on
the environment, followed by paper, with PET bottles near the bottom
of the list. However, the latest LCAs submitted to a review committee
of the Ministry of the Environment to which I belong found that one-
way PET bottles—assuming they are lightweight PET bottles
like I LOHAS and will preferably be recycled back into bottles—have
the lowest environmental impact. It was staggering news. And now we
have the PlantBottle. It’s amazing how things have changed over the
last couple of years. Today I hope to hear some hidden insights into
packaging development that I can help to spread.
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Kentaro Onishi
ManagerEnvironmental Performance Management Group
Public Affairs & Communications
Coordinates overall environmental measures for the
Coca-Cola system, including the formulation
of env i ronmenta l s t rategy, de l iberat ion on
environmental measures relating to areas such as
containers, packaging and waste, and support for
environmental sales and marketing.
Yukie Watanabe
Assistant ManageriMarketing
Marketing Operations
S u p p o r t s m a r k e t i n g a c t i v i t i e s t h r o u g h
administration of web-based media. Handles a
broad range of areas, from product information to
corporate matters.
Misuzu AsariAssistant Professor
Environment Preservation CenterKyoto University
Graduated from Kyoto University’s Undergraduate
School of Global Engineering (Faculty of Engineering)
and received a doctorate in engineering at the
university’s graduate school, where her research
theme centered on the issue of waste. Analyzes
household item fl ows through to the waste stage as
well as people’s behavior; and also advances social
programs such as the 3R & Low-Carbon Society Test
and “Bikkuri! Eco Hyaku-sen” environmental exhibits.
Our Challenge of Pursuing “Sustainable Packaging”
Undertaking the Challenge of Container Development
Matsuoka: The development of the I LOHAS bottle you mentioned
took about two years. The Coca-Cola system in Japan was quick to
focus on environmental considerations based on the “sustainable
packaging” concept, and now that around 70 percent of beverages
come in PET bottles, reducing the weight of those bottles has become
an important task for us. All the knowledge we’d acquired about
reducing weight in the past was brought together for the development
of the I LOHAS bottle, which got underway in 2007. We managed to
produce a 520ml bottle weighing only 12g, which is approximately 40
percent lighter than our conventional bottles.
Onishi: So we achieved the lightest weight in Japan.*
Matsuoka: The thing about “Sustainable Packaging” is it has to be
easy to use or the consumer won’t accept it. Even if a product comes
in a light container, consumers won’t buy it if the container is hard to
hold because it collapses in your hand or is diffi cult to drink from. We
set out to achieve the lightest container while retaining ease of use.
Asari: Is there a reason for each one of these indents and rises?
Matsuoka: Yes. The cross-section of this groove around the bottle is
shaped like a pentagon. An ordinary round shape would become oval
if pressure was applied so that when you went to drink it would distort
and you would spill the contents. We put a lot of thought into fi nding a
shape that was solid, and settled on a pentagon because it doesn’t
give way easily. We also shifted the topology to make it even tougher.
Asari: Not only does the bottle look good, there’s meaning behind
how it looks.
Watanabe: The fact you can twist it like a towel had quite an impact.
Matsuoka: Even if we say we’ve reduced the weight, nobody can tell
the difference just by looking at it. It’s when people see the bottle
being crushed so easily in a TV commercial that they truly understand
how light it is.
Onishi: There are other merits. Before putting empty containers out to
be recycled into new resources, we have to store them at home.
Consumers will recognize the benefi ts of containers that take up less
space, and recycling will be pushed ahead.
* I LOHAS is packaged in the lightest small PET bottle produced in Japan for products
550ml or smaller (as of March 2010; according to research by Coca-Cola Japan)
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Asari: As containers and packaging account for around 60 percent of
the volume of waste, I wish all other containers were twistable!
(Laughs) Because when they’re collected, most of what you’re
transporting is air. In that sense, this bottle creates a win-win situation
for everyone.
Matsuoka: The I LOHAS product was an enormous challenge for us
as well. And because no manufacturing company had ever made such
a light bottle before, there was disagreement even within the company
about whether we should introduce it or not. Subsequent consumer
research convinced us that consumers would be attracted to a bottle
if it was both light and easy to use.
Asari: A lot of the time nowadays it’s consumers who lead the way.
That goes for the environment, too. The question for companies is: Do
they have the courage to put out products that move one step further
ahead than that?
Onishi : That’s r ight .
The same app l ies to
opportunities to partake
in environmental activities.
Environmental activities
we can implement every
day include recycling and
energy saving.
Matsuoka: In the case of
environmentally friendly
cars and home appliances,
you might only get one
chance every few years
to buy an environmentally
fr iendly product. But
consumers have countless
opportunit ies to buy
beverages. I think it’s great that consumers can easily take part in
environmental activities.
Asari: Consumer behavior is a form of voting in a way because people
cast “votes” for products they like on a daily basis. The negative
assessment of PET bottles over the last two decades has left an
impression on consumers’ minds, but I LOHAS turned that on its
head. I see it as a major turning point. And now you’ve introduced the
PlantBottle. And if this continues into the future, it should be a major
development in terms of reducing reliance on fossil fuels.
Onishi: We can reduce weight only so far and reaching a level of “zero”
is impossible no matter how intense the competition for development.
That leaves changes to raw materials as another option. The
PlantBottle was developed using renewable plant-based materials,
which is another key word. Raw materials used include molasses, a
by-product of the processing of sugar cane into sugar. PET bottles are
usually made using 70 percent terephthalic acid and 30 percent
monoethylene glycol. In the PlantBottle, the 30 percent monoethylene
glycol component has been replaced by plant-based materials.
Despite the fact that plant-based materials are used, the strength,
durability, and permeability properties are identical to ordinary PET
bottles. The new bottle can also be 100 percent recycled using the
same methods as for conventional PET bottles.
Asari: It sounds as if it might take time before consumers can hear the
term PlantBottle and know what it means.
Watanabe: We’re conveying to consumers that it’s a new bottle
derived from plants.
Onishi: Unlike the “twistable” angle we took on I LOHAS, we have to
explain the benefits because consumers are unable to experience
them personally. This is something we have to work on.
Asari: I’d defi nitely like to see you convey that fact. As for the materials,
30 percent is the maximum for the plant-based component. Do you
intend to take that further?
Onishi: In the future we want to make a bottle entirely from plant-
based material. And while we currently use sugar cane as a raw
material, we’re conducting research based on a future vision whereby
biological materials—specifi cally wood waste, corn stems and leaves,
wheat stalks, and other plants not used for food—will be used as raw
materials.
Proposing “Enjoy Eco!” as a Fun Environmental Activity
Onishi: The Coca-Cola system in Japan is about to launch an “Enjoy
Eco!” program focusing on interactive activities together with
consumers over the entire packaging life cycle in the hope of achieving
even greater results. In the sales stage of the life cycle we will
showcase environmentally friendly Coca-Cola system products to
consumers and we also plan to develop and introduce new recycling
boxes that will add enjoyment to sorting and collection after
consumption. Their shape and design, which highlights their function
as container collection boxes rather than litter bins, will incorporate the
Coca-Cola system’s unique focus on fun.
Watanabe: Another idea for recycling or reuse that we implemented
last year was a donat ions program that made use of the
“Mobage-town” game and
social networking site for mobile
phones. For the program, a
resident of Mobage-town—a
Coca-Cola character named
Cokeski—collected avatars from
Mobage-town users after they
were f in ished with them. A
Our Challenge of Pursuing “Sustainable Packaging”
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contribution corresponding to the number collected was then made to
the NPO “green bird,” which runs town clean-up activities. Enough
funds were raised through the program to purchase recycling stations
(can crushers) that were presented to green bird.
In my department, where we handle licensed merchandise, we also
have plans to sell items made from recycled PET materials through
collaboration with Beauty & Youth United Arrows. We hope to use
merchandise in this way to help promote participation in environmental
activities as a cool thing to do.
Asari: Today’s consumers won’t buy items simply because they’re
environmentally friendly, which is only natural, but it means that products
need something extra, like a good design, a fashionable image, or ease
of use. I look forward to seeing the results being made in this area.
Our Future Challenge
Matsuoka: When we launched I LOHAS, it was the lightest product in
the Coca-Cola system worldwide. Now the Coca-Cola system in
Europe, Korea, and China have followed suit, so the whole system is
in competition with itself. Naturally, the same goes for our competitors.
This competition is probably good for the future of the global
● The “Enjoy Eco!” Program
● Eco-packaging innovation
Taste, Enjoyment, Ease of Use
Lightweight PET bottle:
PlantBottle
● Introduction of new post-consumercontainer collection boxes
Fun Sorting, Fun Collection
● Cooperation with local communitiesLocal community clean-up activitiesSupport for “green bird” and other organizations
● Sale of items made from recycled PET materials
Recycling Turns into Fashonable Items
Collaboration with a fashionable apparel brand
Sales
Production/Distribution/
Transportation
Planning/R&D
Recycling
Collection
Coca-Cola DIALOG 2
environment, but our challenge will
be to come out on top.
Onishi: The Coca-Cola system is a
global enterprise and, as one of the
biggest users of containers and one
of the biggest emitters of post-
consumer containers in the world,
we’re well aware of our enormous
social responsibility. At the same time people all around the world
know about the Coca-Cola system, which presents us a great
opportunity to communicate. This is another major attraction of our
company. And if that’s the case, we should help spread environmental
messages and values by placing them on our products. We’ll do that
by making the actual containers environmentally friendly. And we also
hope to convey the value of enjoyment that can be gained from
collection and recycling.
Watanabe: The trend in the world of marketing is also toward being
environmentally friendly, with all kinds of companies conveying
messages about their environmental efforts. Therefore, I’d like to
employ a wide range of methods for communicating the Coca-Cola
system’s distinctive way of being considerate to the environment in a
fun way, as well as our various sales promotion activities, brand
merchandise, and even auctions.
Asari: From a researcher’s perspective, I believe the trials and resulting
products generated over the last two to three years are very signifi cant.
In terms of the history of beverage containers, my impression is that
progress is defi nitely being made. I know a little time is required before
you can say so with certainty, but I’d like to see you archive that
progress, including any discussions during the development and
manufacturing processes. I think that within 10 years consumers are
going to start making more of a commitment in relation to items like
beverages they consume on a day-to-day basis, so please continue to
refi ne and communicate what you’ve already achieved.
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The Coca-Cola system views the balance between environmental
impact reduction and business growth as fundamental to achieving
sustainable corporate growth. In order to satisfy this fundamental
requirement, the Coca-Cola system is working to ensure the limited
resources avai lable to us are used effectively by lessening
environmental impact during production, distribution/transportation
and sales, primarily with regard to water, energy, packaging, and
waste. In addition to these initiatives a corporation needs to
implement on its own, we are encouraging stakeholders to pursue
collaborative efforts aimed at reducing environmental impact
For example, in addition to introducing lighter PET bottles or ones
made from plant-based materials, the Coca-Cola system is also
using various types of communication measures to promote the
collection and recycling of containers so that the everyday product
choices of consumers will lead to recycling and other “eco-actions”
to reduce the impact on the environment.
The Coca-Cola system also promotes various strategies and
initiatives aimed at achieving its medium-term targets and plans1 to
reduce CO2 emissions from all business processes2 in Japan by
approximately 360,000 tons (18.6%) by the year 2010 compared to
the 2004 level. A forest capable of absorbing that reduced amount
of CO2 emissions would have to be roughly 50% the size of Tokyo.3
Results of Environmental Impact Reduction Activities in 2009
Collection/RecyclingSales
Distribution/TransportationProduction
CO2 380,000tNOx 291tSOx 386t
INPUTResources and energy used in business activities
OUTPUTWaste generated from business activities
Recyclingof
resourcesRaw Material
1,000,000tConcentrates, coffee beans,
tea leaves, sugar, containers, etc.
Water
19,230,000m3
For rinsing containers,etc.
Solid waste
120,000tCoffee grounds, used tea leaves,
sludge, etc.
CO2
910,000tEmissions from
generating electricity
Water
2,5830,000m3
For producing beverages,
rinsing containers, etc.
Energy
7,590,000GJElectricity for operating production lines, etc.
Energy
3,760,000GJFuel for vehicles to
transport products, etc.
Energy
21,140,000GJElectricity for
vending machines
CO2 260,000tNOx 1,662tSOx 6.7t
Data Disclosure● The range of data that the Coca-Cola system discloses on its environmental impact
covers production, distribution/transportation, and sales activities
● Environmental impact at the time of sales is calculated based on the amount of CO2 emitted from electric power consumed by vending machines
● The amount of energy used during distribution/transportation is the sum total consumed for all processes, from concentrate manufacturing to transporting products to vending machines and retail outlets
● A joule (J) is an internationally recognized unit of measure used to express thermal energy amounts (1J = approx. 0.24 calories; GJ (gigajoule) = J x 10
9)
● CO2: carbon dioxide; NOx: nitrogen oxide; SOx: sulfur oxide
● The basis for calculating some of the data has been changed due to an improvement in data collection accuracy
Advancing Initiatives to Achieve Medium-term Targets
Environmental Management
Business Activities and Environmental ImpactThe Coca-Cola system in Japan, as part of our environmental measures, monitors the impact that our business activities place on the environment and strives to effectively use resources and energy. The system collects and analyzes data on the environmental impact generated from the entire product lifecycle—from production and distribution/transportation to sales, collection, and recycling—and then incorporates the results into its environmental management policies.
1. In 2009, revisions were made retroactively as far back as the base year (2004) because
of the change in the basis for calculating some of the data due to an improvement in data
collection accuracy
2. Production, distribution/transportation, sales, and offi ce operations
3. Calculations assume CO2 absorption per hectare of forest is 3.3 tons
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KORE Environmental Priority Areas
Environmental Aspects of the KORE Management System
Starting in 2010, the Coca-Cola system worldwide introduced and
began implementing KORE (Coca-Cola Operating Requirements), a
unique management system encompassing standards for quality,
food safety, safety & loss prevention, and the environment at all
stages of a beverage product’s lifecycle—procurement, production,
distribution/transportation, sales, collection, and recycling.
A feature of KORE is the inclusion—together with a set of original
requirements—of water stewardship, climate protection (action on
climate change), and sustainable packaging as common priority
areas in which Coca-Cola system companies worldwide are to make
improvements over the long term. In Japan, waste management has
been added as a priority area for improvement so that we can
contribute to the establishment of a recycling-oriented society.
The Coca-Cola system in Japan introduced a new environmental
information database (POWERS@KO) in 2009 to replace the existing
environmental information system (eIS) and raise the efficiency of
environmental performance data management for the entire system.
Environmental Priority Areas for the Coca-Cola System in Japan
Common Environmental Priority Areas for the Coca-Cola System Worldwide
Use water effectively and apply stricter
standards for wastewater emissions
than domestic standards
Key topic Page
Global Water Stewardship Project
p. 39Promotion of the Long-Term “Source
Water Protection” Project
Improving Water Usage Effi ciency p. 40
Water Stewardship
Improve energy efficiency and reduce
emissions of CO2 and other greenhouse
gases into the atmosphere
Key topic Page
Progress Toward 2010 Targets
p. 33
Expanding the Use of Hybrid Vehicles
Improving the Environmental
Performance of Vending Machinesp. 34
Climate Protection
Reduce raw mater ia l usage and
promote recycling
Key topic Page
Concept of Sustainable Packaging
p. 35Changing Lightweight PET Bottles and
the Launch of ecoru Bottle
Next-Generation Recyclable PET Bottle
De r i ved f rom P lan ts I ns tead o f
Petroleum
p. 36
Utilization of Recycled PET Materials p. 38
Sustainable Packaging
Reduce the amount of waste generated and effectively recycle resources
Waste Management
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In the manufacturing industry, measures to combat global
warming over the entire product life cycle are vital. I think it
highly significant that while many corporations set targets for
reducing emissions per unit of output, the Coca-Cola system in
Japan sets targets for reducing total CO2 emissions from
production, distribution/transportation, sales, and offi ces. In the
case of beverage companies, a large proportion of emissions
are generated during sales activities, especially via vending
machines. In this regard, the Coca-Cola system in Japan has
extremely advanced initiatives underway to maximize the
environmental performance of vending machines and ensure
the effi ciency of operations using online communications. As a
corporate partner of WWF, the Coca-Cola system is working
globally to reduce greenhouse gases and protect water
resources, and I hope to see the system make even greater
progress on reducing overall CO2 emissions by taking their
initiatives covering all business operations one step further.
Yosuke IkeharaClimate Change Project LeaderNature Conservation Offi ceWWF Japan
STAKEHOLDER MESSAGE
Energy Management & Climate Protection
Progress Toward 2010 TargetsThe Coca-Cola system in Japan has set targets to reduce total
CO2 emissions by 5.6% and the “CO2 emission ratio” (the amount of
CO2 emitted when producing 1L of product) by 10% in the
production sector by 2010, compared to the base year of 2004. The
system is also advancing various strategies aimed at achieving its
medium-term target and plan1 to reduce CO2 emissions by around
360,000 tons (or approx. 18.6%) by 2010, compared to the 2004
level, for all business processes, which in addition to production
includes distribution/transportation, sales (vending machines), and
offices. The area of forest needed to absorb 360,000 tons of CO2
would cover approximately 50% of the Tokyo area.2 CO2 emissions
in 2009 were approximately 1.6 million tons, a 7.3% reduction from
the previous year. Relative to the base year of 2004, the reduction
was 17.9%, or around 349,000 tons.
Expanding the Use of Hybrid VehiclesIn the distribution and transportation sector, we are working to
improve the effi ciency of delivery and sales distribution through the
consolidation of distribution centers and reviews of distribution
routes. Moreover, to lessen the environmental impact of our vehicles,
we are also promoting “eco-driving” and have introduced natural
gas, hybrid, and other low-emissions vehicles. At the end of 2009,
our fleet of low-emissions vehicles consisted of 242 natural gas
vehicles and 376 hybrid vehicles. We have ongoing plans to reduce
CO2 emissions both in operations and through the use of those
vehicles.
Partnership with WWFThe Coca-Cola Company participates in the Climate Savers
Program, a framework through which corporations and the World
Wide Fund for Nature (WWF) join forces to reduce greenhouse gas
emissions. Participating corporations will collectively reduce
emissions by 14 million tons by 2010 for all of the targets combined,
which is equivalent to taking more than three million cars off the road.
Improving Energy Effi ciency
Global WarmingPrevention Initiatives
Global warming prevention efforts advanced by the Coca-Cola system in Japan include striving to achieve the greenhouse gas reduction targets by 2010 (compared to the base year of 2004) specifi ed for production, distribution/transportation, sales, and offi ces.
Efforts to Reduce CO2 Emissions Reduction Targets(compared to base year 2004)
Distribution/Transportation
Improve the accuracy of supply and demand
planning, integrate distribution centers, reorganize
distribution/transportation routes, adopt low-
emission vehicles, and promote eco-driving, etc.
+6.3%(19,933t)
CO2 emission ratio3:
-4.0%
Production
Consider switching to natural gas, adopting
cogeneration systems, and introducing clean
energy sources, etc.
-5.6%(22,653t)
CO2 emission ratio:
-10%
Sales
Advance the development and introduction of
energy-saving vending machines, etc.
-30.6%(357,195t)
Offi ces
Improve temperature management, continue
with “Cool Biz” and “Warm Biz”4 campaigns,
etc.
-2.8%(1,597t)
The 2010 medium-term target
and plan for the Coca-Cola system1
Reduce CO2 emissions by approximately 360,000 tons
(roughly 18.6%) by 2010 compared to the 2004 level
1. In 2009, revisions were made retroactively as far back as the base year (2004) because of the change in the basis for calculating some of the data due to an improvement in data collection accuracy
2. Calculations assume CO2 absorption per hectare of forest is 3.3 tons3. Amount of CO2 emitted during transportation of 1L of product from production sites to sales outlets4. Campaigns advocated by Japan’s Ministry of the Environment to conserve energy by reducing
the need in offi ces for air-conditioning in the summer or heating in the winter through wearing clothing appropriate to the summer or winter
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The Coca-Cola system, aiming to fulfill its social responsibility in
establishing a recycling-based society and to heighten corporate
value as an environmental leader, is working to ensure effective
utilization of resources and proper recycling. In April 2008, Coca-Cola
West Co., Ltd., which carries out production and sales in the
Kitakyushu-Chugoku-Kinki area, commenced full-scale operation of
a newly-constructed facility specializing in intermediate processing of
vending machines, which are important assets of the Coca-Cola
system. Use of this facility—the Kitakyushu Sawayaka Recycling
Center, situated within the Kitakyushu Eco Town district (Hibiki-
machi, Wakamatsu-ku, Kitakyushu)—enables dismantling and
separation of old vending machines internally, whereas before they
had been processed by local government or private-sector facilities.
This is the first time a beverage manufacturer has independently
operated a dedicated facility of this size for intermediate vending
machine processing.
Around 980,000 of the approximately 2.5 million beverage vending
machines in operation across Japan today sell Coca-Cola system
products, serving some 20 million consumers every day.
The Coca-Cola system introduced Japan’s fi rst bottled beverage
vending machine in 1962 and since that time has continually
provided convenient and easy-to-use vending machines that offer
the enjoyment of delicious products. In addition, we are providing
vending machines that are of service to society by enhancing their
environmental performance and their value as a part of the town
infrastructure.
Switching to HFC-Free Vending MachinesWhen installing new energy-efficient vending machines, we use
environmentally friendly HFC-free machines that employ heat pumps.
We have created vending machines that incorporate both
environmental performance and temperature control functionality,
through the use of HFC-free refrigerants that have a low coeffi cient in
terms of impact on global warming and the use of heat pump waste
heat recovery systems that enable effi cient heating and cooling.
The Coca-Cola system is pushing ahead with the installation of
two types of vending machines: the ecoru/E40 , which employs
vacuum insulation for excellent air-tightness and thermal insulation
and power-saving LED illumination, thereby reducing energy
consumption by around 40% compared to existing Coca-Cola
system vending machines; and the ecoru/Solar, which is equipped
with a solar panel.
A Vending Machine with a Solar Panel—ecoru/SolarThe ecoru/Solar vending machine we developed stores electricity
during the day using a solar panel, enabling zero power consumption
for nighttime illumination. The machine is gradually being deployed
since its launch in March 2010.
A solar panel installed on top of the vending machine, a heat pump
waste heat recovery system, vacuum insulation, and LED product
display illumination linked up to motion sensors achieve the same
energy-savings as the ecoru/E40 (around 40% compared to earlier
Coca-Cola system machines). An indicator located on the front of
the vending machine displays the power generation status to give
users get an idea of the energy being saved. We aim to install more
than 1,500 ecoru/Solar machines by the end of 2010.
Energy Management & Climate Protection
Improving the EnvironmentalPerformance of Vending Machines
Operation of Recycling Center for Vending Machines Retired from Service
Coca-Cola Japan and Okinawa Coca-Cola Bottling Co., Ltd.
have been implementing an Okinawa rail (Gallirallus okinawae)
ecological survey project together with the NPO Conservation &
Animal Welfare Trust since May 2010.
Findings from the NPO’s analysis of
sounds made by the rails, as recorded
by devices installed on existing vending
machines, will be used, for example,
by the Ministry of the Environment’s
captive breeding program for the
Ok i nawa r a i l . Th i s b i od i ve r s i t y
protect ion pro ject is par t o f our
contribution to the local community.
COLUMN Beginning of the “Okinawa Rail Ecological Survey Project” that Utilizes Vending Machines
Recycling of Vending Machines Retired from Service
HFCs
Recovery/destruction
Fluorescent lights
Recycling
Battery
Recycling
Vending machine body
Sorting
Iron
Glass
Bronze
Plastic
Aluminum
Oil
Stainless steel
Recycling by material type
Vending machines retired from service
● Solar panel
● Indicator confi rming power generation status
● LED illumination for product displays
● Motion sensors allow full illumination only during use
● HFC-free and heat pump technology
● The latest vacuum insulation
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Sustainable Packaging
Aiming for Earth-friendly, People-friendly Beverage PackagingThe Coca-Cola system worldwide has been introducing the concept of “sustainable packaging” for container development. We will promote the development of packaging that, in addition to having a low environmental impact, provides ease of use and enjoyment. Our aim is “Earth-friendly, people-friendly” packaging.
In the development of product packaging, the Coca-Cola system
has introduced its own unique concept of “sustainable packaging”
based on the idea that packaging has to be Earth-friendly and easy
for people to use.
If packaging is not people-friendly, its environmental appeal is
halved. Take strength, for example, which is a major obstacle to
weight reductions. The thinner PET bottles are made, the greater the
risk they will become dented, harder to pour, or even harder to drink.
Is packaging hard to hold? Can it be stacked on top of each other
during transportation and storage? In our pursuit of container weight
reductions, the Coca-Cola system has sought to ensure ease-of-use
in all stages—from manufacturing right up to after the consumer
purchases the product and the bottle is recycled. In addition to being
Earth-friendly and people-friendly, we also promote development of
packaging that features the distinctive fun of the Coca-Cola system.
To us, sustainable packaging refers to packaging that contains a full
complement of three elements: ease of use, environmental
compatibility, and fun.
The Coca-Cola system has led efforts to reduce packaging weight
as a way to promote effective utilization of limited resources since
the 1970s. These packaging weight reduction efforts led to the
introduction in February 2009 of the ecoru Bottle Raku-mochi as a
2L PET bottle for water, weighing only 38g. The bottle was designed
for easy holding and pouring, as the name Raku-mochi (easily-held)
suggests. The lightweight yet easily-held design was recognized with
a 2009 Good Design Award. The 2L PET bottles used for Aquarius
and unsweetened tea drinks, as well, now weigh only 47g, which is
around 10g lighter than they were in 1996. In May 2009, the ecoru
Bottle Shiboru PET bottle was introduced as the container for the
new I LOHAS water brand. The 520ml bottle was around 40% lighter
than conventional Coca-Cola system water product containers
(500ml class), and at 12g is Japan’s lightest* bottle for water
products. Lightweight, strong, and designed for easy crushing after
drinking, the bottle has attracted a lot of attention and favorable
feedback has been received from many quarters.
Concept of Sustainable Packaging
Changing Lightweight PET Bottlesand the Launch of ecoru Bottle
’82
80
70
60
50
40
30
20
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0
(g)
’88 ’94’90 ’96 ’98 ’04’03 ’09 (year)
1.5L PET bottleTea 2.0L PET bottle
Water 2.0L PET bottle
Water 500ml class PET bottle
65g
64g55g
20.5g
55g
49g
75g
12g
38g
32g
48g
65g
48g 47g
Coca-Cola
● Characteristic of the Coca-Cola system
● Universal design
Eco-friendliness Ease of use
Fun
● Reduce
● Reuse
● Recycle
Earth- and people-friendly containers
Concept of Sustainable Packaging
Timeline of PET Bottle Weight Reductions by the Coca-Cola System in Japan
* I LOHAS is packaged in the lightest small PET bottle produced in Japan for products 550ml or smaller (as of March 2010; according to research by Coca-Cola Japan)
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Plant-based Material Manufacturing Process
Sugar cane molasses
Fermentation and distillation
Ethanol
Ethylene
Sustainable Packaging
Introducing the PlantBottle:Next-Generation Recyclable PET Bottle Derived from Plants Instead of Petroleum
Effective Utilization of Sugar Refi ning By-Product PlantBottle PET bottles partially (5–30%) use raw materials like
molasses, which is a by-product of the processing of sugar cane
and other raw materials into sugar, and therefore help to reduce
reliance on petroleum, a non-renewable resource.
PET resin consists of two types of materials: monoethylene glycol
(MEG), which constitutes 30% of the weight; and purifi ed terephthalic
acid (PTA), which makes up 70%. The MEG component can be
made using plant-based materials. As plant-based material content
fl uctuates at the beginning and end of PET resin production, the ratio
of plant-based material varies between 5% and 30%.
Fully RecyclableAs PlantBottle PET bottles are identical to conventional PET bottles
in terms of shape, weight, and strength, consumers can go on
drinking the products as they always have, while the bottles can also
be fully recyclable at existing PET bottle recycling plants. The
anticipated annual reduction in petroleum usage, from 2010, as a
result of using PlantBott le PET bott les for three products
(Sokenbicha, Sokenbicha Kurosae, and I LOHAS) is 2,045kl.2 This is
equivalent to 499kl of gasoline,3 enough for a car with fuel economy
of 10km/L to drive 125 times around the Earth.4 PlantBottle PET
bottles, which were introduced overseas in 2009, have attracted a
great deal of attention as environmentally-friendly next-generation
PET bottles, for instance at venues for the Vancouver 2010 Olympic
Winter Games.
As a new initiative in sustainable packaging, the Coca-Cola system
in Japan introduced in 2010 the PlantBottle next-generation PET
bottles, which are partially (5–30%) made from plant-based materials.
PlantBottle PET bottles have been used for 500ml and 350ml
Sokenbicha and Sokenbicha Kurosae products since March 2010;
small (520ml and 280ml) I LOHAS products since April 2010; and
the product in a 1,020ml PET bottle, Japan’s lightest at 18g,1 since
June 2010.
1. As of March 2010; according to research by Coca-Cola Japan
5. Weight/content ratios vary between 5% and 30%
100%made from
petroleum-based materials
petroleum-based
materials
5‒30%made fromplant-based
materials
Current bottle PlantBottle
PlantBottle Manufacturing Process
PET Bottle Manufacturing Process
Purifi ed terephthalic acid (PTA)
Monoethylene glycol (MEG)
Imported to Japan as fl akes
PET resin
PET bottle preform, like a small test tube
Preform
Forming by injecting air into preform to infl ate like a balloon
Bottle forming using blow molding machine
Monoethylene glycol (MEG)
30%70%5
2. The ef fect for reducing the amount of petroleum used is calculated by multiplying the amount of petroleum per ton of PET resin by the sales volume in 2009 of Sokenb icha brand products. Th is calculation is based on the assumption that each PET bottle contains an average of 16.5% plant-based materials.Sources: LC I Data Repor t on Pet rochemica l Products (updated version) issued by the Plastic Was te Manage me n t I n s t i t u te (Ma rch 20 09 ); Informational Manual Calculating Greenhouse Gas Emissions (Ver. 2.4) issued by the Ministry of the Environment and Ministry of Economy, Trade and Industry (March 2009)
3. Source: Petroleum Handbook (Table 41: “Production Yields by Type of Petroleum Product”) posted on the website of Nippon Oil Corporation
4. Calculated by multiplying 499,000L by 10km and then dividing that figure by 40,000km, which is roughly the Earth’s circumferenceSource: Website of Japan Aerospace Exploration Agency
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Sustainable Packaging
Operation of Post-Consumer Container Recycling Centers
As part of our efforts to promote recycling, half of the 12 bottling
partners of the Coca-Cola system in Japan (Michinoku Coca-Cola
Bottling Co., Ltd., Sendai Coca-Cola Bottling Co., Ltd., Coca-Cola
Central Japan Co., Ltd., Coca-Cola West Co., Ltd., Hokuriku
Coca-Cola Bottling Co., Ltd., and Minami Kyushu Coca-Cola Bottling
Co., Ltd.) operate recycling centers, where collected post-consumer
containers undergo sorting, compression, and other processes.
Coca-Cola West recycles post-consumer containers alongside its
vending machine intermediate processing facility at the Kitakyushu
Sawayaka Recycling Center within the Kitakyushu Eco Town district
(Hibiki-machi, Wakamatsu-ku, Kitakyushu). The collected post-
consumer containers are sorted by the center into the categories of
steel, aluminum, PET bottles, and glass bottles. Around 5,700 tons
of post-consumer containers were recycled in 2009.
The Hokuriku Recycling Center Co., Ltd., an affi liate company of
Hokuriku Coca-Cola Bottling, has been officially registered as a
recycling business compliant with the Containers and Packaging
R e c y c l i n g L a w a n d e v e n
undertakes recycling of post-
consumer containers collected
by local government. As a result,
the center is contributing to the
recycling of not only Coca-Cola
system products, but all post-
consumer containers collected
in the region.
Kitakyushu Sawayaka Recycling Center
Hokuriku Recycling Center Co., Ltd.
Flow Chart of Post-Consumer Container Collection and Recycling
Glass bottles, building
materials, pave materials, etc.
Flakes of glass
Glass bottles (non-returnable)
Rinsed and inspected at
Coca-Cola system plants for reuse
Glass bottles (returnable)
Building materials
Fused steel
Steel cans
Recycled aluminum cans
Aluminum plate
Aluminum cans
Apparel, Green Carpet,
stationary, etc.
PET fl akes
Pet bottles
Toilet paper, paper board,
etc.
Recycled at paper factory
Papercups/packs
Bottling plants
Coca-Cola system sales
offi ces
Fast-food outlets and other
restaurants
Retail outlets, supermarkets,
convenience stores
Vending machines
Bottling plants
(rinsing and
reuse)Sorting/recyclingcenters
(affi liated)
Sorting/recycling centers
(government/private)
Collectionby the Coca-Cola
system
Collection by local
governments
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Sustainable Packaging
Utilization of Recycled PET Materials
Working with Consumers on New Eco-Action Proposals
Recycled PET Materials in Uniforms and Collection BoxesAs one element of our green purchasing efforts, whereby priority is
placed on environmentally-friendly products and services when
purchasing, we are actively purchasing and utilizing items made from
recycled PET materials, including
un i f o rms and pos t -consumer
container collection boxes. In 2009,
approximately 100,000 uniforms and
67,000 post-consumer container
collection boxes made from recycled
PET materials were purchased.
This equates to the recycling of
approximately 7.6 million 500ml PET
bottles.*
“Enjoy Eco!” ProgramConsumer interest in environmental issues is growing all the time
and the Coca-Cola system, through its core business, wishes to put
forward environmentally-friendly lifestyle solutions that will contribute
to the realization of a sustainable society.
We are developing the “Enjoy Eco!”1 program, an idea allowing
consumers to help reduce environmental impact in a fun and
effortless manner through their daily lives—starting with product
packaging, as the aspect they most often come into contact with.
The program, which is consistent with the ideas on sustainable
packaging2 that the Coca-Cola system worldwide is promoting, aims
to establish a structure through which the enjoyment of easy-to-use,
environmentally-friendly packaging naturally leads to environmental
action.
Helping to Bring About a Recycling SocietyThrough the “Enjoy Eco!” program we will suggest ways for
consumers to take action at each stage of the product packaging life
cycle. In the sales stage, we will communicate the merits of products
using packaging that is easy to use, environmentally-friendly, and
fun, while ensuring that we continue to supply the market with
products consumers will chose. After consumption, we will ask
consumers to cooperate on sorting and collection of empty
containers and promote PET bottle recycling. In order to make PET
bottle sorting and collection an enjoyable form of action, the
Coca-Cola system is developing new post-consumer container
collection boxes. Collected PET bottles are recycled into new PET
materials, which are used to make clothes and a wide range of other
items. The Coca-Cola system had already used recycled PET
materials for uniforms worn by employees, post-consumer container
collection boxes, and novelty goods, but in April 2010 we added
items that appeal to consumers through collaboration with an
apparel maker to launch designer T-shirts made from recycled PET
materials. This new idea combining fashion and environmental action
has enjoyed great popularity among consumers.
We will continue to put forward such new ideas through our
provision of beverage products to ensure that consumers and the
Coca-Cola system can jointly undertake
environmental initiatives that help bring
about a recycling society.
Recycled PET Materials in Fashion—“rPET” ProjectIn March 2010, as an initiative offering consumers a fun way to
learn about recycling while experiencing the Coca-Cola brand in a
personal way, we commenced sales of T-shirts, hats, and other
items whose materials are 50% derived from recycled PET materials
(equivalent to two to three PET bottles) from apparel and fashion
brands, including Beauty & Youth United Arrows. Products sporting
the Coca-Cola logo also have icons advocating recycling printed on
them, as a way to foster consumers’ interest in PET bottle recycling
at the same time as they enjoy fashion. In
a d d i t i o n t o a p p a r e l a n d f a s h i o n
merchandise, we plan to incorporate
additional items, such as non-apparel
textile products (interior fabrics), tableware,
and furni ture, and also increase the
number of collaborative brands as we push
ahead with activities to raise awareness.
* 500ml PET bottles (25g)
1. See related information on p. 30
2. See p. 35
There is now a strong need to review factors concerning the
economy and consumption in order to resolve a variety of
issues facing the global community that are rooted in those
factors. As part of this trend, I LOHAS has made many people
aware that even ordinary consumers—by making the right
product choices—can become “part of the solution” instead of
“part of the problem” when it comes to the environment. This
may also give consumers the hope that choosing products
made by companies who are involved in environmental
initiatives can actually lead to solutions. In other words,
consumers choosing products based on their own informed
judgment. Companies leading the way, by prov id ing
environmentally-friendly products and information, enable
consumers to engage in “green consumption” and through
products such as I LOHAS the Coca-Cola system has
embarked on a “green dialogue” with consumers. I hope this is
a starting point for the creation of consumption styles for the
21st century that will lead to solutions for such problems as
global warming.
Takejiro SueyoshiSpecial AdvisorUnited Nations Environment Programme Finance Initiative
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Global Water Stewardship
The Coca-Cola system worldwide, which produces and provides
beverages, has continued carrying out initiatives for sustainable use
of water resources as part of its corporate social responsibility. The
system has set itself the goal of being a global leader of water
resources management by the year 2015. Since 2004, it has globally
implemented the “Water Stewardship” project, which strategically
promotes the three actions of reducing water used to produce its
beverages, recycling water used for beverage manufacturing
processes, and replenishing water in local communities and nature.
The Coca-Cola system in Japan has improved the environmental
performance of its plants and has initiated water environment
conservation activit ies in various regions in Japan through
appropriate water intake, water quality management, effi cient use of
water, and wastewater treatment. We expand our water conservation
efforts outwards from the areas where our plants are located, with
the aim of harmoniously coexisting with the environment and local
communities, which will become increasingly important in the future.
Promotion of the Long-Term “Source Water Protection”
ProjectThe Coca-Cola Company, based on a commitment to water
stewardship, is pushing ahead with a worldwide Source Water
Protection project as a long-term initiative. Water sources for plants
will be identified and plans for assessing source vulnerability and
preserving sources will be formulated. Central to the project is the
planning and implementation of community programs through
coordination and collaboration with stakeholders located in the
vicinity of our plants.
In Japan, the Daisen Plant of Coca-Cola West Daisen Products
Co. , Ltd. and the Tokai
Plant of Coca-Cola Central
Japan Products Co., Ltd.,
as pilot plants, conducted
surveys of water sources in
line with the project in 2009
and confi rmed there was no
vu lnerabi l i ty in terms of
water levels and quality. The
next s tep, beg inn ing in
2010, is to draw up source
water protect ion p lans.
Partnership with WWF ExtendedThe Coca-Cola Company and the World Wide Fund for Nature
(WWF) have extended their four-year (2007–2010) partnership
through to 2012 in order to continue their collaboration on numerous
projects, encompassing water stewardship, water effi ciency, support
for freshwater conservation, and promotion of sustainable agriculture.
Some of the funds provided will go toward conservation of seven of
the world’s largest river basins currently at high risk, as well as
toward ensuring water management efficiency and reducing CO2
emissions within The Coca-Cola Company’s operations and supply
chains.
Insight gained from the two pilot plants will be used to expand the
project, with four plants manufacturing mineral water products
among the additional plants to be included from 2010. The aim is
inclusion of all domestic plants by 2012.
Global Water Stewardship Project
Global Water-related Initiatives
Water is the basic ingredient of our products, and for the Coca-Cola system, as a beverage manufacturer, it is the most fundamental resource. Precious water resources the world over are under real threat today, with many facing depletion. Initiating efforts to ensure sustainable use of clean water is thus a pressing issue for companies and local communities alike.
Strategic Framework for Water Stewardship
Technology in business activities
Wastewatermanagement
Efficient useof water
Water qualitymanagement
Water intake
Source WaterProtection
Watershedprotection
Wastewatermanagement
Efficient useof water
Water qualitymanagement
Water intake
Watershedprotection
Coexisting Harmoniously with Local Communities
I must express my admiration for Coca-Cola system-wide
efforts to pursue water stewardship at individual plants. Their
planning and implementat ion of community programs
undertaken with the cooperat ion and col laborat ion of
stakeholders in the vicinity of plants is truly groundbreaking. I
look forward to seeing progress in their two-pronged approach
of water source protection plans and community programs,
primarily through conservation of both ecosystems and local
communities. Society today demands genuine initiatives. Water
source protection efforts often focus solely on development of
watershed forests in upstream areas. But water flows from
forests into rivers and into the sea, and then returns to forests
as rain.
This water cycle nurtures a rich biodiversity in catchment areas,
even in local communities. I would very much like to see the
Coca-Cola system work to protect the rich ecosystems and
local communities in catchment areas as a global leader in
water stewardship.
Fumiaki NagaishiPart-time Professor at Faculty of Agriculture, Tokyo University of Agriculture and TechnologyBiodiversity ConsultantCre-en Inc.
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Environmental Initiatives
Global Water Stewardship
TOPICS
For the Tokyo International Film Festival in October 2009,
Coca-Cola Japan created interactive exhibits to raise
visitors’ interest in environmental matters. The exhibits
included the Green Carpet made entirely with materials
from recycled PET bottles, an artistic display constructed
us ing empty I LOHAS
bott les i l luminated by
LEDs connected to a
power-generating floor,
and benches made using
30–50% Georgia coffee
grounds.
Eco-Action Promoted at Tokyo International Film Festival
Earth Hour is an annual campaign run globally by WWF
where supporters worldwide switch off their lights en
masse for one hour to call the world’s attention to the
importance of energy conservation and global warming
prevention. The Coca-Cola system in Japan and bottling
partners, participating for the
second time after supporting
the event in 2009, switched
off l ights used for offices
and prominent ou tdoo r
adver t isements for one
hour, starting at 8:30 p.m.
on March 27, 2010.
“Earth Hour 2010” Participation
The I LOHAS mineral water brand was launched in May
2009 with new packaging that was Japan’s lightest,*
approximately 40% lighter than existing packaging. While
retaining the strength to function as a beverage container,
the packaging enables a reduction of raw materials and
helps to reduce volume in disposal because it is easy to
crush. These features were highly praised and garnered the
product 13 awards between its launch at the end of
June 2009, including the Ministry of the Environment’s
2009 Minister of the
Environment Award
for Containers and
P a c k a g i n g 3 R
Promotion and the Fuji
Sankei Group’s 19th
Global Environment
Award.
* As of March 2010; according to research by Coca-Cola Japan
Praise from All Quarters for I LOHAS Lightweight PET Bottle
Improving Water Usage Effi ciency
Wastewater Management Based on Voluntary Standards
The Coca-Cola system in Japan uses an average of 6.24L of water
to make 1L of product (according to 2009 results). Water is mainly
used to extract teas and coffees and to clean and sterilize containers
and manufacturing lines. In addition to thorough management of
water consumption in manufacturing processes at plants, the
Coca-Cola system is working hard to promote water reuse. For
example, plants retain some of the water used for rinsing containers
in order to reuse it in washing plant fl oors and cases for returnable
glass bottles.
In 2006, the Coca-Cola system worldwide updated its voluntary
guidelines on wastewater management, redoubling its efforts in that
area in all of the regions in which it operates.
All plants that manufacture Coca-Cola system products are
subject to these guidelines, which apply to all wastewater including
water to be reused (process wastewater, rainwater, cooling water,
and sewage water) and which are stricter than those established in
Japan to govern water quality. This wastewater is cleaned using
such methods as the active sludge process, which primarily uses
microorganisms.
The Tama Plant of Coca-Cola East Japan Products Co., Ltd.,
located in a residential area not far from central Tokyo, engages in a
wide range of initiatives to ensure a harmonious coexistence with the
surrounding environment. Ever since its founding, the plant has
carried out purifi cation of plant wastewater to the highest level before
discharging it into the Kurome River and other waterways. In terms
of ecosystem conservation, maintaining the water level of the spring-
fed Kurome River is vital for fi sh, birds, and other wildlife. The Tama
Plant therefore works together with the Tokyo metropolitan and
Higashikurume municipal governments to ensure that water is
returned to the river to help maintain water levels and conserve
ecosystems in the
nature-rich Kurome
River.
Water Recycling System
Recovery
processing
Water treatment
Well water, tap water, industrial water
Use in the manufacturing process
for cleaning plant floors, etc.
Wastewatertreatment
To rivers/streams
orsewagesystems
To products
Reuse
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In 2007, we launched the “Coca-Cola: Begin Your Dream for the
Future” project encouraging the younger generation to hold on to
their dreams. The project involves sending notable fi gures who are at
the global forefront in their fi elds to elementary schools nationwide to
be teachers for a day, responsible for conveying to children the
importance of having dreams for the future as well as the need to
secure the future of the Earth as the stage on which they will realize
their dreams as members of society. Currently, Frog Town Meeting
and Hockey Meeting are the two programs conducted under the
project, both aimed at enriching children’s dreams and serving as an
opportunity to increase awareness of environmental issues.
Frog Town Meeting 2009The first Frog Town Meeting 2009 event was held at the Tokyo
Tatsumi International Swimming Center, where Kosuke Kitajima, who
is sponsored by Coca-Cola Japan, broke a world record in 2008. On
September 5, 2009, 115 children from four Tokyo elementary
schools participated in a special swimming lesson of the kind only
experienced at a top-level arena. Kitajima and guest athletes also
visited elementary schools in Fukushima and Okinawa prefectures.
T h e s e v i s i t s w e r e
enjoyable opportunities
for chi ldren to receive
d i rec t coach ing f rom
Kitajima about the joys of
s w i m m i n g a n d g a v e
encouragement to the
children, who represent
the future generation.
Hockey Meeting 2009Four players from the Coca-Cola West Red Sparks Women’s
Hockey Team, including two who represented Japan at the Beijing
Olympic Games, visited an elementary school in Yamaguchi
Prefecture for Hockey Meeting 2009. Representatives of the children
spoke about their dreams for the future and what they could do to
protect the environment. The athletes discussed their own
childhoods, warmly encouraging the children to follow their dreams.
The Coca-Cola system in Japan has been promoting the
“Coca-Cola: Learn from the Forest” project since 2006 with support
from the Ministry of the Environment and the Forest Agency. This
project for children, as representatives of the future generation, aims
to foster understanding about water, an essential natural resource,
the forests that nurture those water resources, and the importance
o f nature conservat ion th rough hands-on exper ience in
environmental education. Children who pass the certif ication
test on the “Coca-Cola: Learn from the Forest” project website are
issued a “Forest Doctorate” certifi cate, and selected recipients are
invited to participate in the “Forest Doctorate” Reporters Tour to gain
insight through actual visits to natural forest areas. In 2009, tours
w e r e i m p l e m e n t e d i n
Hokkaido, Okinawa, and
Chichibu. The chi ldren
took part in environmental
quiz competitions, listened
to guest speakers, and
engaged in a variety of
activities in the forest, such
as thinning and pruning.
Community
“Coca-Cola: Learn from the Forest” Project
“Coca-Cola: Begin Your Dream for the Future” Project
Being Part of the Local Community
The Coca-Cola system, to help bring about a sustainable society, carries out numerous programs throughout Japan, centering on contributions to the nurturing of future generations and the development of local communities. The system helps to nurture future generations through a host of programs providing opportunities for learning to Japanese youths, with a focuse on the environment, sport, culture, and education. Contribution activities tailored to local communities are also actively pursued through our business activities.
Sixth year students I was in charge of last year at Harimichi
Elementary School in Nihonmatsu applied for the “Coca-Cola:
Begin Your Dream for the Future” project and the school was
selected for a visit. Through the project, the children learned
how wonderfu l i t is to have dreams and work toward
accomplishing those dreams. Harimichi Elementary School was
located in a remote mountain area which has lost a tremendous
amount of vitality due to falling birthrates. This event became
quite the topic of conversation in the area and helped foster a
greater sense of unity. The Harimichi area became a place to
be proud of. I would like to express my thanks for the energy
the Coca-Cola system has contributed to the local community.
Takahiro TamuraTeacherHarase Elementary SchoolNihonmatsu, Fukushima Prefecture
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The Coca-Cola system has been supporting “green bird,” an NPO
that organizes clean-up activities in towns across Japan, since
December 2008 in line with the “Yes! Recycling—No! Littering”
message it has conveyed since the 1970s. Annually on May 30
(“Zero Waste” Day), the Coca-Cola system and green bird teams
throughout Japan jointly conduct clean-up activities. In December
2009, the Coca-Cola system
also supported a clean-up of
Tokyo’s Omotesando avenue,
which was lit up with its first
Christmas il lumination in 10
years.
The Coca-Cola system is working together with local governments,
law enforcement, and other organizations nationwide on the use of
local vending machines and the system’s delivery trucks as tools for
making our communities safer. In addition to putting address stickers
on each vending machine, we have begun using the LED displays of
machines in some regions to broadcast crime prevention information
provided by the police. Furthermore, we are
progress ing wi th insta l la t ion of vending
machines that allow people to make donations
which are used to enrich communities and
assist action groups. We are also using our
delivery trucks to prevent crime. If a driver sees
something suspicious or a person in need of
help, they will contact the authorities or use their
truck to provide safe refuge.
The H.I.H. Prince Takamado Trophy All Japan Inter-Middle School
English Oratorical Contest is intended to contribute to the promotion
of English education, the development of Japanese culture and
internat ional goodwil l in order to cult ivate a generat ion of
internationally-minded young people. The Coca-Cola system in
Japan shares this ideal and has supported the contest since 1963.
In the fi nal of the 61st contest held in November 2009, 27 junior high
school students, selected from among the 1,938 participating
students from 1,509 junior high schools nationwide, delivered
excellent speeches in English. The Coca-Cola system presented the
top three winners with “Coca-Cola High School and University
Scholarships” and awarded the “Coca-Cola Special Award for
Environmental and Social Consciousness” to three students and
their junior high schools for outstanding speeches on environmental
issues and social contribution activities.
In line with a basic philosophy of “Healthy Active Life,” the
Coca-Cola Educational & Environmental Foundation plans and
implements activities under three main programs (1. Environmental
Education; 2. Scholarship Assistance; and 3. Sports Education). The
objective is to contribute to the nurturing of youth into members of
international society and the development of human resources to
sustain the communities they live in.
The environmental education program includes the Coca-Cola
Environment Education Awards. Also part of the program has been
the reopening of a closed down school in Kuriyama-cho, Yubari,
Hokkaido as the “Uenbetsu Shougakko Coca-Cola Environment
House,” a demonstration facil ity with accommodation used
for environmental education. The faci l ity provides a site for
hands-on group learning in a
natural environment and for
environmental education. Under
the sports education program,
“running race workshops” are
held on an occasional basis for
elementary school children.
The Coca-Cola Company has participated in NGO Ocean
Conservancy’s International Coastal Cleanup (ICC) since 1996. The
clean-up activities are implemented by the Coca-Cola system
worldwide on the third Saturday every September. In 2009, 378,000
employees in 76 countries took part. The Coca-Cola system in
Japan also held lakeside clean-up activities for the third year in a row
on October 24 and 25 at Lake Biwa, Shiga Prefecture, which is a
water source for the concentrate-producing Moriyama Plant. Some
80 people, mostly CSR personnel from Coca-Cola Japan and
bottl ing partners, as well as
members of “green bird,” turned
out and collected 1,750kg of
litter in total, including 449 PET
bott les, 199 cans, camping
items, and mattresses.
Collaboration with “green bird” in Clean-up Activities Nationwide
Expanding Role of Vending Machines
Support for H.I.H. Prince Takamado Trophy All Japan Inter-Middle School English Oratorical Contest
Coca-Cola Educational & Environmental Foundation
ICC Activity in Japan: Mother Lake Biwa Cleanup Campaign
Community
As opportunities for direct contact and communication with people
of local communities, the Coca-Cola system runs tours of 17 plants
across Japan. In 2009 over 190,000 people participated in those
tours. By expla in ing the Coca-Cola system’s h istory and
demonstrating production lines, we manage to convey to visitors the
efforts of the Coca-Cola system in implementing thorough quality
management and environmental considerations. Some plants
conduct several programs, such as providing information and forums
for learning about the environment.
Plant Tours
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Coca-Cola Japan’s mission, vision, and business targets can only
be accomplished with the help of employees. We strive to develop
the abilities of our employees so that they and the company can
realize sustainable growth together.
Peak Performance Process (Unifi ed Global System)The Coca-Cola system has in place a thorough performance
management process to ensure attainment of individual goals linked
to business priorities of the system and teams. All employees are
required to implement capability development plans they have
created through mutual consultat ion and agreement with
supervisors.
“Employee Exchange Program” and Participation in Overseas Projects
The “Employee Exchange Program” has been implemented within
the Pacific Group on a continual basis since 2008 as a way to
develop world-class human resources suited to future senior
management positions. In 2009, Coca-Cola Japan sent one
employee to Shanghai and two employees to the Philippines, and
hosted one employee from the Philippines. Program participants
learn about business outside their own market and get to share best
practices back in their home country. They also extend their personal
connections within the Coca-Cola system.
Internal Job Posting SystemThe internal job posting system aims to cultivate a corporate
environment where employees take individual responsibility and
initiative by making it possible for them to select their own career
paths. Another goal of the system is to give employees a greater
sense of purpose in building up skills and experience by clearly
delineating criteria for personnel selection in order to effectively link
human resources development to business achievements.
Coca-Cola UniversityThe in-house Coca-Cola University set up by The Coca-Cola
Company makes curriculums for different job categories globally
available, providing leadership training and the Coca-Cola system’s
very own capability building program.
Enabling employees to build a career irrespective of their gender
and pushing ahead with training of female leaders are priorities for
the Coca-Cola system in terms of business strategy. The Personnel
Development Forum held twice annually now includes a segment for
deliberating on female leader candidate training plans and discussing
progress and results.
In 2009, we introduced a fl ex-time system in order to promote a
healthy work-life balance. Childcare support and nursing care leave
options were improved as part of a “cafeteria” plan launched in
January 2010 giving individual employees flexibility in selection of
welfare programs. The Coca-Cola system also participates in a
networking event for women inaugurated in 2008. The event, which
was expanded in 2009 to include 10 participating companies,
supports the establishment of inter-company networks of female
leader candidates.
Workplace
Support for Employee CareerDevelopment
Promoting Diversity
Fostering a Great Workplace Where Diverse Values are Capitalized UponTo provide a great place to work where people are inspired to be the best they can be—this is prescribed in the vision of the Coca-Cola system. We are striving to foster an open, safe, and healthy work environment where individual employees are given suffi cient authority for them to be motivated in their work and their diverse values are upheld.
When considering diversity, I place heavy importance on
questions like “Does the company genuinely believe that
awareness of differences, there being a wide variety of people
and perspectives, is enriching?” and “Is everyone integrated
into the organization to the same degree with their differences
valued?” Another question, not limited to diversity issues, is,
“Are the issues being properly tackled, and does everyone
believe from the bottom of their hearts that this is good both for
the company and for society?” Speaking from my experience
discussing careers with a large number of people, meaningful
career support cannot be given without touching upon how
employees v iew their careers subject ively in terms of
signifi cance over the long term. It is also important to provide
quality feedback and coaching. I hope Coca-Cola Japan will
come up with brand new and unique approaches to creating an
organization where, through job duties and tutelage, employees
can continue to develop throughout their careers.
Toshihiro KanaiProfessorGraduate School of Business AdministrationKobe University
STAKEHOLDER MESSAGE
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Workplace
Code of Business Conduct Internal Communication
Employee Insights Survey
Workplace Rights PolicyThe Coca-Cola brand and its products have earned the trust of
people throughout the world and all our employees have a duty to
make sure that trust is retained. Acting with integrity is not only
undertaken to preserve trust in the company and its reputation, but
also helps to maintain a workplace of which employees are proud.
Serving as a guide for appropriate employee conduct, the Code of
Business Conduct was revamped in 2008, along with our Workplace
Rights Policy, to incorporate specifi cs.
The Coca-Cola Company promises to treat employees fairly and
with respect and dignity based on a belief that observance of human
rights is fundamental for doing business. The company’s Workplace
Rights Policy, which covers the areas listed below, is based on
international standards on human rights, including the Universal
Declaration of Human Rights, the International Labour Organization’s
Declaration on Fundamental Principles and Rights at Work, and the
United Nations Global Compact. Related training is implemented in
off ices worldwide to promote employee understanding and
compliance.
Coca-Cola Japan implements the Employee Insights Survey, a
global survey of all employees, every other year. Survey fi ndings are
made available to all employees and influence action plans of the
entire Coca-Cola system and individual departments. Company-wide
issues identified in the 2008 survey included “a review of welfare
arrangements to promote a healthy work-life balance and work
approach flexibility,” “coaching to assist career design,” and
“operational effi ciency.” A follow-up questionnaire was conducted in
response to these f indings to identify the welfare needs of
employees. In 2009, an improvement plan was announced and
executed. Coaching & Feedback Workshops and a cross-functional
project to improve operational effi ciency were also implemented for
all managers with employees under their supervision.
Live Positively Day (People Day & Sports Day)At People Day, a meeting of all employees held several times each
year, business strategies and plans are announced and small groups
partake in discussions. This promotes understanding among
individual employees and motivates
employees to take action. In 2009, People
Day and Sports Day were merged as Live
Positively Day. The People Day segment
featured reporting on business results and
CSR act iv i t ies, and the Sports Day
segment pitted departments against each
other in sporting competitions as a way to
promote health and improve teamwork.
Town Hall MeetingTown Hall Meetings are held
th roughout the year fo r the
purpose of sharing detai ls of
business plans and status reports
in order to improve employee
understanding. These meetings
allow for direct dialogue between
employees and management.
Café ConversationCafé Conversation is a gathering organized by Public Affairs &
Communications on an irregular basis for the purpose of dialogue,
and employees with an interest in a chosen theme are invited to
participate. The gathering is an opportunity for them to share
information and exchange ideas in a laid-back atmosphere
transcending departmental and operational boundaries. Themes
discussed during 2009 include “web marketing,” “environmental
conservation activities” and “work styles of people with children.”
Utilizing Communication ToolsThe Coca-Cola system works hard to stimulate information sharing
and heighten employee awareness. We actively employ a variety of
employee communication tools that employees can use among
themselves to share information, such as system company best
practices, which might offer hints for overcoming business
challenges. The tools also play a role in improving employee
motivation. Since May 2010, Live Positively NEWS, a newsletter
spun off the popular enjoy! in-house
magazine, has been used as a tool for
spreading business principles. Various
other methods are used to relay information
throughout the system, including the use of
intranet to communicate the latest news
and share information by video, and the
use of wall newspapers.
◎ Freedom of Association and Collective Bargaining
◎ Forced Labor
◎ Child Labor
◎ Discrimination
◎ Work Hours and Wages
◎ Safe and Healthy Workplace
◎ Workplace Security
◎ Community and Stakeholder Engagement
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Initiatives in 7 Priority AreasPromoting “Live Positively” in Countries and Regions across the Globe
The Coca-Cola System Worldwide
C a n a d aU K
U S AS o u t h A f r i c a
Active, Healthy LifestyleBeverage Benefi ts
CommunityGlobal Water Stewardship
The glacéau vitaminwater series currently sold in 16 countries
provided enjoyment and refreshment for a large number of
consumers, athletes, and VIPs, as part of an innovative
campaign at the Vancouver Olympic Winter Games, following
on from the Beijing Olympic Games held two years earlier.
Canadian athletes embodying the outlook of the glacéau
vitaminwater brand, involved in pursuits like snowboarding,
bobsleigh, and mogul skiing, were singled out for partnerships
under which their stories were communicated through the
media. The publicity, involving exposure via print media, online,
and in outdoor advertising, as well as store-based strategies,
helped to further boost the popularity of the athletes.
Coca-Cola Great Britain has joined forces with one of the
United Kingdom’s leading TV stations, ITV1, to implement the
industry’s first ever Saturday night meal-time campaign. By
teaming up with ITV1, which is synonymous with Saturday
night TV entertainment in the U.K., under the catch phrase
“Saturday night tastes better with Coca-Cola and ITV1,”
Coca-Cola Great Britain is appealing to families to get together
on Saturday nights to enjoy meal-times with Coca-Cola. TV
commercials depicting Coca-Cola as an integral part of family
life have been shown, and campaigns are run via the member-
based website Coke Zone allowing families to win gifts they
can enjoy together.
“We Are the World,” the hit song recorded to raise money to
ease hunger in Africa, was re-released in 2009, 25 years after
its first appearance, in order to help the victims of the
earthquake in Haiti. The Coca-Cola Company got involved by
leveraging its massive communication network—including
its official member-based My Coke Rewards website, the
Coca-Cola system’s fan page on Facebook, and the official
websites of celebrities and athletes who appear in Coca-Cola
system advert isements—to direct around 25 mi l l ion
consumers to the song’s official website. People were
encouraged to make quick and effective donations, such as
by downloading the song.
The Water and Development Alliance (WADA), jointly funded
by the Coca-Cola Foundation and the United States Agency
for International Development (USAID), is providing villages
around Tzaneen, South Africa with basic infrastructure for
water purif ication. The three-year project involves the
development of basic water purifi cation infrastructure in three
villages worst affected by waterborne diseases such as
typhoid fever and cholera. Workshops have also been held to
help people learn about water-related issues as well as water
and health management. This program is also benefi ting from
the Replenish Africa Initiative (RAIN) implemented by the
Coca-Cola Africa Foundation.
Image of glacéau vitaminwater Communicated through Olympic Activation
Tie-up with ITV1 for Saturday Night Meal-time Campaign
“We Are the World” Returns after 25 Years to Raise Funds for Haiti
Coca-Cola and USAID Bring Clean Water to Rural Villages
45
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The Coca-Cola system worldwide is seeking solutions to issues
through initiatives being advanced in seven priority areas
under the “Live Positively” slogan, using methods suited to
the characteristics of each region.
U S A
U S AU K
Workplace
Sustainable PackagingEnergy Management &Climate Protection
In 2009, for the third consecutive year, The Coca-Cola Company
was included in the list of 20 Best Companies for Leadership
released by the U.S.-based magazine BusinessWeek and the Hay
Group consulting fi rm. This year, the company was rated highly not
only for forging through the economic recession with strong
leadership, but also for efforts to retain and nurture top leaders in the
midst of increasingly tough economic conditions. The Coca-Cola
Company commented: “In order to advance our business, in line
with the 2020 Vision, our future leaders will need to effectively
navigate in a changing world in which global macro-economic factors
require a transformation in thinking, behavior, and our view of the
world.”
The Coca-Cola Company has teamed up with Emeco, known
around the world for its Navy aluminum chair series, to launch
a chair made with materials from 111 recycled PET bottles.
The chair, named 111 Navy Chair TM, was exhibited at the
2010 Salone Internazionale del Mobile, which is also known
as the Milan Furniture Fair. Recycled PET resin (rPET)
accounts for 60% of materials used for the chair, which is
modeled after the aluminum Emeco Navy Chair (#1006)
designed in 1944 for the U.S. Navy. It is expected that more
than three million PET bottles will be reused each year for this
initiative.
Coca-Cola Great Britain engages in collaborative initiatives
with business partners, one example being joint efforts with
Tesco, the United Kingdom’s largest supermarket chain, to
ensure sustainable business. In the area of sales, 21% of the
Coca-Cola system products sold by Tesco do not undergo
secondary packaging. Meanwhile, for distribution, 10% of the
system’s products transported to Tesco are sent via rail,
thereby reducing the amount of freight transported by truck.
Additionally, all Coca-Cola system coolers inside Tesco stores
are equipped with energy-saving systems and employ
refrigerants that do not use HFCs,* with the aim of reducing
energy costs and environmental impact.
The Coca-Cola Company Ranks in Top 20 of Best Companies for Leadership
Recycled PET Chair Debuts at Milan Furniture Fair
Joint Initiatives with Leading British Retailer “Tesco”
* Hydrofl uorocarbons (HFCs) replaced the use of ozone-depleting chlorofl uorocarbons (CFCs),
but they must be collected after use because of their strong impact on global warming
46
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Data on Environmental Initiatives in 2010
The amount of energy consumed in all the business processes
during 2009 fell 6.3% compared to the previous year, with CO2
emissions down 7.3%. This is a decrease in total CO2 emissions of
17.9% compared to the level in 2004 (base year). For production
processes, energy consumption decreased by 4.6% compared to
the previous year, while total CO2 emissions fell by 6.5% compared
to the previous year. Contributing to this were continued efforts to
switch to the use of natural gas as an energy source, which resulted
in a lower usage ratio for heavy oil A* and a higher usage ratio for
processed natural gas, natural gas, and other energy sources that
generate low CO2 emissions. However, production volume declined
6.6% from the previous year and CO2 emissions per 1L of product
increased slightly, by around 0.2%. Significant progress was made in
the distribution and transportation sector with energy consumption
and total CO2 emissions both falling 14.8% from the previous year.
This was largely due to reviews of production and distribution
operations carried out from 2009 in line with a new supply chain
management (SCM) framework.
In its sales processes, the Coca-Cola system in Japan is striving to
meet its target of reducing total CO2 emissions by 30.6% by the year
2010, compared to the 2004 level. The system is also working
together with vending machine manufacturers to develop and adopt
energy-saving models. In 2009, efforts to switch to energy-saving
machines led to a 5.5% reduction in CO2 emissions as of December
31,2009 compared to the previous year. Furthermore, as part of its
measures to help prevent global warming, the Coca-Cola system is
continuing to switch to HFC-free vending machines that do not use
alternative chlorofluorocarbon, and has introduced some 60,000
machines as of December 31, 2009. Approximately 95% of those
machines are HFC-free vending machines that employ heat pump
technology, which achieves extensive reductions in the amount of
electricity consumed. A prime example of such models is the ecoru/
E40 . In offices, energy consumption fell 1.9% and total CO2
emissions fell 2.1%, compared to the previous year.
Energy Consumption for Production (Input/Output)
Energy Consumption (in thousand gigajoules) Breakdown of Energy Consumption CO2 Emissions (in thousand tons)
LPG 2.4%Kerosene 0.2%
Electricity 44.8%
Heavy oilA
13.6%
Processed natural gas/Natural gas
39.0%
2004
7,550
2005
7,380
2006
7,560
2007
7,920
2008
7,950
2009
7,590
2004
410
2005
390
2006
390
2007
410
2008
400
2009
380
Energy Consumption for Distribution/Transportation (Input/Output)
Energy Consumption (in thousand gigajoules) CO2 Emissions (in thousand tons)
2004
4,620
2005
4,710
2006
4,570
2007
4,310
2008
4,410
2009
3,760
2004
320
2005
320
2006
310
2007
290
2008
300
2009
260
Energy Consumption for Sales (Input/Output)
Energy Consumption (in thousand gigajoules) CO2 Emissions (in thousand tons)
2004
27,260
2005
25,990
2006
24,920
2007
23,460
2008
22,380
2009
21,140
2004
1,170
2005
1,110
2006
1,070
2007
1,000
2008
960
2009
910
Energy Consumption for Production (Input/Output)
Energy Consumption (in thousand gigajoules) CO2 Emissions (in thousand tons)
60 60 60 60 60 601,250 1,220 1,230 1,230 1,260 1,240
2004 2005 2006 2007 2008 2009
7,550
4,620
27,260
7,380
4,710
25,990
7,560
4,570
24,920
7,920
4,310
23,460
7,950
4,410
22,380
7,5903,760
21,140
2004
410
320
1,170
2005
390
320
1,110
2006
390
310
1,070
2007
410
290
1,000
2008
400
300
960
2009
380
260
910
Production
Distribution/Transportation
Sales (vending machines)
Offices
● CO2 emissions originating from electrical generation are
calculated using the CO2 emissions factor of 0.421kg CO2/
kWh (level for 2004) announced by the Federation of Electric
Power Companies of Japan in 2005
● CO2 emissions originating from fuel are calculated using the
Greenhouse Gas Emissions Calculation and Reporting
Manual: Ver.2.3 (issued by the Ministry of the Environment;
Ministry of Economy, Trade and Industry in May 2008)
* Heavy oil A possesses the lowest level of kinetic viscosity of
any of the three oils in the heavy oil category (Japan
Industrial Standards)
● Numerical figures in the graphs are rounded
Energy-related Initiatives
47
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In 2009 Coca-Cola system plants achieved a recycling rate of 99.7%
for the solid waste generated from production processes, marking
the sixth consecutive year since 2004 to attain “zero emissions” (a
recycling rate of over 99.5%). The quantity of solid waste generated
in 2009 was 119,700 tons and the quantity of recycled waste was
119,300, both slight decreases compared to the previous year.
In 2009, the Coca-Cola system continued initiatives implemented
in the previous year for managing wastewater, preserving water
sources, and addressing water efficiency. Although, in line with a
decrease in production, the volume of water used in production
during 2009 decreased to 25.83 million cubic meters and that of
wastewater decreased to 19.23 million cubic meters, the volume of
water use ratio1 increased slightly.
In 2009, along with its other environmental initiatives, the Coca-Cola
system strived to ensure wastewater management based on
standards in l ine with The Coca-Cola Management System
(TCCMS),2 the Coca-Cola system’s global management system.
Water (Input/Output)
Amount of Solid Waste Generated and Recycling Status
Water Consumption (in thousand cubic meters)
Wastewater Discharged (in thousand cubic meters)
Breakdown of Solid Waste Generation (2009)
Breakdown of Water Consumption (2009)
Breakdown of Wastewater Discharged (2009)
Paper/Cartons 3.2%
Plastic 2.6%
Glass 1.1%
Metal 1.5%
Other 0.9%Solid waste generated(in thousand tons)
Solid waste recycled(in thousand tons)
Recycling rate (%)
99.7%99.6% 99.6% 99.7% 99.8% 99.7%
2005
122 122
2004
132 132
2006
123 123
2007
123 122
2008
131 130
2009
120 119
Coffee grounds/Used tea leaves78.2%
Sludge12.4%
Water use ratio (L/L)
6.156.126.29
6.23 6.18 6.24
2004
25,860
2005
25,670
2006
26,000
2007
27,330
2008
27,430
2009
25,830
Well water53%
Tap water19%
Industrial water28%
17,210
2004
17,390
2005
18,120
2006
19,200
2007
20,080
2008
19,230
2009
Discharged into rivers, streams and oceans
75%
Discharged intosewage systems
25%
Waste-related Initiatives
Water-related Initiatives
1. The volume of water required when producing 1L of product
2. Wastewater was managed in line with The Coca-Cola Management System (TCCMS) for
the period of January 1 to December 31, 2009, but starting in 2010 will be managed in
line with Coca-Cola Operating Requirements (KORE)
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2010
As of July 2009, there were 22,700 copies of the Coca-Cola Sustainability Report 2009 in circulation, and the website questionnaire had generated 374 responses (371 responses from the general public and three from employees of the Coca-Cola system). We look forward to hearing opinions from many more stakeholders about how we can improve the content of the report and our activities as a company.
Stakeholder Opinions
Coca-Cola Sustainability Report 2009: Readers’ Comments
Feedback from the Questionnaire Attached to the Coca-Cola Sustainability Report 2009
Too much: 18.2%
Poor: 2.7%
Poor: 2.4%
Excellent: 36.9%
Ease of
understanding
Design
Poor:7.8%
Quality of
Information
Quantity of
Information
Insufficient: 10.7%
Good: 61.2%
Good: 47.5%
Sufficient: 71.1%
Average: 31.0%
Good: 40.4%
Average: 19.3%Excellent: 30.7%
Average: 20.1%
The Coca-Cola System in Japan (34.8%)
Excellent:
40.9%
Good:
43.3%
Below average: 3.2%
Average: 12.0%
Poor: 0.5%
Consumer: 80.5%
Corporate CSR/environment officer:
0.8%
NGO/NPO employee: 2.9%
Other: 15.0%
Coca-Cola system employee:0.8%
#1
Environmental Initiatives: Water-related Initiatives (30.4%)#2
#3
#4
Environmental Initiatives: Waste Reduction (24.3%)
“Live Positively” (22.1%)
● For this year’s report, considerable feedback has been incorporated from
outside stakeholders in order to provide a multi-faceted evaluation of the
business activities of the Coca-Cola system.
● These results indicate that the stakeholders had an interest in sections
related to such topics as the corporate stance and environmental initiatives.
●We found that over 80% of respondents gave the initiatives a positive rating.
#5 Environmental Initiatives: Vending Machine Advancements (20.0%)
What is your overall impression of this report?1 Which topics most interested you?2
How do you rate the Coca-Cola system’s initiatives?3 What best describes your perspective as a reader of the report?4
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About the Sustainability Report 2009 About Sustainable Packaging
Sustainability Website: Visitors’ Messages
Many visitors to Coca-Cola Japan’s website have taken the time to relate their impressions and opinions regarding information on our business activities. We would like to introduce some of the valuable advice that we have received from stakeholders.* For reasons of space, we have edited and summarized some opinions, but remained faithful to the intent
We would like to hear from you! Please send us your ideas and opinions regarding Coca-Cola Sustainability Report 2010.
http://cocacola.co.jpWebsite 0120-308509(toll free)Hours: 9:30 a.m. – 5 p.m. (except weekends and public holidays)
Consumer Service Center
Woman in her early 20s
I would have liked to see the content of the “Environmental Initiatives” supplement to Sustainability Report 2009 actually inside the main color report.
Woman in her 40s
As a consumer, I learned a lot from the report. I have been interested in the activities of the Coca-Cola system for a long time now and look forward to reading future reports.
Woman in her early 20s
I knew nothing about the kind of initiatives being implemented by the Coca-Cola system until I read about them on the Internet. I expect most other people feel the same way. This is a shame because the great things you are doing are not visible to us and therefore do not come across. Why not be more aggressive in your publicity about initiatives?
Woman in her 30s
I did not know the Coca-Cola system was involved in such activities and my view of you has changed. I want to know more.
About Delivery/Transportation
Man in his late 20s
Selling water from Hokkaido in Kyushu and elsewhere would not be environmentally-friendly. I am concerned about unnecessary transportation from the place where the water is obtained to the place where it is consumed. I would like to see a map of the locations where you obtain water for I LOHAS.
About Community Contributions and Support for Sporting Activities
Man in his 30s
You have provided an open, coherent and detailed explanation of your contribution to local communities and your corporate social responsibility, and I am amazed and impressed by the way you have taken action. Please keep up the good work!
Man in his 30s
Please enhance sports programs for children.
Woman in her late 20s
I have always found labels on 500ml PET bottles diffi cult to remove. You have improved labels on 2L PET bottles so they do not tear, but for 500ml PET bottle labels it is hard to even find where to tear off the label! While other companies’ labels can be smoothly peeled off from the top, Coca-Cola system labels are so stiff I can never fi nd a place to start peeling and have to use scissors. I would like to see the labels improved.
Man in his 30s
Perhaps you could be doing more to spread knowledge about methods for sort ing and recycl ing waste, for instance v ia TV commercia ls , advertisements, and product packaging.
Woman in her late 20s
If you have managed to reduce the amount of resin used for I LOHAS, then perhaps you could use the same methods to reduce usage for other Coca-Cola system products, too.
About Vending Machines
Man in his 40s
I run a retail business in a provincial area. The evolution of vending machines is all very good, but the machines installed at stores in such areas tend to be ones that used to be located elsewhere so they do not have functions for younger consumers to use a mobile phone or e-money to buy beverages. Mobile phones are used by everyone and young people here are just as aware about e-money and point systems as their counterparts in the major cities, so please make an effort to install new, eco-friendly vending machines in provincial areas, too.
Man in his 30s
I suppose it takes time to make one vending machine, but please install more machines compatible with mobile phone payment systems.
WEB
The Consumer Service Center receives opinions and requests from a large number of consumers every day. On behalf of the
Coca-Cola system, we at the Consumer Service Center properly acknowledge comments from consumers and make them
known throughout the company so the system can work to improve products and services and meet the expectations of
consumers. Some of the consumers we hear from at the Consumer Service Center harbor doubts or concerns about our
products and services. Through communication with consumers, the Consumer Service Center tries to foster optimism among
consumers as a path toward realizing the “Live Positively” business principle adopted by the Coca-Cola system worldwide. We
are always eager to hear your comments.
C O M M E N T
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