The Coca-Cola Companyassets.coca-colacompany.com/a5/f8/703ab40e444e9b... · Please give a general...

CDP CDP 2014 Investor CDP 2014 Information Request

The Coca-Cola Company

Module: Introduction

Page: Introduction

CC0.1

Introduction

Please give a general description and introduction to your organization. "The Coca-Cola Company is the world’s largest beverage company. We own or license and market more than 500 nonalcoholic beverage brands, primarily sparkling beverages but also a variety of still beverages such as waters, enhanced waters, juices and juice drinks, ready-to-drink teas and coffees, and energy and sports drinks. We own and market four of the world’s top five nonalcoholic sparkling beverage brands: Coca-Cola, Diet Coke, Fanta and Sprite. Finished beverage products bearing our trademarks, sold in the United States since 1886, are now sold in more than 200 countries. Note 1: SCOPE OF REPORT To the world at large, Coca-Cola is Coca-Cola. Our consumers do not distinguish between Coca-Cola, the trademark; The Coca-Cola Company, a global corporation; or local Coca-Cola bottling companies. They are all Coca-Cola. That presents our Company with a unique challenge as we manage the environmental impacts of our business. The Coca-Cola Company does not own, manage, or control most local bottling companies. And, although our system is not a single entity from a legal or managerial perspective, we make every effort to positively influence environmental activities and policies throughout our bottling system and to report information from both our Company-owned operations and our broader system, which are estimated from data supplied by our local bottling partners. This report discusses, as applicable, issues affecting our Company and/or our larger business system, the latter including both Company and independent bottler operations and impacts. When we use the term ""Company,"" this relates to matters involving only The Coca-Cola Company. When we use the term ""System,"" this relates to matters involving the Company, and its Company-owned bottlers as well as the bottling partners in which our Company has no ownership interest or a non-controlling ownership interest. In this Carbon Disclosure Project (CDP) response, the Scope 1 and Scope 2 emission inventory figures reflect an operational boundary of The Coca-Cola Company owned or controlled bottling partners – emissions inventory for independently owned and managed bottling partners are reflected in Scope 3. Note 2: FORWARD-LOOKING STATEMENTS This report contains information that may constitute ‘‘forward-looking statements.’’ Generally, the words ‘‘believe,’’ ‘‘expect,’’ ‘‘intend,’’ ‘‘estimate,’’ ‘‘anticipate,’’ ‘‘project,’’ ‘‘will’’ and similar expressions identify forward-looking statements, which generally are not historical in nature. However, the absence of these words or similar expressions does not mean that a statement is not forward-looking. All statements that address operating performance, events or developments that we expect or anticipate will occur in the future — including statements relating to volume growth, share of sales and earnings per share growth, and statements expressing general views about future operating results — are forward-looking statements. Management believes that these forward-looking statements are reasonable as and when made. However, caution should be taken not to place undue reliance on any such forward-looking statements because such statements speak only as of the date when made. Our Company undertakes no obligation to publicly update or revise any forward-looking

statements, whether as a result of new information, future events or otherwise, except as required by law. In addition, forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from our Company’s historical experience and our present expectations or projections. These risks and uncertainties include, but are not limited to, those described in Part I, ‘‘Item 1A. Risk Factors’’ and elsewhere in this report and those described from time to time in our future reports filed with the Securities and Exchange Commission. Note 3 BASE YEAR 2004 serves as our base year for GHG emission reporting and includes carbon dioxide emissions only associated with manufacturing. Since 2004, additional categories of emissions data have been collected and reported as they become available, but historical emissions associated with those additional categories have not been calculated to include within the baseline at this time. While a 2004 baseline has been established for all Coca-Cola system production facilities (including those owned by The Coca-Cola Company and those owned by the Bottlers), the specific base year emissions reported in section 7.1 (scopes 1 and 2) reflect only CO2 emissions associated with manufacturing operations owned or controlled by The Coca-Cola Company. These baselines have been amended to reflect insourcing/ outsourcing and acquisitions/divestitures."

CC0.2

Reporting Year

Please state the start and end date of the year for which you are reporting data. The current reporting year is the latest/most recent 12-month period for which data is reported. Enter the dates of this year first. We request data for more than one reporting period for some emission accounting questions. Please provide data for the three years prior to the current reporting year if you have not provided this information before, or if this is the first time you have answered a CDP information request. (This does not apply if you have been offered and selected the option of answering the shorter questionnaire). If you are going to provide additional years of data, please give the dates of those reporting periods here. Work backwards from the most recent reporting year. Please enter dates in following format: day(DD)/month(MM)/year(YYYY) (i.e. 31/01/2001).

Enter Periods that will be disclosed

Tue 01 Jan 2013 - Tue 31 Dec 2013

CC0.3

Country list configuration

Please select the countries for which you will be supplying data. This selection will be carried forward to assist you in completing your response.

Select country

Argentina

Bahrain

Brazil

Cambodia

Canada

Chile

China

Costa Rica

Egypt

France

Germany

Guatemala

India

Indonesia

Ireland

Japan

South Korea

Malaysia

Mexico

Myanmar

Pakistan

Philippines

Russia

Singapore

South Africa

Swaziland

United Arab Emirates

United States of America

Uruguay

Vietnam

International Air Space

CC0.4

Currency selection

Please select the currency in which you would like to submit your response. All financial information contained in the response should be in this currency. USD($)

CC0.6

Modules

As part of the request for information on behalf of investors, electric utilities, companies with electric utility activities or assets, companies in the automobile or auto component manufacture sectors, companies in the oil and gas industry, companies in the information technology and telecommunications sectors and companies in the food, beverage and tobacco sectors should complete supplementary questions in addition to the main questionnaire. If you are in these sectors (according to the Global Industry Classification Standard (GICS)), the corresponding sector modules will not appear below but will automatically appear in the navigation bar when you save this page. If you want to query your classification, please email [email protected]. If you have not been presented with a sector module that you consider would be appropriate for your company to answer, please select the module below. If you wish to view the questions first, please see https://www.cdp.net/en-US/Programmes/Pages/More-questionnaires.aspx.

Further Information

Module: Management

Page: CC1. Governance

CC1.1

Where is the highest level of direct responsibility for climate change within your organization?

Individual/Sub-set of the Board or other committee appointed by the Board

CC1.1a

Please identify the position of the individual or name of the committee with this responsibility

The highest level of direct responsibility for climate change within The Coca-Cola Company is the Vice President and Chief Sustainability Officer (CSO), Bea Perez. The CSO position reports to the Chief Administrative Officer, who reports to the Chief Executive Officer. The Company's Vice President, Environment & Water, reports to the CSO and is responsible for the climate protection strategy across our business operations. The Vice President is supported by additional resources within the Sustainability Office, including a Director of Energy Efficiency & Climate Protection, as well as resources in the Safety & Environmental Sustainability (SES) Team. We have a dedicated Energy & Climate Manager in our Europe Group and also within Coca-Cola Refreshments (CCR), our bottling operation in North America, a shared resource (25-30%) in Eurasia & Africa. We are staffing comparable positions in other geographies as appropriate (for example, we have a full-time Energy & Climate Manager in our Mexico business unit. There are executive level individuals, groups and councils that are engaged and consulted regarding climate protection policy, performance and progress including through the CSO scorecard updates to the Company’s Operating Committee. We also have an external International Advisory Council that informs our environment-related policies and performance regarding important public-policy issues like climate change. Subject matter briefings prior to these annual International Advisory Council meetings are another important way for the Executive Leadership Team to review the Company's progress on energy efficiency & climate protection. The Coca-Cola Company also coordinates on climate change matters with The Coca-Cola System via the Top-to-Top Bottlers: these represent approximately 86% of our global volume and meet routinely (typically twice yearly). Relevant senior Company managers also periodically and regularly brief and engage the Top-to-Top Bottlers and International Advisory Council. Annual internal and external sustainability reports are prepared to report on progress toward goals.

CC1.2

Do you provide incentives for the management of climate change issues, including the attainment of targets?

Yes

CC1.2a

Please provide further details on the incentives provided for the management of climate change issues

Who is entitled to benefit from these incentives?

The type of incentives

Incentivized performance indicator

Environment/Sustainability managers

Monetary reward

The primary indicator of performance is progress toward meeting three emissions reductions targets: an absolute emissions reduction target to reduce manufacturing emissions by 2015 to the same levels as the 2004 baseline; a 5% reduction of manufacturing emissions in Annex I countries below the 2004 baseline by 2015; and a value-chain emissions intensity target to reduce emissions of the "Drink in Your Hand" by 25% by 2020 from a 2010 baseline. The 2015 targets have been translated into specific, annual targets for each Business Unit denominated as Energy Use Ratio (MJ per liter of product produced). Business units are in the process of developing

Who is entitled to benefit from these incentives?

The type of incentives

Incentivized performance indicator

“glidepaths” for the new 2020 target – using a scenario planner tool the Company developed specifically for our system.

Further Information

Page: CC2. Strategy

CC2.1

Please select the option that best describes your risk management procedures with regard to climate change risks and opportunities

Integrated into multi-disciplinary company wide risk management processes

CC2.1a

Please provide further details on your risk management procedures with regard to climate change risks and opportunities

Frequency of monitoring

To whom are results reported

Geographical areas

considered

How far into the future are risks

considered?

Comment

Six-monthly or more frequently

Individual/Sub-set of the Board or committee appointed by the Board

More than 200 countries 1 to 3 years

CC2.1b

Please describe how your risk and opportunity identification processes are applied at both company and asset level

Company level: The Company leverages a Risk Council which is a cross-functional leadership team to discuss key risks, including climate change, on a regular, basis, at least semi-annually. Climate change was added as a specific risk category in 2010. Annually, the Risk Council completes a comprehensive strategic risk assessment to prioritize the Company’s top enterprise risks. The prioritization process considers risk likelihood and consequence to the business which can include but are not limited to materiality, financial impact, business disruption and/or reputation. Top risks resulting from this process are summarized, shared, and discussed with Company leadership; each business unit, function or department is responsible for actively managing and monitoring their respective risks throughout the year. Asset level: We have a fully developed and robust risk management (RM) program within our global supply chains and technical functions, which is in the third year of deployment. Our RM program and processes are based on ISO 31000 Risk management – Principles and guidelines, an internationally recognized and accepted standard for risk management. Our ERM (Enterprise Risk Management) processes include steps to identify, analyze, evaluate and treat risks at multiple levels and locations within the Company. We use the checklist method for risk identification during the deployment stages, ensuring consideration of a broad range of potential risks. Potential risks include those related to energy consumption, water consumption, process emissions and wastes, fleet operations, packaging waste including post-consumer, natural hazards, and climate change, among many others. The most significant risks at a given location are recorded in a local risk register for active management.

CC2.1c

How do you prioritize the risks and opportunities identified?

The prioritization process considers risk likelihood and consequence to the business which can include but are not limited to materiality, financial impact, business disruption and/or reputation. The prioritization process is supported by a standard 5-point assessment scale for both likelihood and consequence, which results in the creation of a heat-map summary report.

CC2.1d

Please explain why you do not have a process in place for assessing and managing risks and opportunities from climate change, and whether you plan to introduce such a process in future

Main reason for not having a process

Do you plan to introduce a process?

Comment

CC2.2

Is climate change integrated into your business strategy?

Yes

CC2.2a

Please describe the process of how climate change is integrated into your business strategy and any outcomes of this process

Our global Office of Sustainability - led by the Chief Sustainability Officer - integrates the many successful projects we have launched around the world and accelerates our global sustainability agenda in support of our 2020 Vision. That 2020 Vision, our growth strategy, is based on six key areas: People, Planet, Profit, Portfolio, Partnerships, and Productivity. This is now manifested in our sustainability strategic framework (Me, We, World™), which was expressed in our 2011/2012 Sustainability Report, and organizes our initiatives by personal well-being (Me), community well-being (We), and environmental well-being (The World). Energy management and climate change are priorities within The World pillar. Climate Protection is designated as a priority focus under the Planet element of our 2020 Vision and also under our Me, We, World™ framework. Through redesigning the way we work and live, we consider sustainability as part of everything we do. Each of these core areas has established reduction goals from the corporate level for the entire Coca-Cola System and not just The Coca-Cola Company to reduce impacts associated with water scarcity, energy availability, and packaging (both availability of raw materials and recycling). We believe the proactive, comprehensive approach of Me, We, World™ contributes to our strategic advantage. Short term Strategy (by 2015): Our Short Term strategy has been initially focused on mitigation and largely concentrated on manufacturing operations – achieving our “Grow the Business, Not the Carbon” commitments through energy efficiency and cleaner energy options. An example deriving from our short-term strategy was installation of a combined heat and power (CHP) project at our Ballina Beverages concentrate facility. The plant captures heat from electricity generation and diverts it to heating and hot water systems. Project benefits include financial savings and the avoidance of CO2 emissions. Long Term Strategy (through 2020): Our Long Term strategy is evolving to focus more broadly across our supply chain (end-to-end) and complementing mitigation efforts with Adaptation (business resilience for that supply chain). We have recently developed a more robust target to reduce the carbon footprint of the drink in your hand. This commitment is a 25% reduction of CO2 from a 2010 baseline, by 2020, and incorporates emissions associated with ingredients, packaging, manufacturing, distribution, and refrigeration. PlantBottle™ is a good example of our evolving Long-Term strategy – representing our intention to move toward renewable feedstocks. By the end of 2013, PlantBottle™ packaging was available in 28 markets, and approximately 21.7 billion PlantBottle™ packages had been

shipped. To date, use of PlantBottle™ packaging has helped prevent the equivalent emissions of approximately 191,610 metric tons of carbon dioxide. Our most recent 10-K filing with the SEC, February 27, 2014, explicitly acknowledges the linkage between water stress and greenhouse has emissions by expressly stating the following: “Climate change may also exacerbate water scarcity and cause a further deterioration of water quality in affected regions, which could limit water availability for the Coca-Cola system’s bottling operations. Increased frequency or duration of extreme weather conditions could also impair production capabilities, disrupt our supply chain or impact demand for our products. As a result, the effects of climate change could have a long-term adverse impact on our business and results of operations.” Climate change is expected to have a profound impact on the world’s rainfall patterns, sea levels, river flows and freshwater reserves. We recognize that reducing greenhouse gas emissions is critical to lessening the risks associated with these and other potential impacts of climate change. At Coca-Cola, we acknowledge our responsibility to measure and manage our climate footprint and we are taking proactive steps to advance climate adaptation initiatives such as watershed protection and reforestation.

CC2.2b

Please explain why climate change is not integrated into your business strategy

CC2.3

Do you engage in activities that could either directly or indirectly influence public policy on climate change through any of the following? (tick all that apply)

Direct engagement with policy makers Trade associations Funding research organizations Other

CC2.3a

On what issues have you been engaging directly with policy makers?

Focus of legislation

Corporate Position

Details of engagement

Proposed legislative solution

Other: F-gases

Support

Most new, commercial refrigeration equipment on the market today uses HFC (hydrofluorocarbon) refrigerant, a category of potent greenhouse gases. But safe, reliable, efficient, HFC-free options exist for many end uses already. We have expressed this position globally in the context of the Montreal Protocol deliberations, regionally regarding the EU F-gas legislation and domestically in our response to the U.S.A. Bicameral Task Force on Climate Change convened by Senator Whitehouse and Representative Waxman. We have expressed this position globally in the context of the Montreal Protocol deliberations, regionally regarding the EU F-gas legislation and most-recently domestically in our response to the U.S.A. Bicameral Task Force on Climate Change convened by Senator Whitehouse and Representative Waxman.

Set extended timelines for phasing out such substances in new equipment.

CC2.3b

Are you on the Board of any trade associations or provide funding beyond membership?

Yes

CC2.3c

Please enter the details of those trade associations that are likely to take a position on climate change legislation

Trade association

Is your position on

climate change

consistent with theirs?

Please explain the trade association's position

How have you, or are you attempting to, influence the position?

Consumer Goods Forum

Consistent

As an active member, we understand The Consumer Goods Forum position to be that climate change is a major strategic threat, one which could affect our customers and their habitats, our businesses and the wider economy and society.

Our Company was instrumental in securing an HFC-free commitment on behalf of the full CGF membership in 2010 and helped coordinate three Refrigeration Summits for CGF Members to advance progress on these commitments.

Refrigerants Naturally

Consistent As an active, founding member of the organization, we understand Refrigerants Naturally’s position to be that we do not consider the use of

We are founding members of Refrigerants, Naturally! and helped craft the policy positions.

Trade association

Is your position on

climate change

consistent with theirs?

Please explain the trade association's position

How have you, or are you attempting to, influence the position?

HFC refrigerants (including unsaturated HFCs) as medium‐ or long‐term alternative since the contribution of these substances to global warming would lead to irreversible environmental consequences in the business as usual scenario.

U.S. Chamber of Commerce

Inconsistent

We understand the U.S. Chamber of Commerce’s position to be that there should be a comprehensive legislative solution that does not harm the economy, recognizes that the problem is international in scope, and aggressively promotes new technologies and efficiency. Protecting our economy and the environment for future generations are mutually achievable goals.

We recognize and understand the U.S. Chamber of Commerce’s position. We have developed our own Position Statement on Climate Protection which outlines the plans and goals for our Company and broader Coca-Cola system.

Business Europe Inconsistent

The EU’s 2007 Climate and Energy Package with its ambitious 2020 targets to reduce greenhouse gas emissions, to increase the share of renewable energy and to improve energy efficiency has triggered a policy and legislative agenda with far-reaching consequences for European companies. For companies it is essential to operate in a predictable EU policy framework which integrates climate protection, energy security as well as competitiveness concerns.

We have developed our own Position Statement on Climate Protection. We also endorsed the joint business declaration calling for a 30% reduction target in the EU – which distinguishes our position from that of Business Europe.

National Association of Manufacturers (NAM)

Inconsistent We understand NAM’s position to be that a carbon tax would have devastating effects on manufacturing in the United States.

We contributed to research of WWF, CDP, McKinsey & Co. research entitled “The 3% Solution”

CC2.3d

Do you publically disclose a list of all the research organizations that you fund?

No

CC2.3e

Do you fund any research organizations to produce or disseminate public work on climate change?

Yes

CC2.3f

Please describe the work and how it aligns with your own strategy on climate change

We contributed support for research finalized earlier this year with WWF, CDP, McKinsey & Co. and Point 380 Carbon. This body of work, known as “The 3% Solution,” reports that the US corporate sector has the potential to achieve significant emission reductions, profitably. While the focus of this research was on the U.S.A., the results reinforce results we have witnessed elsewhere. For example, by improving our energy efficiency globally, our system has avoided over $1 billion in energy costs cumulatively since 2004. The research also aligns with our new end-to-end, value-chain climate targets by illuminating other sectors with profitable emission reduction opportunities.

CC2.3g

Please provide details of the other engagement activities that you undertake

We endorsed various “Communique” through the Prince of Wales Corporate Leaders Group on Climate Change: Bali Communique, Copenhagen Communique, etc.

CC2.3h

What processes do you have in place to ensure that all of your direct and indirect activities that influence policy are consistent with your overall climate change strategy?

Through regular dialogue, activity and strategy review processes cross-functional teams, including associates and leadership from sustainability, legal, public affairs, technical, bottling partners and others, work to ensure that our activities are supportive of the Company’s climate protection strategy.

CC2.3i

Please explain why you do not engage with policy makers

Further Information

Page: CC3. Targets and Initiatives

CC3.1

Did you have an emissions reduction target that was active (ongoing or reached completion) in the reporting year?

Absolute and intensity targets

CC3.1a

Please provide details of your absolute target

ID

Scope

% of emissions in

scope

% reduction from base

year

Base year

Base year emissions

(metric tonnes CO2e)

Target year

Comment

Abs1 Scope 1+2

50% 5% 2004 2302547 2015 Absolute emissions reduction. Scope 1 + Scope 2 for manufacturing operations in Annex I countries. Applies to the entire Coca-Cola System and not just The Coca-Cola Company.

Abs2 Scope 1+2

100% 0% 2004 4781065 2015

Stabilization target: Scope 1 + Scope 2 emissions for all manufacturing operations (globally) will be slowed, stopped and reversed back to 2004 baseline. Applies to the entire Coca-Cola System, not just The Coca-Cola Company

Abs3 Scope 1+2+3

100% 100% 2000 9867 2015

All new immediate consumption equipment purchases are to be 100% HFC-free by 2015. This refrigeration commitment complements an aggressive energy efficiency commitment which we have already fulfilled: new equipment is now 40-50% more efficient than comparable models from the year 2000. As a combined result, carbon emissions reductions will exceed 52.5 million metric tons over the life of the equipment.

CC3.1b

Please provide details of your intensity target

ID

Scope

% of emissions in scope

% reduction from base

year

Metric

Base year

Normalized base year emissions

Target year

Comment

Int1 Scope 1+2+3

100% 25%

Other: grams CO2 per liter

2010 412 2020

This is a new target. The target is to reduce the carbon footprint of the drink in your hand. This commitment is a 25% reduction of CO2 by 2020, from a 2010 baseline, and incorporates emissions associated with ingredients, packaging, manufacturing, distribution, and refrigeration.

CC3.1c

Please also indicate what change in absolute emissions this intensity target reflects

ID

Direction of change

anticipated in absolute Scope 1+2 emissions

at target completion?

% change anticipated in absolute Scope 1+2 emissions

Direction of change

anticipated in absolute Scope 3 emissions at

target completion?

% change anticipated in absolute

Scope 3 emissions

Comment

Int1 Increase 24 Increase 24

This is a system level target, which is complicated for our business, as Scope 1 and 2 are not readily separated from our Scope 3 franchises during the establishment of these targets. Therefore, as a scope 1+2+3 target, we anticipate a 24% increase in absolute emissions – we cannot separate adequately into Scope 1+2 and Scope 3 to respond to this question.

CC3.1d

For all of your targets, please provide details on the progress made in the reporting year

ID

% complete (time)

% complete (emissions)

Comment

Abs1 83% 100% Goal reached in 2010. Through 2013, a 10% reduction in manufacturing emissions has been achieved for the Coca-Cola system in Annex 1 countries, including TCCC operated facilities.

Abs2 83% 0%

Unfortunately, absolute emissions in manufacturing increased in 2013 to a total of 5.53 million metric tons of CO2, or 16% above our target of 4.78 million metric tons. Absolute emissions remained flat through 2013 and improvements in emission intensity continuing to occur, and have decreased to 37.10 gCO2/liter, a 20% reduction since 2004 (46.66 gCO2/liter).

Abs3 66% 24% Immediate consumption equipment purchases in 2013 (across the entire Coca-Cola system) were 24% HFC-free.

Int1 36% 0%

This is a new target. The target is to reduce the carbon footprint of the drink in your hand. This commitment is a 25% reduction of CO2 by 2020, from a 2010 baseline, and incorporates emissions associated with ingredients, packaging, manufacturing, distribution, and refrigeration. We have not yet completed all of the tracking mechanisms to report progress to this measure, so it is not yet included.

CC3.1e

Please explain (i) why you do not have a target; and (ii) forecast how your emissions will change over the next five years

CC3.2

Does the use of your goods and/or services directly enable GHG emissions to be avoided by a third party?

Yes

CC3.2a

Please provide details of how the use of your goods and/or services directly enable GHG emissions to be avoided by a third party

Initiative: PlantBottle™ i) How the emissions were avoided: The Coca-Cola Company developed a new package type, PlantBottle™. It looks functions and recycles just like traditional PET plastic, but does so with a lighter footprint on the planet’s scarce resources. By the end of 2013, PlantBottle™ packaging was available in 28 markets, and approximately 21.7 billion PlantBottle™ packages had been shipped. Our goal is to use PlantBottle™ packaging for all of our plastic bottles by 2020. ii) Estimate Since 2009, use of PlantBottle™ packaging has reduced material carbon from our supply chain by approximately 191,610 metric tons of carbon dioxide. iii) Methodology We use a measurement of material carbon. This approach was recommended by Dr. Ramani Narayan, Michigan State University, and has since been reviewed for accuracy. The basis of the emissions calculation is that the carbon in PlantBottle™ derived from plants can be accurately calculated, then the emissions values are calculated via the United States Environmental Protection Agency's carbon equivalency calculator to evaluate a number of metrics. iv) Offsets At the present time, The Coca-Cola Company is not registering carbon credits associated with our PlantBottle™ innovation.

CC3.3

Did you have emissions reduction initiatives that were active within the reporting year (this can include those in the planning and implementation phases)

Yes

CC3.3a

Please identify the total number of projects at each stage of development, and for those in the implementation stages, the estimated CO2e savings

Stage of development

Number of projects

Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *)

Under investigation 13

To be implemented* 44 54882

Implementation commenced* 17 45408

Implemented* 69 180025

Stage of development

Number of projects

Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *)

Not to be implemented 5

CC3.3b

For those initiatives implemented in the reporting year, please provide details in the table below

Activity type

Description of activity

Estimated annual CO2e

savings (metric tonnes CO2e)

Annual monetary savings

(unit currency

- as specified in CC0.4)

Investment required

(unit currency -

as specified in CC0.4)

Payback period

Estimated lifetime of

the initiative,

years

Comment

Energy efficiency: Building services

LED lighting in raw material storage areas, relighting the production area, natural lighting (solar tubes) in blind offices, replacing low bay lighting, etc - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target.

545 192895 981250 4-10 years

10

Information provided reflects the implementation of multiple projects under the activity type across our global operating system. Aggregate emissions, savings and CAPEX information were used to derive quantitative indicators.

Energy efficiency: Processes

Boiler room insulation, improved the briquette boiler capacity utilization, compressed air stoppage, LP air drier optimization, blowing pressure reduction,

4577 1171498 1331290 1-3 years

14

Information provided reflects the implementation of multiple projects under the activity type across our global operating

Activity type





(unit currency


Investment required

(unit currency -


Payback period


the initiative,

years

Comment

heat recovery LP compressors, incoming raw water tank bypass system, hot water heat exchanger, low pressure base molding, sonic air blower optimization, hot water loop lagging, pallet orientation, T5 armature fill lighting replacement, underground cooling water piping, inefficient pump replacement, improved briquette boiler capacity utilization, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target

system. Aggregate emissions, savings and CAPEX information were used to derive quantitative indicators.

Low carbon energy installation

Wind and solar power plant installations - these installations contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target.

19 4388 42000 4-10 years

15


Process emissions reductions

Efficient ammonium chiller replacement, new blowers and air nozzles, pallet conveyors extension to decrease forklift movement, borehole expansion, blower installation, chiller replacement, low pressure base molding, refractor installation, compressor temperature

4345 976886 2380351 1-3 years

10

Information provided reflects the implementation of multiple projects under the activity type across our global operating system. Aggregate emissions, savings and CAPEX information were used to

Activity type





(unit currency


Investment required

(unit currency -


Payback period


the initiative,

years

Comment

reduction, automatic stoppage of the air conveyor, mobile compressor installation, packer heating time reduction, LPG consumption minimization electrical energy gripper system reduction, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target

derive quantitative indicators.

Transportation: fleet

Logistics battery management system, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target

46 12251 79300 4-10 years

10


Energy efficiency: Building services

LED lighting in raw material storage areas, relighting the production area, natural lighting (solar tubes) in blind offices, replacing low bay lighting, etc - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target.

20138

<1 year 10

Monetary savings and investment requirement data were not provided for these projects

Activity type





(unit currency


Investment required

(unit currency -


Payback period


the initiative,

years

Comment

Energy efficiency: Processes

Boiler room insulation, improved the briquette boiler capacity utilization, compressed air stoppage, LP air drier optimization, blowing pressure reduction, heat recovery LP compressors, incoming raw water tank bypass system, hot water heat exchanger, low pressure base molding, sonic air blower optimization, hot water loop lagging, pallet orientation, T5 armature fill lighting replacement, underground cooling water piping, inefficient pump replacement, improved briquette boiler capacity utilization, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target

100899

1-3 years

14


Low carbon energy installation

Wind and solar power plant installations - these installations contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target.

116

4-10 years

15


Process emissions reductions

Efficient ammonium chiller replacement, new blowers and air nozzles, pallet conveyors extension to decrease forklift

44919

1-3 years

10 Monetary savings and investment requirement data were not provided for these

Activity type





(unit currency


Investment required

(unit currency -


Payback period


the initiative,

years

Comment

movement, borehole expansion, blower installation, chiller replacement, low pressure base molding, refractor installation, compressor temperature reduction, automatic stoppage of the air conveyor, mobile compressor installation, packer heating time reduction, LPG consumption minimization electrical energy gripper system reduction, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target

projects

Transportation: fleet

Logistics battery management system, etc. - these activities contribute to our absolute emissions reduction target for manufacturing operations in Annex I countries, our absolute stabilization target for all manufacturing operations and our value-chain carbon intensity reduction target

4421

4-10 years

10


CC3.3c

What methods do you use to drive investment in emissions reduction activities?

Method

Comment

Internal incentives/recognition programs

The Coca-Cola Company collaborated with WWF (World Wildlife Fund) to develop a Top 10 Energy Efficiency practices program for our plants to implement. By the end of 2013, 591 facilities had enrolled in the program and 154 operations had completed the program, entitling them to public recognition for the plants and/or organizations that successfully completed all practices, helping bottlers yield reputation value from their environmental work. Implementing the top 10 projects at all plants will contribute toward our 2020 value-chain carbon commitment to reduce the emissions from the Drink in your Hand by 25%.

CC3.3d

If you do not have any emissions reduction initiatives, please explain why not

Further Information

Page: CC4. Communication

CC4.1

Have you published information about your organization’s response to climate change and GHG emissions performance for this reporting year in places other than in your CDP response? If so, please attach the publication(s)

Publication

Page/Section reference

Attach the document

Publication


Attach the document

In mainstream financial reports (complete)

Section 1A Risks https://www.cdp.net/sites/2014/64/3564/Investor CDP 2014/Shared Documents/Attachments/CC4.1/2013-annual-report-on-form-10-k.pdf

In voluntary communications (complete)

Climate Protection https://www.cdp.net/sites/2014/64/3564/Investor CDP 2014/Shared Documents/Attachments/CC4.1/2012-2013-gri-report-2.pdf

Further Information

Module: Risks and Opportunities

Page: CC5. Climate Change Risks

CC5.1

Have you identified any climate change risks that have the potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply

Risks driven by changes in physical climate parameters Risks driven by changes in other climate-related developments

CC5.1a

Please describe your risks driven by changes in regulation

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

CC5.1b

Please describe your risks that are driven by change in physical climate parameters

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

Change in precipitation pattern

Water is the main ingredient in substantially all of our products. It is also a limited resource in many parts of the world, facing unprecedented challenges from overexploitation, increased pollution, poor management and climate change. As demand for water continues to increase around the world, and as water becomes scarcer and the quality of

Reduction/disruption in production capacity

1 to 3 years

Indirect (Supply chain)

Likely Medium-high

Water is the main ingredient in substantially all of our products. If droughts occur, or shifts in precipitation happen, these events could have a significant impact on our business. As demand for water continues to increase around the world, and as water becomes

We are working around the world to replenish the water we use in our finished beverages by participating in locally relevant water projects that support communities and nature. Since 2005, the Coca-Cola system has engaged in more than 468 projects in over 100 countries the collectively are providing a sustainable

The Coca-Cola Company has invested over $260MM in Community Water Partnership projects in the last 5 years.

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

available water deteriorates, our system may incur increasing production costs or face capacity constraints which could adversely affect our profitability or net operating revenues in the long run.

scarcer and the quality of available water deteriorates, our system may incur increasing production costs or face capacity constraints which could adversely affect our profitability or net operating revenues in the long run.

balance to 52% of global sales volume. This includes providing access to clean water for approximately 1.8 million people, while also supporting sustainable agriculture and watershed protection and restoration. (Physical risks 1 and 2). The range of community projects includes watershed protection; expanding community drinking water and sanitation access; water for productive use, such as agricultural water efficiency; and education and awareness programs. As global climate change

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

continues to impact the world's hydrologic resources, these adaptations will help us maintain our competitive advantage. In particular, The Coca-Cola Company launched project RAIN to provide at least 2 million people with access to safe drinking water by 2015.

Induced changes in natural resources

CCR, our North America bottling and customer service organization, and our Company-owned or -controlled bottlers operate a large fleet of trucks and other motor vehicles to distribute and deliver beverage products to customers. In addition, we use a

Increased operational cost

Unknown Indirect (Supply chain)

More likely than not

Low-medium

An increase in the price, disruption of supply or shortage of fuel and other energy sources in North America, in other countries in which we have concentrate plants or in any of the major markets in which our

The Coca-Cola Company uses Project esKO to improve energy efficiency in manufacturing plants to minimize our use of energy and reduce our risk to changes in supply. Through this program, our system energy-efficiency has already

System-wide investments in project esKO through 2015 are estimated to be approximately $700MM.

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

significant amount of electricity, natural gas and other energy sources to operate our concentrate plants and the bottling plants and distribution facilities operated by CCR and our Company-owned or -controlled bottlers. An increase in the price, disruption of supply or shortage of fuel and other energy sources in North America, in other countries in which we have concentrate plants, or in any of the major markets in which our Company-owned or -controlled bottlers operate that may be caused by increasing demand or by events such as natural disasters,

Company-owned or controlled bottlers operate that may be caused by increasing demand or by events such as natural disasters, power outages or the like would increase our operating costs and negatively impact our profitability.

improved 20% since 2004. An additional 4% energy productivity improvement is anticipated through 2015.

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

power outages, or the like, would increase our operating costs and negatively impact our profitability.


Our independent bottling partners also operate large fleets of trucks and other motor vehicles to distribute and deliver beverage products to their own customers and use a significant amount of electricity, natural gas and other energy sources to operate their own bottling plants and distribution facilities. Increases in the price, disruption of supply or shortage of fuel and other energy sources in any of the major markets in which our independent



More likely than not

Low-medium

An increase in the price, disruption of supply or shortage of fuel and other energy sources in North America, in other countries in which we have concentrate plants or in any of the major markets in which our Company-owned or controlled bottlers operate that may be caused by increasing demand or by events such as natural disasters, power outages

The Coca-Cola Company uses Project esKO to improve energy efficiency in manufacturing plants to minimize our use of energy and reduce our risk to changes in supply. Through this program, our system energy-efficiency has already improved 20% since 2004. An additional 4% energy productivity improvement is anticipated through 2015.

System-wide investments in project esKO through 2015 are estimated to be approximately $700MM.

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

bottling partners operate would increase the affected independent bottling partners’ operating costs and could indirectly negatively impact our results of operations.

or the like would increase our operating costs and negatively impact our profitability.

Change in precipitation pattern

We and our bottling partners use a number of key ingredients that are derived from agricultural commodities such as sugarcane, corn, beets, citrus, coffee and tea in the manufacture and packaging of our beverage products. Increased demand for food products and decreased agricultural productivity in certain regions of the world as a result of changing



Unknown Unknown

Decreased agricultural productivity in certain regions as a result of changing weather patterns may limit availability or increase the cost of key agricultural commodities, such as sugarcane, corn, beets, citrus, coffee and tea, which are important ingredients for our products. Increased frequency or duration of

The Coca-Cola Company is addressing changes in natural resources through their supplier sustainability initiatives. For example, The Coca-Cola Company sponsored the creation of Bonsucro, the Better Sugarcane Initiative to ensure the sustainability of the production of sugarcane. Our bottler in Brazil

Incremental investment in this program is considered confidential business information

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

weather patterns may limit the availability or increase the cost of such agricultural commodities, and could impact the food security of communities around the world. If we are unable to implement programs focused on economic opportunity and environmental sustainability to address these agricultural challenges and fail to make a strategic impact on food security through joint efforts with bottlers, farmers, communities, suppliers and key partners, as well as through our increased and continued investment in sustainable agriculture, the affordability of our

extreme weather conditions could also impair production capabilities, disrupt our supply chain or impact demand for our products.

purchased the first Bonsucro certified sugarcane in 2011.

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

products and ultimately our business and results of operations could be negatively impacted.

Other physical climate drivers

The sales of or products are influenced to some extent by weather conditions in the markets in which we operate. Unusually cold or rainy weather during the summer months may have a temporary effect on the demand for our products and contribute to lower sales, which could have an adverse effect on our results of operations for such periods.


Unknown Direct More likely than not

Medium-high

The sales of our products are influenced to some extent by weather conditions in the markets in which we operate. Unusually cold or rainy weather during the summer months may have a temporary effect on the demand for our products and contribute to lower sales, which could have an adverse effect on our results of operations for such periods. As a result, the

Historical experience and our Company management’s awareness that weather may be a factor in consumer demand for our products. This is described in the following manner in the risk factor section of our Company's SEC 10-K filing: The sales of our products are influenced to some extent by weather conditions in the markets in which we operate. Unusually cold or rainy weather during the summer months


Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

effects of climate change could have a short-term adverse impact on our business and results of operations.

may have a temporary effect on the demand for our products and contribute to lower sales, which could have an adverse effect on our results of operations for such periods.

Uncertainty of physical risks

Additional risks not currently known to us or that we currently deem to be immaterial also may materially adversely affect our business, financial condition or results of operation in future periods.

Inability to do business

Unknown Direct Unknown Unknown

In The Coca-Cola Company annual 10-k we list numerous risks that could affect our operations and future costs. While we may identify many risks there is still a wide factor of unknown. Increased drought, new regulations, military conflicts, etc... are all unknowns that could drastically effect the way

Coca-Cola is managing as best as possible all risks associated with its operations. The Coca-Cola Company monitors emerging situations globally and maneuvers to adapt and manage those risks in order to maintain its position as a global leader in the non-alcoholic beverage industry.

At this point there is not a particular cost estimated for the unknown.

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

we do business.

CC5.1c

Please describe your risks that are driven by changes in other climate-related developments

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated Financial

Implications

Management

method

Cost of

management

Uncertainty in market signals

We and our bottling partners use various ingredients in our business, including HFCS, sucrose, aspartame, saccharin, acesulfame potassium, sucralose, ascorbic acid, citric acid, phosphoric acid and caramel color, other raw materials such as orange and other fruit juice and juice

Reduction/disruption in production capacity

Unknown Direct Likely Medium-high

The prices for ingredients and packaging materials fluctuate depending on market conditions. An increase in the cost, an interruption in the supply, or a shortage in ingredients, packaging materials, or cans and other containers that may be caused by supplier quality and

Our PlantBottle™ innovation offers an example – representing our intention to move toward renewable feedstocks. By the end of 2013, PlantBottle™ packaging was available in 28 markets, and approximately 21.7 billion PlantBottle™ packages had been shipped. Derived from up to 30% plant


Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated Financial

Implications

Management

method

Cost of

management

concentrates, as well as packaging materials such as PET for bottles and aluminum for cans. The prices for these ingredients, other raw materials and packaging materials fluctuate depending on market conditions. Substantial increases in the prices of our or our bottling partners’ ingredients, other raw materials and packaging materials, to the extent they cannot be recouped through increases in the prices of finished beverage products, would

reliability issues; or by events such as natural disasters, power outages, labor strikes, political uncertainties or governmental instability, or the like, could negatively impact our net revenues and profits.

materials, PlantBottle™ substantially reduces our reliance on volatile petroleum prices. To date, use of PlantBottle™ packaging has helped save the equivalent emissions of approximately 191,610 metric tons of carbon dioxide.

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated Financial

Implications

Management

method

Cost of

management

increase our and the Coca-Cola system’s operating costs and could reduce our profitability. Increases in the prices of our finished products resulting from a higher cost of ingredients, other raw materials and packaging materials could affect affordability in some markets and reduce Coca-Cola system sales. In addition, some of our ingredients, such as aspartame, acesulfame potassium, sucralose, saccharin and ascorbic acid, as well as some of the packaging containers, such

Risk driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated Financial

Implications

Management

method

Cost of

management

as aluminum cans, are available from a limited number of suppliers, some of which are located in countries experiencing political or other risks.

Other drivers

Additional risks not currently known to us or that we currently deem immaterial may also materially adversely impact our business, financial condition or results of operations in future periods.

Inability to do business

Unknown Direct Unknown Unknown

In The Coca-Cola Company annual 10-k we list numerous risks that could affect our operations and future costs. While we may identify many risks there is still a wide factor of unknown. Increased drought, new regulations, military conflicts, etc... are all unknowns that could drastically effect the way we do business.

Coca-Cola is managing as best as possible all risks associated with its operations. The Coca-Cola Company monitors emerging situations globally and maneuvers to adapt and manage those risks in order to maintain its position as a global leader in the non-alcoholic beverage industry.

At this point there is not a particular cost estimated for the unknown.

CC5.1d

Please explain why you do not consider your company to be exposed to risks driven by changes in regulation that have the potential to generate a substantive change in your business operations, revenue or expenditure

In the short term, we do not consider climate change regulation to be a material risk to our company. While many countries are taking action on climate change, including carbon taxes and other market mechanisms like cap and trade schemes in some countries where we operate, none of the current or proposed regulations apply directly to The Coca-Cola Company or its operations. Many/most have applicability thresholds that are considerably above the direct (Scope 1) emissions from our operations. However, the following list can be seen as possible future risks driven by changes in applicable laws or regulations or evolving interpretations thereof, including: • Increased government regulations to limit carbon dioxide and other greenhouse gas emissions as a result of concern over climate change. - This could result in increased compliance costs, capital expenditures and other financial obligations for us and our bottling partners, which could affect our profitability or impede the production or distribution of our products, which could affect our net operating revenues. • Carbon Taxes - At this time carbon taxes do not apply to The Coca-Cola Company. If this became applicable, the cost of our product could see significant increases. • Fuel/Energy taxes and regulations - If the fuel and energy that The Coca-Cola Company and its bottlers purchase to run its operations are heavily taxed, this will increase our company’s operational costs and will drive the price of our product to increase. This could have negative effects on our overall sales and markets that we may supply. • Product labelling regulations and standards - The Coca-Cola Company has many different products. If a product label regulation standard were to mean conducting a carbon footprint for each product as well as certifying it and then labelling it, the whole process could cost The Coca-Cola Company and its Bottling Partners substantial resources, which would increase the price of its product.

CC5.1e

Please explain why you do not consider your company to be exposed to risks driven by physical climate parameters that have the potential to generate a substantive change in your business operations, revenue or expenditure

CC5.1f

Please explain why you do not consider your company to be exposed to risks driven by changes in other climate-related developments that have the potential to generate a substantive change in your business operations, revenue or expenditure

Further Information

Page: CC6. Climate Change Opportunities

CC6.1

Have you identified any climate change opportunities that have the potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply

Opportunities driven by changes in regulation Opportunities driven by changes in physical climate parameters Opportunities driven by changes in other climate-related developments

CC6.1a

Please describe your opportunities that are driven by changes in regulation

Opportunity driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

International agreements

We believe that government, business and civil society must work together to reduce global emissions of greenhouse

Investment opportunities

Unknown Direct About as likely as not

Medium-high

We believe that our current exposure to climate change-related regulatory risks is not material. Yet current or potential future regulatory

• The Coca-Cola Company uses Project esKO to improve energy efficiency in manufacturing plants to minimize our use of energy and reduce our risk

• Company and Bottling Partner investment in HFC-free sustainable refrigeration (>1M units by end 2013) are estimated to be on the order of

Opportunity driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

gases. Building a low-carbon economy will require climate governance that is inclusive, fair, and effective. Frameworks also must include incentives, especially for early action to promote clean technologies.

requirements may offer risks and opportunities: • Future regulations on energy pricing may affect us, and our investment in energy efficiency and on-site renewable power generation may exhibit returns; and • Climate change regulations could affect refrigerants and our eKOfreshment (sustainable refrigeration) program has prepared us well to adapt

to changes in supply. Through this program, our system energy-efficiency has already improved 20% since 2004. An additional 4% energy productivity improvement is anticipated through 2015. Total system-wide investments in energy efficiency are estimated to be approximately $700 million - with a composite internal rate of return in excess of 20%. In addition, we have identified the following opportunities: • We are in the final stage of development of a Clean Energy Toolkit, a proprietary online portal that helps bottling operations

$100 million. • Total system-wide investments in energy efficiency are estimated to be approximately $700 million - with a composite internal rate of return in excess of 20%.

Opportunity driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

identify, assess (regulatory context, business case, partners, vendors, etc.) and implement clean energy projects in key countries around the world • eKOfreshment, our Sustainable Refrigeration Program, has prepared us well to adapt to future limitations in refrigerants

CC6.1b

Please describe the opportunities that are driven by changes in physical climate parameters

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management


Renewable electricity can have a 30-35% share of total

Reduced operational costs

>6 years Direct Likely High

Renewable electricity can have a 30-35% share of total electricity

The Coca-Cola Company has been looking at many different

Investment details associated with these projects are confidential

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

electricity supply in 2030 at carbon prices up to 50 US$/tCO2-e.

supply in 2030. If the cost for energy continues to rise this could save money for the Coca-Cola company in the future as well as ensure that the company will continue to run its operations during black outs and other unforeseen circumstances. In addition, with carbon prices costing up to 50 US$/tCO2-e the company could see many cost benefits associated with a cap and trade system.

technologies and programs to reduce its energy and invest in renewables. One example is the research on Landfill Gas/Solid Oxide Fuel Cells. The Coca-Cola Company has invested in a landfill gas project (Georgia) and new generation, solid oxide fuel cells (California).

business information.


Waste minimization and recycling provide important indirect mitigation benefits through the conservation of energy and materials.

Wider social benefits


Very likely Medium

The Coca-Cola Company has many costs associated with waste including the cost of how to dispose of certain products as well as the cost to transport those wastes to its final destination. When

Our vision is zero waste, and we support this vision with various programs to minimize post-consumer waste. We have waste recovery initiatives in 100 countries and in many countries we have

Incremental investment in this program is considered confidential business information.

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

Coca-Cola minimizes its waste it could save money in many areas. It saves money by using fewer materials to create the product, as well as the costs associated with disposing and transporting the waste.

more than one initiative underway. In addition we have a long history maintaining our iconic bottle design, while light weighting the package and increasing the recycled content. Currently, the average recycled content in an aluminum can within the United States is between 40-60%. PlantBottle™ seeks to increase plant based materials into the package.


Forest-related mitigation options can have sustainable co-benefits in terms of employment, watershed conservation, and poverty alleviation.

Wider social benefits


Very likely Medium-high

The Brazilian Rainforest Water Program features the reforestation of the Brazilian Atlantic Rainforest. Over recent years, a total of 75 hectares have been planted with approximately 1,800 native

The Brazilian Rainforest Water Program strategy incorporates carbon offsets, as defined in the Kyoto Protocol. As such, this strategy offers the possibility of additional financial resources to

Incremental investment in this program is considered confidential business information.

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

seedlings at the Japi Mountain Corridor. In 2011, in a new partnership with The Nature Conservancy, 200 hectares were planted along the Guandu River that provides ~80% of the freshwater and generates ~25% of the electricity used by residents of the Rio de Janeiro metropolitan area.

sustain and grow the Program.


The Coca-Cola System has set a goal to return to nature and communities (Replenish) an amount of water equal to what we use in our beverages and their production. We intend to meet this goal by 2020.

Increased production capacity

1 to 3 years

Direct Very likely High

By making clean and healthy water available we are ensuring that our water supply will be available in the future which will help our company to continue to grow. In addition, by making sure water is available to local citizens we are ensuring that our workface can maintain themselves causing less sick days, less training for new

Water is the main ingredient in substantially all of our products. We are working around the world to replenish the water we use in our finished beverages by participating in locally relevant water projects that support communities and nature. Since 2005, the Coca-Cola system has engaged in more

The Coca-Cola Company launched project RAIN (Replenish Africa Initiative) to provide at least 2 million people with access to safe drinking water by 2015. The Coca-Cola Company's $6 million contribution per year for five years (total of $30 MM) will have an impact on women in African countries including

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

employees, and a more productive work force which will help us save on our bottom line.

than 468 projects in over 100 countries that collectively are providing a sustainable balance to 52% of global sales volume. This includes providing access to clean water for approximately 1.8 million people, while also supporting sustainable agriculture and watershed protection and restoration. The range of community projects includes watershed protection; expanding community drinking water and sanitation access; water for productive use, such as agricultural water efficiency; and education and awareness

Algeria, Kenya, Liberia, Morocco, Nigeria, Rwanda, Sierra Leone, South Africa, Swaziland, Tanzania, Tunisia, and Uganda.

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

programs. As global climate change continues to impact the world's hydrologic resources, these adaptations will help us maintain our competitive advantage.

CC6.1c

Please describe the opportunities that are driven by changes in other climate-related developments

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

Other drivers

Competitive advantage: Our eKOfreshment, Sustainable Refrigeration Program, has positioned us as a market leader on the transition toward HFC-free commercial refrigeration.

Increased demand for existing products/services

Up to 1 year

Indirect (Supply chain)

Very likely Medium-high

Consuming less energy can reduce our emissions and it can also reduce our costs. Integrating energy and environmental efficiency into immediate consumption equipment

Our eKOfreshment, Sustainable Refrigeration Program, has positioned us as a market leader on the transition toward HFC-free commercial refrigeration. When fully implemented, the

Company and Bottling Partner investment in HFC-free sustainable refrigeration (>1M units by end 2013) are estimated to be on the order of $100 million.

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

offers us competitive advantage with customers who want to work with partners who can help them conserve resources.

new immediate consumption equipment is estimated to emit (directly and indirectly) 700,000 tons less CO2-e greenhouse gases per year than would otherwise have been emitted by sticking to the models typical of our system in 2000. By the end of 2013, we have already placed more than 1MM units into the market and we have expanded our commitment to achieve 100% adoption of HFC-free refrigeration for new immediate consumption equipment by 2015.

Other drivers

Product Market Opportunity: Consumers are taking into

New products/business services

Up to 1 year

Direct Very likely Medium-high

Consumers are taking into account a company's

The Coca-Cola Company has invested in PlantBottle™ as a

Incremental investment in this program is considered

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

account a company's environmental record when making purchasing decisions. The Coca-Cola Company has invested in PlantBottle™ as a way to reduce the material carbon impact of petroleum-based plastics.

environmental record when making purchasing decisions. The more proactive we are could increase our sales by the educated consumer.

way to reduce the carbon footprint of petroleum-based plastics. PlantBottle™ looks functions and recycles just like traditional PET plastic, but does so with a lighter footprint on the planet’s scarce resources. Since unveiling this cutting-edge innovation in December 2009, we have introduced approximately 21.7 billion PlantBottle™ packages in 28 countries around the world for a variety of our brands. Our goal is to use PlantBottle™ packaging for all of our plastic bottles by 2020.This reduces our environmental impact and minimizes our

confidential business information.

Opportunity driver

Description

Potential impact

Timeframe

Direct/ Indirect

Likelihood

Magnitude of impact

Estimated financial

implications

Management

method

Cost of

management

dependence on petroleum. To date, use of PlantBottle™ packaging has helped save the equivalent emissions of approximately 191,610 metric tons of carbon dioxide.

CC6.1d

Please explain why you do not consider your company to be exposed to opportunities driven by changes in regulation that have the potential to generate a substantive change in your business operations, revenue or expenditure

CC6.1e

Please explain why you do not consider your company to be exposed to opportunities driven by physical climate parameters that have the potential to generate a substantive change in your business operations, revenue or expenditure

CC6.1f

Please explain why you do not consider your company to be exposed to opportunities driven by changes in other climate-related developments that have the potential to generate a substantive change in your business operations, revenue or expenditure

Further Information

Module: GHG Emissions Accounting, Energy and Fuel Use, and Trading

Page: CC7. Emissions Methodology

CC7.1

Please provide your base year and base year emissions (Scopes 1 and 2)

Base year

Scope 1 Base year emissions (metric tonnes

CO2e)

Scope 2 Base year emissions (metric

tonnes CO2e)

Thu 01 Jan 2004 - Fri 31 Dec 2004

573143 885145

CC7.2

Please give the name of the standard, protocol or methodology you have used to collect activity data and calculate Scope 1 and Scope 2 emissions

Please select the published methodologies that you use

The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)

CC7.2a

If you have selected "Other" in CC7.2 please provide details of the standard, protocol or methodology you have used to collect activity data and calculate Scope 1 and Scope 2 emissions

CC7.3

Please give the source for the global warming potentials you have used

Gas

Reference

Other: HFC-134a IPCC Fourth Assessment Report (AR4 - 100 year)

Other: HCFC-22 IPCC Fourth Assessment Report (AR4 - 100 year)

Other: CFC-12 IPCC Fourth Assessment Report (AR4 - 100 year)

CO2 IPCC Fourth Assessment Report (AR4 - 100 year)

Other: R-600 (isobutane) IPCC Fourth Assessment Report (AR4 - 100 year)

Other: R-290 (propane) IPCC Fourth Assessment Report (AR4 - 100 year)

CH4 IPCC Fourth Assessment Report (AR4 - 100 year)

N2O IPCC Fourth Assessment Report (AR4 - 100 year)

CC7.4

Please give the emissions factors you have applied and their origin; alternatively, please attach an Excel spreadsheet with this data at the bottom of this page

Fuel/Material/Energy

Emission Factor

Unit

Reference

Kerosene 68.27 Other: kgCO2/GJ IPCC GCV (HHV)

Jet kerosene 70.72 Other: kgCO2/GJ IPCC GCV (HHV)

Natural gas 50.49 Other: kgCO2/GJ IPCC GCV (HHV)

Liquefied petroleum gas (LPG) 59.40 Other: kgCO2/GJ GHG Protocol GCV (HHV)

Bituminous coal 89.93 Other: kgCO2/GJ IPCC GCV (HHV)

Other: Light Fuel Oil 70.40 Other: kgCO2/GJ IPCC GCV (HHV)

Other: Heavy Fuel Oil 73.50 Other: kgCO2/GJ IPCC GCV (HHV)

Further Information

Page: CC8. Emissions Data - (1 Jan 2013 - 31 Dec 2013)

CC8.1

Please select the boundary you are using for your Scope 1 and 2 greenhouse gas inventory

Operational control

CC8.2

Please provide your gross global Scope 1 emissions figures in metric tonnes CO2e

2231744

CC8.3

Please provide your gross global Scope 2 emissions figures in metric tonnes CO2e

1067512

CC8.4

Are there are any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1 and Scope 2 emissions that are within your selected reporting boundary which are not included in your disclosure?

Yes

CC8.4a

Please provide details of the sources of Scope 1 and Scope 2 emissions that are within your selected reporting boundary which are not included in your disclosure

Source

Relevance of

Scope 1 emissions from this source

Relevance of

Scope 2 emissions

excluded from this source

Explain why the source is excluded

Emissions from electricity and stationary fuel consumption for warehouses and offices

Emissions are not evaluated


Emissions from warehouses and offices have not yet been evaluated as manufacturing and fleet has been the priority for data collection to date. However, we assume the emissions associated with warehouses and offices to be immaterial when considering our boundary.

Source

Relevance of

Scope 1 emissions from this source

Relevance of

Scope 2 emissions

excluded from this source

Explain why the source is excluded

CO2 loss during production Emissions are not evaluated


Significant CO2 loss during production has not been evaluated by TCCC at this time. CO2 loss during production will be disclosed in the future if determined to be material.

CC8.5

Please estimate the level of uncertainty of the total gross global Scope 1 and 2 emissions figures that you have supplied and specify the sources of uncertainty in your data gathering, handling and calculations

Scope 1

emissions: Uncertainty

range

Scope 1

emissions: Main

sources of uncertainty

Scope 1 emissions: Please expand on the

uncertainty in your data

Scope 2

emissions: Uncertainty

range

Scope 2

emissions: Main

sources of uncertainty

Scope 2 emissions: Please expand on the

uncertainty in your data

More than 2% but less than or equal to 5%

Data Gaps Extrapolation

Manufacturing: Data submitted represents 92% of sales volume at a system level. Extrapolation is conducted at the System, Group, Business Unit, and Country levels to calculate missing emissions, and then averaged for our reported values. Uncertainty is measured as the differences from the extrapolations to the average value.


Data Gaps Extrapolation

Manufacturing: Data submitted represents 92% of sales volume at a system level. Extrapolation is conducted at the System, Group, Business Unit, and Country levels to calculate missing emissions, and then averaged for our reported values. Uncertainty is measured as the differences from the extrapolations to the average value.

CC8.6

Please indicate the verification/assurance status that applies to your reported Scope 1 emissions

Third party verification or assurance complete

CC8.6a

Please provide further details of the verification/assurance undertaken for your Scope 1 emissions, and attach the relevant statements

Type of verification or

assurance

Attach the statement

Page/section

reference

Relevant standard

Proportion of reported Scope 1 emissions verified

(%)

Moderate assurance

https://www.cdp.net/sites/2014/64/3564/Investor CDP 2014/Shared Documents/Attachments/CC8.6a/TCCC Assurance report GHG.pdf

Attestation standards established by AICPA (AT101)

21

CC8.6b

Please provide further details of the regulatory regime to which you are complying that specifies the use of Continuous Emissions Monitoring Systems (CEMS)

Regulation

% of emissions covered by the system

Compliance period

Evidence of submission

CC8.7



CC8.7a

Please provide further details of the verification/assurance undertaken for your Scope 2 emissions, and attach the relevant statements

Type of verification or

assurance



Relevant standard

Proportion of

Scope 2 emissions verified (%)

Moderate assurance



100

CC8.8

Please identify if any data points other than emissions figures have been verified as part of the third party verification work undertaken

Additional data points verified

Comment

No additional data verified

CC8.9

Are carbon dioxide emissions from biologically sequestered carbon relevant to your organization?

No

CC8.9a

Please provide the emissions from biologically sequestered carbon relevant to your organization in metric tonnes CO2

Further Information

Page: CC9. Scope 1 Emissions Breakdown - (1 Jan 2013 - 31 Dec 2013)

CC9.1

Do you have Scope 1 emissions sources in more than one country?

Yes

CC9.1a

Please break down your total gross global Scope 1 emissions by country/region

Country/Region

Scope 1 metric tonnes CO2e

Argentina 89

Bahrain 3907

Country/Region


Brazil 31897

Cambodia 3177

Canada 111574

Chile 256

China 99324

Costa Rica 161

Egypt 35850

France 1733

Germany 118788

Guatemala 6694

India 75403

Indonesia 53

Ireland 10768

Japan 581

South Korea 86

Malaysia 22186

Mexico 378

Myanmar 0

Pakistan 214

Philippines 20

Russia 38578

Singapore 10809

South Africa 16130

Swaziland 512

United Arab Emirates 11891

United States of America 1520916

Uruguay 26291

Vietnam 73677

International Air Space 7043

Rest of world 2761

CC9.2

Please indicate which other Scope 1 emissions breakdowns you are able to provide (tick all that apply)

By business division By activity

CC9.2a

Please break down your total gross global Scope 1 emissions by business division

Business division

Scope 1 emissions (metric tonnes CO2e)

Commercial Products Supply 19357

Bottling Investment Group 182707

Coca-Cola Refreshments 254000

The Coca-Cola Company (company owned bottlers not part of BIG or CCR) 2892

Immediate Consumption Equipment 18320

International Airspace 7043

Fleet 1747425

CC9.2b

Please break down your total gross global Scope 1 emissions by facility

Facility


Latitude

Longitude

CC9.2c

Please break down your total gross global Scope 1 emissions by GHG type

GHG type


CC9.2d

Please break down your total gross global Scope 1 emissions by activity

Activity


Manufacturing 458956

Fleet 1747425

Aircraft 7043

Immediate Consumption Equipment 18320

CC9.2e

Please break down your total gross global Scope 1 emissions by legal structure

Legal structure


Further Information

Page: CC10. Scope 2 Emissions Breakdown - (1 Jan 2013 - 31 Dec 2013)

CC10.1

Do you have Scope 2 emissions sources in more than one country?

Yes

CC10.1a

Please break down your total gross global Scope 2 emissions and energy consumption by country/region

Country/Region


Purchased and consumed electricity, heat, steam or cooling

(MWh)

Purchased and consumed low carbon electricity, heat, steam or cooling accounted for CC8.3 (MWh)

Argentina 552 1240

Bahrain 5405 7882

Brazil 575 7438

Cambodia 4863 5379

Canada 11148 58381

Chile 981 1948

China 201761 263595

Costa Rica 83 1135

Egypt 30387 58252

Country/Region


Purchased and consumed electricity, heat, steam or cooling

(MWh)

Purchased and consumed low carbon electricity, heat, steam or cooling accounted for CC8.3 (MWh)

France 815 9512

Germany 85708 172900

Guatemala 2945 9018

India 167171 174486

Indonesia 452 525

Ireland 4205 8641

Japan 1593 2820

South Korea 285 481

Malaysia 17324 22084

Mexico 1857 3617

Myanmar 0 0

Pakistan 178 382

Philippines 107 190

Russia 6150 16223

Singapore 12026 21099

South Africa 19976 20144

Swaziland 1870 3110

United Arab Emirates 9707 14176

United States of America 464305 853721

Uruguay 3535 15727

Vietnam 11550 23628

CC10.2

Please indicate which other Scope 2 emissions breakdowns you are able to provide (tick all that apply)

By business division By activity

CC10.2a

Please break down your total gross global Scope 2 emissions by business division

Business division


Commercial Products Supply 34165

Bottling Investment Group 556616

Coca-Cola Refreshments 463621

The Coca-Cola Company (bottlers not owned by BIG or CCR) 13110

CC10.2b

Please break down your total gross global Scope 2 emissions by facility

Facility


CC10.2c

Please break down your total gross global Scope 2 emissions by activity

Activity


Manufacturing 1067512

CC10.2d

Please break down your total gross global Scope 2 emissions by legal structure

Legal structure


Further Information

Page: CC11. Energy

CC11.1

What percentage of your total operational spend in the reporting year was on energy?


CC11.2

Please state how much fuel, electricity, heat, steam, and cooling in MWh your organization has purchased and consumed during the reporting year

Energy type

MWh

Fuel 2017775

Electricity 1723858

Heat 12212

Steam 41666

Cooling 0

CC11.3

Please complete the table by breaking down the total "Fuel" figure entered above by fuel type

Fuels

MWh

Kerosene 20

Propane 61525

Natural gas 1582713

Other: Light fuel oil 176595

Other: Heavy fuel oil 123708

Other: Coal 73214

Other: Ethanol 0

Other: Biofuels 0

CC11.4

Please provide details of the electricity, heat, steam or cooling amounts that were accounted at a low carbon emission factor in the Scope 2 figure reported in CC8.3

Basis for applying a low carbon emission factor

MWh associated with low carbon electricity, heat, steam or cooling

Comment

No purchases or generation of low carbon electricity, heat, steam or cooling accounted with a low carbon emissions factor

Further Information

Page: CC12. Emissions Performance

CC12.1

How do your gross global emissions (Scope 1 and 2 combined) for the reporting year compare to the previous year?

Decreased

CC12.1a

Please identify the reasons for any change in your gross global emissions (Scope 1 and 2 combined) and for each of them specify how your emissions compare to the previous year

Reason

Emissions value (percentage)

Direction of change

Comment

Emissions reduction activities

6 Decrease Avoided emissions due to implementation of emissions reductions activities in manufacturing plants resulted in a 6% decrease in emissions.

Divestment 4 Decrease The Philippines bottling operation was divested by the Bottling Investments Group. It was purchased by FEMSA, so the emissions remain within the Coca-Cola system, but are no longer Company-Owned.

Acquisitions 0 No change There were no changes in 2013.

Mergers 0 No change There were no changes in 2013.

Change in output 2 Increase Emissions increased 2% as a result of a 1% increase in output.

Change in methodology 0 No change There were no changes in 2013.

Change in boundary 0 No change There were no changes in 2013.

Change in physical operating conditions

0 No change There were no changes in 2013.

Unidentified 0 No change There were no changes in 2013.

Other 2 Decrease Change in fleet emissions is 2%. We have not evaluated the driver of this change.

CC12.2

Please describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tonnes CO2e per unit currency total revenue

Intensity figure

Metric numerator

Metric denominator

% change from

previous year

Direction of change from previous year

Reason for change

0.00007042 metric tonnes CO2e

unit total revenue

8 Decrease 11% emissions decrease with 2% revenue decrease. The rate of change for revenue (denominator) changed at a slower rate than that of emissions (numerator), resulting in an intensity reduction of 8%

CC12.3

Please describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tonnes CO2e per full time equivalent (FTE) employee

Intensity figure

Metric numerator

Metric denominator

% change from previous

year


Reason for change


FTE employee 3 Increase 11% emissions decrease and 13% decrease in employees. The denominator (FTEs) decreased at a faster rate than the numerator (emissions), resulting in an increase in the intensity figure.

CC12.4

Please provide an additional intensity (normalized) metric that is appropriate to your business operations

Intensity figure

Metric numerator

Metric denominator

% change from previous year


Reason for change


Other: unit cases

2 Decrease Emissions decrease of 11% and unit case output increased by 1%, resulting in a net decrease of emissions per unit case of 2%.

Further Information

Page: CC13. Emissions Trading

CC13.1

Do you participate in any emissions trading schemes?

No, and we do not currently anticipate doing so in the next 2 years

CC13.1a

Please complete the following table for each of the emission trading schemes in which you participate

Scheme name

Period for which data is supplied

Allowances allocated

Allowances purchased

Verified emissions in metric tonnes CO2e

Details of ownership

CC13.1b

What is your strategy for complying with the schemes in which you participate or anticipate participating?

CC13.2

Has your organization originated any project-based carbon credits or purchased any within the reporting period?

Yes

CC13.2a

Please provide details on the project-based carbon credits originated or purchased by your organization in the reporting period

Credit origination

or credit purchase

Project type

Project identification

Verified to which standard

Number of credits (metric

tonnes of CO2e)

Number of credits (metric tonnes CO2e): Risk adjusted

volume

Credits cancelled

Purpose, e.g. compliance

Credit Purchase

Agriculture Biogas Project for the Animal Husbandry Sector of Vietnam

Gold Standard 2780 2780 Yes Voluntary Offsetting

Credit Purchase

Geothermal Pangelengan Geothermal Project Indonesia

CDM (Clean Development Mechanism)

2780 2780 Yes Voluntary Offsetting

Further Information

Page: CC14. Scope 3 Emissions

CC14.1

Please account for your organization’s Scope 3 emissions, disclosing and explaining any exclusions

Sources of Scope 3 emissions

Evaluation status

metric tonnes CO2e

Emissions calculation methodology

Percentage of

emissions calculated

using primary data

Explanation

Purchased goods and services

Relevant, calculated

27589551 Sweeteners, Packaging & Ingredient CO2. The information is gathered via survey, then extrapolated to represent the system.

0.00%

Capital goods Not evaluated

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


20825072

Immediate consumption equipment is surveyed triennially from the Coca-Cola system. Survey was last conducted in 2011, and separated The Coca-Cola Company from the Bottler-owned equipment. This value represents all emissions associated with Bottler-owned equipment, including electricity consumption and refrigerant losses, as well as emissions associated with electricity consumption for equipment owned by The Coca-Cola Company.

0.00%

Information collected via survey, then estimated to close gaps.

Upstream transportation and distribution

Not evaluated

.

Waste generated in operations

Not evaluated

Business travel Relevant, calculated

66290 Corporate travel based on air miles flown. Miles are estimated from travel agency records and emissions factors are averaged across flight classes.

100.00%

Employee commuting

Not evaluated

Upstream leased assets

Not evaluated

Downstream transportation and distribution


2651665

Data collected via internal TCCC collection system, Stewardship Data Warehouse. Utilized GHG Protocol established methods and factors from IPCC. Includes total System fleet emissions minus The Coca-Cola Company fleet emissions.

100.00%

Processing of sold products

Not evaluated

Use of sold products Not evaluated

End of life treatment of sold products

Not evaluated

Downstream leased assets

Not relevant, explanation

To the best of our knowledge, we don't

Sources of Scope 3 emissions

Evaluation status

metric tonnes CO2e

Emissions calculation methodology

Percentage of

emissions calculated

using primary data

Explanation

provided have any relevant assets that are leased to 3rd parties.

Franchises Relevant, calculated

4002845

Data collected via internal TCCC collection system, Stewardship Data Warehouse. Utilized GHG Protocol established methods and factors from IPCC. Includes total manufacturing Scope 1 + 2 Coca-Cola System emissions minus The Coca-Cola Company Scope 1 + 2 emissions.

Investments Not evaluated

Other (upstream) Not evaluated

Other (downstream) Not evaluated

CC14.2



CC14.2a

Please provide further details of the verification/assurance undertaken, and attach the relevant statements

Type of

verification or assurance


Page/Section

reference

Relevant standard

Proportion of

Scope 3 emissions verified (%)

Moderate assurance



7

CC14.3

Are you able to compare your Scope 3 emissions for the reporting year with those for the previous year for any sources?

Yes

CC14.3a

Please identify the reasons for any change in your Scope 3 emissions and for each of them specify how your emissions compare to the previous year

Sources of Scope

3 emissions

Reason for change

Emissions

value (percentage)

Direction of change

Comment

Franchises Change in output 5 Increase Franchise output increased by 2%. Emissions increased by 5%

Franchises Emissions reduction 2 Decrease Energy use ratio improved for our system by 2%. CO2 emissions increased slightly

Sources of Scope

3 emissions

Reason for change

Emissions

value (percentage)

Direction of change

Comment

activities due to the 2% increase in output.

Downstream transportation and distribution

Other: Data gaps/extrapolation

6 Decrease

Two business units were challenged to provide information necessary for the extrapolation, therefore, the information for that geography was assumed rather than supported via reported values. Although we had challenges with data gaps and ultimately extrapolated our distribution emissions, this is consistent with the methodology applied previously.

Business travel Change in methodology

13 Increase A change to our emission factor used to calculate emissions from business travel resulted in higher emissions

CC14.4

Do you engage with any of the elements of your value chain on GHG emissions and climate change strategies? (Tick all that apply)

Yes, our suppliers Yes, our customers

CC14.4a

Please give details of methods of engagement, your strategy for prioritizing engagements and measures of success

We engage with our suppliers to gather Scope 3 emissions information. We utilize the CDP Supply Chain module to request this information. We have analyzed the information submitted and are currently evaluating our next steps for further engagement.

CC14.4b

To give a sense of scale of this engagement, please give the number of suppliers with whom you are engaging and the proportion of your total spend that they represent

Number of suppliers

% of total spend

Comment

149 80% For the invitation, generally speaking, we are targeting 80% of globally-managed spend for key categories: ingredients, packaging, equipment, IT and Marketing. For IT and Marketing as “indirect” materials, we do not currently have 80% represented in the ask.

CC14.4c

If you have data on your suppliers’ GHG emissions and climate change strategies, please explain how you make use of that data

How you make use of the data

Please give details

Identifying GHG sources to prioritize for reduction actions We are currently analyzing the information provided by our suppliers via their CDP Supply Chain responses.

CC14.4d

Please explain why you do not engage with any elements of your value chain on GHG emissions and climate change strategies, and any plans you have to develop an engagement strategy in the future

Further Information

Module: Sign Off

Page: CC15. Sign Off

CC15.1

Please provide the following information for the person that has signed off (approved) your CDP climate change response

Name

Job title

Corresponding job category

Bryan Jacob Director, Energy Efficiency & Climate Protection Environment/Sustainability manager

Further Information

Module: FBT

Page: FBT1. Agriculture

FBT1.1

Are agricultural activities, whether in your direct operations or elsewhere in your value chain, relevant to your climate change disclosure?

Yes

FBT1.1a

Please explain why agricultural activities are not relevant to your climate change disclosure

FBT1.2

Are agricultural emissions that you have identified as relevant produced on your own farm(s), elsewhere in your value chain, or both?

Elsewhere in value chain

FBT1.2a

Please explain why agricultural emissions from your own farms are not relevant

Generally speaking, The Coca-Cola Company does not own or exercise operational control over any farming practices. However, the company has committed to sustainably sourcing 14 key agricultural commodities by the year 2020. To meet this target, the company is first focusing on eight priority sourcing regions – China, Japan, India, Southern and Central Africa, South America, Central America, the US and the EU – by establishing Sustainable Agriculture Guiding Principles, analyzing key global commodity value-chains, conducting sustainable sourcing workshops and developing regional roadmaps. The strategy also encompasses farm-level practices in, for example, water management, energy and climate protection, and the conservation of natural resources.

FBT1.3

Do you account for agricultural emissions produced on your own farm(s) as part of the global gross Scope 1 emissions figure reported in CC8.2 and/or the Scope 2 figure reported in CC8.3 of the core climate change questionnaire?

FBT1.3a

Please report these agricultural emissions produced on your own farm(s) and identify any exclusions in the table below

Scope

Emissions from agricultural activities (metric tonnes CO2e)

Exclusions

Explanation

Comment

FBT1.3b

Please explain why you do not account for agricultural emissions produced on your own farm(s), and describe any plans for the collection of this data in the future

FBT1.4

Do you implement agricultural management practices on your own farm(s) with a climate change mitigation and/or adaptation benefit?

FBT1.4a

Please identify agricultural management practices undertaken on your own farm(s) with a climate change mitigation and/or adaptation benefit. Complete the table

Activity ID


Driver

Comment

FBT1.4b

Does your implementation of these agricultural management practices have secondary impacts? Complete the table

Activity ID

Impact on yield

Impact on cost

Impact on soil quality

Impact on biodiversity

Impact on water

Other impact

Description of impacts

Management of impacts

FBT1.4c

Do you have any plans to implement agricultural management practices in the future?

FBT1.4d

Please detail your plans to implement agricultural management practices in the future

FBT1.5

Do you account for emissions from agricultural activities in your value chain as part of the Scope 3 category "Purchased goods and services" reported in CC14.1 of the core climate change questionnaire?

Yes

FBT1.6

Do you encourage your agricultural suppliers to undertake any agricultural management practices with a climate change mitigation and/or adaptation benefit?

Yes

FBT1.6a

Please identify agricultural management practices with a climate change mitigation and/or adaptation benefit that you encourage your suppliers to implement. Complete the table

Activity ID


Your role

Description of role

Driver

Comment

1 Water Management Procurement Adoption of water management practices required for supplier to meet sustainable sourcing target

Increasing resilience

2 Energy Management & Climate Protection

Procurement Adoption of energy practices required for supplier to meet sustainable sourcing target

Emissions reductions and increasing resilience

3 Conservation of Natural Resources

Procurement Adoption of conservation practices required for supplier to meet sustainable sourcing target


4 Soil Management Procurement Adoption of soil management practices required for supplier to meet sustainable sourcing target


FBT1.6b

Does the implementation of these agricultural management practices in your value chain have secondary impacts? Complete the table

Activity ID

Impact on yield

Impact on cost

Impact on soil quality

Impact on biodiversity

Impact on water

Other impact

Description of impacts

Management of impacts

1 Yes Yes Yes No Yes No

2 Yes Yes No No No No

3 Yes No Yes Yes Yes No

4 No No Yes Yes Yes No

FBT1.6c

Do you have any plans to engage with your suppliers on their implementation of agricultural management practices?

Yes

FBT1.6d

Please detail these plans to engage with your suppliers on their implementation of agricultural management practices

Since establishing the 2020 100% sustainable sourcing commitment, the company has defined Sustainable Agriculture Guiding Principles (SAGP) and criteria, which lay out sustainable sourcing expectations for our suppliers. We have developed roadmaps in eight priority sourcing regions and are currently implementing these roadmaps with our bottlers and suppliers. We are integrating sustainable sourcing requirements into supplier contracts and suppliers must establish plans for meeting expectations set forth in the SAGP by 2020.

Further Information

Page: FBT2. Processing

FBT2.1

Are processing activities, whether in your direct operations or elsewhere in your value chain, relevant to your climate change disclosure?

Yes

FBT2.1a

Please explain why processing activities are not relevant to your climate change disclosure

FBT2.2

Are emissions from processing activities that you have identified as relevant produced in your direct operations, elsewhere in your value chain, or both?

Both direct operations and elsewhere in value chain

FBT2.2a

Please explain why emissions from processing activities in your direct operations are not relevant

FBT2.3

Do you account for emissions from processing activities in your direct operations as part of the global gross Scope 1 emissions figure reported in CC8.2 and/or the Scope 2 figure reported in CC8.3 of the core climate change questionnaire?

Yes

FBT2.3a

Please report these emissions from processing activities in your direct operations and identify any exclusions in the table below

Scope

Emissions from processing

activities (metric tonnes CO2e)

Exclusions

Explanation

Comment

Scope 1

458956 CO2 loss during production. Significant CO2 loss during production has not been evaluated by TCCC at this time. CO2 loss during production will be disclosed in the future if determined to be material.

Scope 2

1067512 Emissions from electricity and stationary fuel consumption for warehouses and offices.

Emissions from warehouses and offices have not yet been evaluated as manufacturing and fleet has been the priority for data collection to date. However, we assume the emissions associated with warehouses and offices to be immaterial when considering our boundary.

FBT2.3b

Please explain why you do not account for emissions from processing activities in your direct operations, and describe any plans for the collection of this data in the future

FBT2.4

Do you account for emissions from processing activities in your value chain as part of the Scope 3 category "Purchased goods and services" and/or "Processing of sold products" reported in CC14.1 of the core climate change questionnaire?

Yes

Further Information

Page: FBT3. Distribution

FBT3.1

Are distribution activities, whether in your direct operations or elsewhere in your value chain, relevant to your climate change disclosure?

Yes

FBT3.1a

Please explain why distribution activities are not relevant to your climate change disclosure

FBT3.2

Are emissions from distribution activities that you have identified as relevant produced in your direct operations, elsewhere in your value chain, or both?

Both direct operations and elsewhere in value chain

FBT3.2a

Please explain why emissions from distribution activities in your direct operations are not relevant

FBT3.3

Do you account for emissions from distribution activities in your direct operations as part of the global gross Scope 1 emissions figure reported in CC8.2 and/or the Scope 2 figure reported in CC8.3 of the core climate change questionnaire?

Yes

FBT3.3a

Please report these emissions from distribution activities in your direct operations and identify any exclusions in the table below

Scope

Emissions from distribution activities (metric tonnes CO2e)

Exclusions

Explanation

Comment

Scope 1 1747425 N/A N/A

Scope 2 0 N/A N/A

FBT3.3b

Please explain why you do not account for emissions from distribution activities in your direct operations, and describe any plans for the collection of this data in the future

FBT3.4

Do you account for emissions from distribution activities in your value chain as part of the Scope 3 category "Upstream transportation and distribution" and/or "Downstream transportation and distribution" in CC14.1 of the core climate change questionnaire?

Yes

Further Information

Page: FBT4. Consumption

FBT4.1

Are consumption activities relevant to your climate change disclosure?

Yes

FBT4.1b

Please explain why consumption activities are not relevant to your climate change disclosure

FBT4.1a

Do you account for emissions from the consumption of your products as part of the Scope 3 category "Use of sold products" and/or "End of life treatment of sold products" in CC14.1 of the core climate change questionnaire?

No

Further Information

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