Unnamed: 0
int64 0
591
| report
stringclasses 3
values | paragraph
stringlengths 10
1.51k
| page
stringclasses 182
values | Question_0
stringclasses 31
values | Question_1
stringclasses 21
values | Question_2
stringclasses 6
values | Question_3
stringclasses 39
values | Question_4
stringclasses 6
values |
|---|---|---|---|---|---|---|---|---|
210 |
nestle.pdf
|
Where gaps exist, we will be developing a roadmap to progress toward a living wage. We have also been working with peers through AIM-Progress, a forum of fast-moving consumer goods companies enabling and promoting responsible sourcing practices, to advance industry understanding and progress toward living wages in global supply chains. Visit AIM-Progress for additional information about our work. SPORTS & HUMAN RIGHTS The Coca-Cola Company is a long-time sponsor of global sporting events, including the Olympic Games and the FIFA World Cup. As a sponsor, the company has worked consistently with sport governing bodies, NGOs, governments, and unions to embed respect for human rights into the life cycle of these events. This work includes our leadership in the Centre for Sport & Human Rights, an organization that promotes human rights in the world of sport. We have seen progress in this space, including the International Olympic Committee issuing its first Strategic Framework on Human Rights, and FIFA adopting its own human rights policy and establishing a dedicated human rights program.
|
54
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
211 |
nestle.pdf
|
We have seen progress in this space, including the International Olympic Committee issuing its first Strategic Framework on Human Rights, and FIFA adopting its own human rights policy and establishing a dedicated human rights program. Leading up to the 2022 FIFA World Cup in Qatar, the company and other sponsors engaged with FIFA, the Government of Qatar, and NGOs to help improve labor rights in the country, with important developments including Qatar’s enactment of significant labor reforms and FIFA’s announcement of a Legacy Fund to establish a labor excellence hub in partnership with the International Labor Organization. INFORMAL WASTE COLLECTION WORKERS & HUMAN RIGHTS The Coca-Cola Company has been a leader in driving ambitious sustainable packaging through our World Without Waste program. We have collaborated with peers across our industry, government, and civil society to tackle the issue of ocean-bound plastics. Informal waste workers—or grassroots recyclers— collect and sort up to 60% of plastic waste that is recycled around the world. 1 They are integral to the functioning of an efficient, circular economy for packaging. They are also extremely vulnerable to human rights abuse. The severity and complexity of human rights impacts on grassroots recyclers makes multi-stakeholder collaboration essential.
|
54
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
212 |
nestle.pdf
|
They are also extremely vulnerable to human rights abuse. The severity and complexity of human rights impacts on grassroots recyclers makes multi-stakeholder collaboration essential. In 2022, we partnered with other leading consumer goods companies and NGOs to launch the Fair Circularity Principles, which apply the expectations and responsibilities in the UN Guiding Principles to grassroots recycling. For more information, see the Packaging section. HUMAN RIGHTS CONFERENCE In October, The Coca-Cola Company was delighted to host the 14th Annual Engaging Business Forum at our headquarters in Atlanta. Sponsored by the International Organization of Employers, the United States Council for International Business and the U.S. Chamber of Commerce, the Forum has become one of the preeminent business and human rights conferences, where business leaders and experts from civil society, trade unions and governments hold candid discussions on business experience in respecting human rights across their operations and supply chains. The theme of this latest Forum was The Future of Responsible Business Conduct, with stakeholder panels discussing subjects such as the increasing regulation of human rights, grievance mechanisms and effective remedy collaborations, and the growth of investor benchmarks.
|
54
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
213 |
nestle.pdf
|
ImprovingSustainableandResponsibleLabor Practices inOur Sugar Supply Chain in Pakistan Our company has been working with Bonsucro, a leading international NGO, as well as other local and international experts to address human rights risks in the sugarcane supply chain in Pakistan. Our partners include GoodWeave International, a non-profit with expertise in stopping child, forced and bonded labor in global supply chains, and AgNovate, a respected local organization and licensed Bonsucro trainer. This two-and-a-half-year project, which runs to the end of 2024, aims to improve the adoption of sustainable and responsible labor practices in sugar production and develop remediation plans to address child labor and forced labor prevalent in the industry. In November 2022, AgNovate delivered the first training session of the project to 31 participants, including managers of sugar mills. The training was based on GoodWeave’s best practices on ending child and worker exploitation. Gap assessments were then conducted of the six partner sugar mills and selected smallholder farmers on their compliance with the requirements of the Bonsucro Production Standard, which includes ensuring workers do not suffer from forced labor and there is no child labor.
|
54
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
214 |
nestle.pdf
|
The project will support the mills to develop their own action plans toward continuous improvement and compliance with version 5.1 of the Bonsucro Production Standard. UsingT echnology-Led Solutions for Deeper Supply Chain Due Diligence The Coca-Cola Company has developed a digital platform that identifies recruitment-related human rights risks within supply chains together with our partners Diginex, an impact technology company, and Reckitt, another consumer goods company. The platform aims to improve respect for human rights in the hiring process through due diligence and ethical recruitment. The platform evolved to include a multilingual worker- voice tool, diginexAPPRISE, which allows companies to conduct digital worker interviews in supply chains at scale, increasing transparency and preventing unethical recruitment practices. The use of smartphone technology allows a greater number of workers to be reached and helps ensure that foreign migrant workers with low literacy levels are included in the interview process. We were pleased to convene the Fair Circularity Initiative, which was launched by The Coca-Cola Company and three of their peers in late 2022.
|
54
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
215 |
nestle.pdf
|
We were pleased to convene the Fair Circularity Initiative, which was launched by The Coca-Cola Company and three of their peers in late 2022. When companies adopt and advance the new Fair Circularity Principles in their value chains, engaging meaningfully with waste pickers, it will lead to human rights being respected, including better incomes and working conditions, and inclusion in decision-making processes that affect their lives.” NIGEL HARRIS Chief Executive, Tearfund
|
54
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
216 |
nestle.pdf
|
55THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT SAFETY & HEALTHHUMAN RIGHTSOVERVIEW DIVERSITY, EQUITY & INCLUSION GIVING BACK TO OUR COMMUNITIES ECONOMIC EMPOWERMENT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY SAFETY & HEALTH We make and deliver our products and provide services with a goal of zero work-related injuries for our employees, contractors and communities. Providing our employees with a safe workplace environment is among the company’s greatest responsibilities and is part of our commitment to employees, customers and consumers. Our employees are our most valuable partners, sources of best practices and the implementors of our strategy to embed safe habits and strengthen our safety culture.
|
55
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
217 |
nestle.pdf
|
Our employees are our most valuable partners, sources of best practices and the implementors of our strategy to embed safe habits and strengthen our safety culture. ACT PLAN 4-TIER ACTION PLAN DO CHECK Set safety expectations Support strong safety culture Define metrics Engage stakeholders Execute plan Audit, set actions and report Review and refine results Continuous improvement ZeroIsPossible—Our Safety Framework Our “Zero Is Possible” vision aims to identify risks and control preventable serious incidents in our system facilities, fleet and distribution operations. We are focused on creating safe and healthy workplaces and supporting a culture of continuous learning and improvement. Management commitment and strong employee engagement are foundational to establishing this culture. We have implemented comprehensive, preventative programs to further identify and mitigate the potential for serious incidents to occur in our facilities. We are integrating operational learning while also demonstrating progress and embedding safety as a key organizational value.
|
55
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
218 |
nestle.pdf
|
We have implemented comprehensive, preventative programs to further identify and mitigate the potential for serious incidents to occur in our facilities. We are integrating operational learning while also demonstrating progress and embedding safety as a key organizational value. In2022,w e focused on thr ee key pillars of our safety program: • CULTURE: We revamped our Safety Training Academy in 2022, providing enhanced resources, tools and training which include operational safety and road safety programs. As part of our approach to safety culture across the Coca-Cola system, we incorporated a new Human and Organizational Performance (HOP) philosophy that focuses on critical and interconnected aspects including people, culture, equipment, work systems and processes. • SERIOUSINCIDENT PREVENTION: We expanded our self- assessments and governance audits beyond production operations to include fleet and distribution operations (route-to-market). We continue our focus on identifying, implementing and strengthening controls to prevent serious injuries. We also continue to build unique solutions (i.e., toolkits, guidance) to enhance the capacity and capability of our system in identifying and mitigating risks.
|
55
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
219 |
nestle.pdf
|
We also continue to build unique solutions (i.e., toolkits, guidance) to enhance the capacity and capability of our system in identifying and mitigating risks. • TECHNOLOGYAND INNOVATION: We continued investing in new technologies and shared learnings across the organization. We completed more than 20 technology pilots globally, which are now being implemented by many of our bottling partners. These include AI technology camera systems to detect unsafe conditions and driver simulators to train and prepare drivers, among others. OVERARCHING GOALS Keep safety at the center Reinforce through leadership HumanandOrganizational Performance We have strengthened our health and safety strategy with multi-year purposeful actions across our end-to-end supply chain. We have committed to integrating the Human and Organizational Performance (HOP) philosophy into our operational learning processes; building an environment of active employee engagement; accelerating learning and improvement processes; building better controls based on work in practice; and supporting the right culture. Several of our bottling partners across regions have deployed HOP operational learning into their organizations.
|
55
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
220 |
nestle.pdf
|
Several of our bottling partners across regions have deployed HOP operational learning into their organizations. To date, over 100 operations across our system have begun integrating HOP principles with significant improvements, and this journey will continue in 2023 and onwards. The Coca-Cola Company’s global Lost-Time Incident Rate (LTIR) was 0.25 in 2022. 1 1 This is c ompany-owned data. For exclusions, please view the criteria statement in the Independent Accountants’ Review Report. Safe, high-quality drinks people can trust, and a safe, secure workplace are an essential part of who we are at The Coca-Cola Company. Although we have seen significant improvements in our safety performance, we know there is more to be done. By building capabilities across our system, identifying where we need to improve, leveraging industry best practices and engaging with our employees, we are working toward our vision of “Zero Is Possible” as it relates to serious injuries in the workplace.” ZOLTAN SYPOSS Chief Quality, Safety & Environmental Offi cer SECTIONSCOPE: In this section our safety and health strategy refers to actions by the company as well as our owned and independent bottling partners.
|
55
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
221 |
nestle.pdf
|
The data reported for LTIR only includes company- owned facilities.
|
55
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
222 |
nestle.pdf
|
56THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT SAFETY & HEALTHHUMAN RIGHTSOVERVIEW DIVERSITY, EQUITY & INCLUSION GIVING BACK TO OUR COMMUNITIES ECONOMIC EMPOWERMENT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY DIVERSITY, EQUITY & INCLUSION As a purpose-driven company, we help create a better shared future for everyone our brands and business system touches by working to provide access to equal opportunity and fostering belonging both in our workplaces and the communities we serve. Together with global, national and local organizations—plus our network of bottling partners—we remain focused on investing to improve people’s lives, from our employees to those our business system touches to the communities we call home. While we continued to make meaningful progress in 2022, our work is an ongoing journey in an ever-changing landscape. That’s why we continue to prioritize listening and learning; executing our strategy consistently; and holding ourselves accountable for continuous progress.
|
56
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
223 |
nestle.pdf
|
That’s why we continue to prioritize listening and learning; executing our strategy consistently; and holding ourselves accountable for continuous progress. EQUAL PAY FOR EQUAL WORK Pay equity is defined as compensating employees fairly and equitably, without regard to gender (globally), or race and ethnicity (in the United States). On an annual basis, we conduct audits to ensure our employees are paid equitably. Additionally, we are diligent and stay aware of the changing regulatory landscape. In 2022, we published our first-ever pay gap report for Coca-Cola Ireland. We are working to embed our philosophy into our business practices and processes, and to extend our analyses beyond base pay to broader aspects of our total rewards policies. Read more about our pay equity philosophy. BUILDING AN INCLUSIVE CULTURE In 2022, we added specific inclusion-related questions to our annual Culture & Engagement Survey. Responses serve as a baseline for an Inclusion Index reflecting employee sentiment about belonging, fairness, respect and psychological safety, as well as conditions and behaviors that create an inclusive environment at our company. Our employee-led Inclusion Networks serve as valuable resources to both employees and our company by providing opportunities to connect with colleagues who share similar interests and backgrounds.
|
56
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
224 |
nestle.pdf
|
Our employee-led Inclusion Networks serve as valuable resources to both employees and our company by providing opportunities to connect with colleagues who share similar interests and backgrounds. They also create diverse sounding boards for business strategies and initiatives, capturing input on potential actions through the lens of diversity, equity and inclusion. These regionally structured, globally connected employee groups help build affinity and allyship that enhance our ability to recruit, retain, engage and develop diverse talent. Inclusion Networks enable associates to participate in professional and personal growth opportunities through training and education, community projects, networking events, cultural heritage month celebrations and management opportunities. InclusionNetworks In2022,w e continued t o embed our DEI priorities across our business. Weapproachour DEI strategythr ough the lens of threecoreambitions: ADVANCE equity within our business, communities, and the marketplace. ASPIRET O CREATE a workforce that mirrors the markets we serve. ENABLE an inclusive culture where our employees thrive.
|
56
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
225 |
nestle.pdf
|
ASPIRET O CREATE a workforce that mirrors the markets we serve. ENABLE an inclusive culture where our employees thrive. • JAPAN: We earned a “Rainbow”, the highest rating in the 2022 PRIDE Index, for our LGBTQI+-friendly workplace initiatives. • SOUTHAFRICA: We participated in Johannesburg Pride by partnering with Pride of Africa, an umbrella brand born out of need for LGBTQI+ representation in Africa. • I TA LY : As a continuation of a longstanding partnership, we were the primary sponsor of the XXXVII edition of the Special Olympics National Summer Games in Turin, where athletes with intellectual disabilities competed in 20 sports. More than 90 Coca-Cola system volunteers supported the event, which also included a communications campaign celebrating participating athletes. • As part o f our efforts to create a diverse, equitable and inclusive workplace, we are partnering with the Valuable 500’s Generation Valuable initiative. This program, which kicks off in 2023, is designed to accelerate opportunities for people with disabilities t o become the talented voices of tomorrow’s C-Suite.
|
56
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
226 |
nestle.pdf
|
This program, which kicks off in 2023, is designed to accelerate opportunities for people with disabilities t o become the talented voices of tomorrow’s C-Suite. UNITED STATES LATIN AMERICA ASEAN & SOUTH PACIFIC JAPAN & SOUTH KOREAINDIA & SOUTHWEST ASIA AFRICA EURASIA & MIDDLE EAST EUROPE Diversity, equity and inclusion is in our DNA. It’s woven into all aspects of how we do business and function as a team—from talent acquisition, to supply chain, to the processes that shape our strategy and operations. It fosters greater creativity, innovation and connection to the wider community. This journey requires ongoing determination, and we are committed to developing lasting change through sustainable and measurable actions.” TAMEKA HARPER Global Chief Diversity, Equity & Inclusion Offi cer SECTIONSCOPE: In this section, our DEI actions refer to actions by the company, but exclude our independent bottling partners and independent suppliers and partners.
|
56
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
227 |
nestle.pdf
|
57THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT SAFETY & HEALTHHUMAN RIGHTSOVERVIEW DIVERSITY, EQUITY & INCLUSION GIVING BACK TO OUR COMMUNITIES ECONOMIC EMPOWERMENT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY MIRRORING THE MARKETS WE SERVE By 2030, we aspire to be 50% led by women globally and, in the United States, to align race and ethnicity representation to U.S. census data. While these metrics are important indicators of our progress, we are taking an iterative and holistic approach focused on continuous learning. Here’s a 2022 update on our progress against these aspirations: 1 Da ta as of December 31, 2022, for salaried and hourly employees. Race/ethnicity data is for U.S. workforce only. This data excludes Bottling Investments Group (BIG), Global Ventures, fairlife and BODYARMOR. For exclusions, please view the criteria statement in the Independent Accountants’ Review Report. Note: The percentages in each column in these charts may not sum to 100% due to rounding.
|
57
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
228 |
nestle.pdf
|
For exclusions, please view the criteria statement in the Independent Accountants’ Review Report. Note: The percentages in each column in these charts may not sum to 100% due to rounding. 2022Race/Ethnicity Representation by Level (U.S. only)1 SENIOR LEADERSHIP MIDDLE MANAGEMENT PROFESSIONALS TOTAL American Indian/Alaskan Native 0.0% 0.3% 0.4% 0.3% Asian 10.0% 10.4% 5.4% 8.1% Black/African American 8.6% 16.1% 30.3% 22.0% Hispanic/Latino 9.9% 8.7% 21.2% 14.6% Native Hawaiian/ Other Pacific Islander 0.1% 0.1% 0.5% 0.3% Not specified 9.1% 5.2% 2.4% 4.3% Two or more races 0.9% 2.2% 3.0% 2.5% White 61.4% 57.1% 36.7% 48.
|
57
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
229 |
nestle.pdf
|
4% 4.3% Two or more races 0.9% 2.2% 3.0% 2.5% White 61.4% 57.1% 36.7% 48.1% 2022Gender Representation by Level (global)1 SENIOR LEADERSHIP MIDDLE MANAGEMENT PROFESSIONALS TOTAL Female 39.0% 51.3% 36.0% 44.0% Male 61.0% 48.7% 64.0% 56.0% In 2022, our global female representation increased 1.1% overall, with increases across all levels. In the United States, we saw an increase in Asian and Black/African American representation. CHALLENGING OURSELVES TO EMPOWER COMMUNITIES The Coca-Cola North America operating unit recently launched Asian Pacific, Black and Hispanic Equity Accountability Councils (EACs) to guide community engagement and investment, with an emphasis on economic equity. The EACs are designed to drive quality of life improvements in under-resourced communities through economic mobility, financial stability and the well-being of individuals and households.
|
57
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
230 |
nestle.pdf
|
The EACs are designed to drive quality of life improvements in under-resourced communities through economic mobility, financial stability and the well-being of individuals and households. The councils will identify initiatives that reflect diversity in communities which have direct links to our DEI strategy. DRIVING ACCOUNTABILITY To continue progress toward achieving our sustainability goals, the Talent and Compensation Committee approved DEI links to executive compensation as part of the annual incentive for our executive officers, which will help drive our 2030 DEI aspirations. The links to executive compensation are based on achieving predefined qualitative and quantitative DEI components. TRANSPARENCY AND REPORTING We believe in full transparency and disclosure. We share diversity metrics quarterly with senior leaders, and we externally publish our representation data annually by race/ ethnicity (U.S.) and gender (globally) for our overall workforce and leadership. We publish data submitted to the U.S. Equal Employment Opportunity Commission (EEO-1 survey results) on our website.
|
57
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
231 |
nestle.pdf
|
58THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT SAFETY & HEALTHHUMAN RIGHTSOVERVIEW DIVERSITY, EQUITY & INCLUSION GIVING BACK TO OUR COMMUNITIES ECONOMIC EMPOWERMENT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY RECRUITING AND DEVELOPING DIVERSE TALENT In 2022, we continued to enhance our diversity hiring efforts through equitable recruitment, interviewing and onboarding processes. We expanded our partnerships with Historically Black Colleges and Universities as well as leadership development organizations, including the National Black MBA Association, Executive Leadership Council and Thurgood Marshall National Black Talent Bank. Crowdfundingfor Minority-Owned SmallBusiness We are a founding sponsor of Rise Up Crowdfunding, an equity crowdfunding portal focused on women and minority-owned businesses. The platform connects diverse startups with investors to expand access to capital while also providing business management resources and coaching. SUPPLIER DIVERSITY Coca-Cola is working to maximize procurement opportunities and proactively engaging and building partnerships with diverse- owned suppliers spanning a range of industries.
|
58
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
232 |
nestle.pdf
|
SUPPLIER DIVERSITY Coca-Cola is working to maximize procurement opportunities and proactively engaging and building partnerships with diverse- owned suppliers spanning a range of industries. We are focused on increasing the overall diversity of our suppliers and are working to spend at least $1 billion annually with diverse suppliers. We aspire to join the Billion Dollar Roundtable—the gold standard of supplier diversity, currently with only 27 member companies. In 2022, our supplier diversity team connected independent Coca-Cola bottlers in the United States and Canada with business partners to boost our overall impact via sponsored matchmaking events at the National Minority Supplier Development Council and Women’s Business Enterprise National Council conferences. The team is exploring ways to expand our supplier diversity program internationally. $900M+ spent in 2022 with diverse Tier 1 suppliers in the United States, an increase over prior years and progress toward our $1 billion annual goal. $200M of incremental spend with Black-owned enterprises in the United States, contributing to the company’s overall goal of $500 million. We share Rise Up’s mission to support businesses and underrepresented groups within the communities we serve.
|
58
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
233 |
nestle.pdf
|
We share Rise Up’s mission to support businesses and underrepresented groups within the communities we serve. This much-needed resource can, in many cases, help small businesses scale up or expand their operations, open new locations and grow their brands.” FERNANDO HERNANDEZ Senior Director, Supplier Diversity
|
58
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
234 |
nestle.pdf
|
59THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT SAFETY & HEALTHHUMAN RIGHTSOVERVIEW DIVERSITY, EQUITY & INCLUSION GIVING BACK TO OUR COMMUNITIES ECONOMIC EMPOWERMENT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY LEVERAGING THE POWER OF OUR BRANDS AND PARTNERSHIPS Coca-ColaBacklotMovieExperience For the sixth consecutive year, Coca-Cola sponsored Univision’s “Premios Juventud” awards show in 2022, expanding the Coca-Cola Backlot Movie Experience at La Marqueta in Puerto Rico. Attendees enjoyed Coca-Cola and Latin food pairings, cooking demos, live music performances and more. ExtendingOur Partnership With ESSENCE Coca-Cola returned for its 26th year as Presenting Sponsor of the 2022 ESSENCE Festival of Culture in New Orleans as part of a five-year partnership extension with ESSENCE Communications, a leading media, technology and commerce company dedicated to serving Black women and communities.
|
59
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
235 |
nestle.pdf
|
In 2021, we committed to doubling our spend with minority-owned media companies—to 8% of our total annual media budget—by 2024. By working with legacy partners like ESSENCE, along with new minority-owned and minority-led media companies, we are on track to meet this commitment. MulticulturalMarketing In 2022, our brands further expanded into diverse and inclusive marketing. In the United States, smartwater and vitaminwater launched brand ambassador partnerships with Zendaya and Lil Nas X, respectively, and Minute Maid Aguas Frescas (a Latin-inspired fruit drink innovation) partnered with Mexican NASCAR driver Daniel Suárez for a Hispanic Heritage Month activation. Sprite Zero Sugar teamed up with Marvel Studios’ Black Panther: Wakanda Forever on the “Infinite Potential. Zero Limits” campaign, which highlighted underrepresented Black and Latino creators from STEAM (Science, Technology, Engineering, Arts and Mathematics) communities. Globally, our Coca-Cola campaign for the FIFA World Cup 2022™ was anchored by a multicultural music anthem recorded by female artists from the Middle East and Latin America.
|
59
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
236 |
nestle.pdf
|
60THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT GIVING BACK TO OUR COMMUNITIES SAFETY & HEALTHHUMAN RIGHTSOVERVIEW DIVERSITY, EQUITY & INCLUSION GIVING BACK TO OUR COMMUNITIES ECONOMIC EMPOWERMENT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY GIVING BACK TO OUR COMMUNITIES In 2022, The Coca-Cola Foundation, the philanthropic arm of The Coca-Cola Company, contributed $94.8 million to 301 organizations around the world to help create a better shared future for the communities our business serves. Grants funded by the Foundation complement the contributions of our company operating units and bottling partners. Standingwith Ukraine The Coca-Cola Foundation awarded more than $3 million in grants to support the International Federation of Red Cross and Red Crescent Societies (IFRC) and other humanitarian organizations providing on- the-ground emergency relief to millions of people impacted by the war in Ukraine. These grants will also provide support to displaced people and refugees in surrounding countries.
|
60
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
237 |
nestle.pdf
|
These grants will also provide support to displaced people and refugees in surrounding countries. The Coca-Cola Foundation, along with The Coca-Cola Company and its global bottling partners, committed to contributions totaling more than $20 million to support employees and humanitarian relief efforts. Disaster Relief We have a long history of supporting local communities in times of crisis— a commitment we continued in 2022. In addition to our support for Ukraine, the Foundation provided approximately $4 million in funding for natural disaster and humanitarian relief efforts in 11 countries around the world, complementing financial and in-kind donations from The Coca-Cola Company and bottling partners. In addition to supporting local communities, the Coca-Cola system’s top priority following a natural disaster is to ensure the safety of all associates and their families. The Coca-Cola Employee Disaster Relief Fund (EDRF) provided nearly $5 million (including humanitarian relief for Ukraine) through more than 4,000 grants to company and bottling partner employees impacted by natural disasters and humanitarian crises in 2022. The EDRF consists of contributions from The Coca-Cola Company, The Coca-Cola Foundation, bottling partners and system associates.
|
60
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
238 |
nestle.pdf
|
The EDRF consists of contributions from The Coca-Cola Company, The Coca-Cola Foundation, bottling partners and system associates. $94.8M 2022 Contributions $31.8M $14.1M$13.0M $12.0M $10.1M $7.0M $6.8M 33% Water & Environment 11% Community Well-Being 7% Women’s Empowerment 7% Matching Gifts 15% Disaster Relief & Humanitarian Aid 14% Education & Youth Development 13% Recycling TheCoca-ColaFoundation:2022Contributions 1.4% of operating income invested back into local communities from The Coca-Cola Company and The Coca-Cola Foundation in 2022—above our annual goal of 1% 1 $1.5B+ DONATED by The Coca-Cola Foundation since its inception in 1984 1 This per centage was calculated based on the company’s prior year operating income (excluding the Bottling Investments Group operating segment). SECTIONSCOPE: The philanthropic giving refers to contributions from The Coca-Cola Foundation.
|
60
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
239 |
nestle.pdf
|
61THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT SAFETY & HEALTHHUMAN RIGHTSOVERVIEW DIVERSITY, EQUITY & INCLUSION GIVING BACK TO OUR COMMUNITIES ECONOMIC EMPOWERMENT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY A Refreshed Giving Appr oach The Coca-Cola Foundation’s mission is to make a difference in communities where our company operates and where our employees live and work. The Foundation supports transformative ideas and institutions that address pressing and complex global challenges. Our goal is to leave a measurable and lasting impact in local communities through a focus on the environment and society.
|
61
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
240 |
nestle.pdf
|
The Foundation supports transformative ideas and institutions that address pressing and complex global challenges. Our goal is to leave a measurable and lasting impact in local communities through a focus on the environment and society. As of 2022, our giving is focused on impacting these areas: Thefollowingthr ee grants reflect the Foundation’s new giving strategy: $1milliont o fund the CARE HumanitarianSurgeFund, a global reserve fund to support life-saving relief efforts immediately following natural disasters, plus preparedness efforts such as prepositioning supplies, training staff and partnering with local and national organizations to develop crisis plans. $1milliont o the American Red Cross to support the Global Disaster Preparedness Center (GDPC) in seven countries facing significant climate risks and social vulnerability: Bangladesh, El Salvador, Guatemala, Honduras, Indonesia, Nepal and the Philippines.
|
61
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
241 |
nestle.pdf
|
$1.25milliont o Imagine H20 to launch the Sustainable Access Solution Fund, a fund that will support water and climate-focused innovation projects in both emerging markets and the United States with a focus on ensuring sustainable access to safe drinking water. HometownSupport Atlanta—where the first Coca-Cola was served in 1886—is a thriving city we are proud to call home.
|
61
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
242 |
nestle.pdf
|
HometownSupport Atlanta—where the first Coca-Cola was served in 1886—is a thriving city we are proud to call home. In 2022, the Foundation continued to invest in community organizations working to create a better shared future for our hometown: • $3 million to fund scholarship programs at 10 Atlanta institutions of higher learning • $1 million to the Atlanta Police Foundation to expand youth development services for at-risk youth • $500,000 to the Atlanta Women’s Foundation to educate, train and prepare 1,000 women for employment or to become entrepreneurs • $500,000 to the National Center for Civil and Human Rights to expand its civil rights education curriculum • $300,000 to the Latin American Association to expand entrepreneurial education throughout the state of Georgia ENVIRONMENTAL SOCIAL The Coca-Cola Foundation remains committed to making a difference by addressing the complex global challenges that impact our communities around the world.” SAADIA MADSBJERG President of The Coca-Cola Foundation and Vice President of Global Community Affairs for The Coca-Cola Company
|
61
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
243 |
nestle.pdf
|
62THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT SAFETY & HEALTHHUMAN RIGHTSOVERVIEW DIVERSITY, EQUITY & INCLUSION GIVING BACK TO OUR COMMUNITIES ECONOMIC EMPOWERMENT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY ECONOMIC EMPOWERMENT The Coca-Cola Company has a long history of enhancing the livelihoods of the people in the communities we proudly serve. We continue to help enable the economic empowerment of a diverse network of customers, suppliers and communities across our value chain. This includes smallholder farmers that supply agricultural ingredients used in our beverages and juice processors and sugar millers—to warehousing, construction engineering, transportation and facilities management partners, IT, marketing and other service providers. We embrace the Organization for Economic Co-operation and Development (OECD) definition of economic empowerment, which we see as fundamental to strengthening human rights and enabling all people, particularly vulnerable and underrepresented groups, to have control over their lives and positively influence society.
|
62
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
244 |
nestle.pdf
|
Our economic empowerment efforts deliver tangible results in markets around the world, where we harness partnerships and deliver programs tailored to local needs and nuances. This work builds on the momentum created by our decade-long 5by20® program, created in 2010 to enable the economic empowerment of 5 million women entrepreneurs. Together with our public and private sector partners, including our bottling partners and The Coca-Cola Foundation, we exceeded our target, enabling the economic empowerment of more than 6 million women. We have seen evidence that helping female entrepreneurs overcome social and economic barriers to success creates a ripple effect in local communities with both societal and commercial impacts. According to a 2015 McKinsey Global Institute report, if women were to play an identical role in the global labor market to that of men, it is estimated that $28 trillion could be added to the global gross domestic product (GDP). While women’s entrepreneurship continues to play an active role in business sustainability, we are broadening economic empowerment efforts to help create shared value—and a better shared future—through training, networking and mentoring programs aimed at working with underrepresented groups.
|
62
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
245 |
nestle.pdf
|
These programs focus on building financial and digital literacy and enabling access to opportunities through our supplier diversity work. Economic empowerment is one of The Coca-Cola Foundation’s six new priority giving pillars. The Coca-Cola Foundation envisions inclusive economies around the world with expanded opportunities for shared prosperity, especially for the communities that face the greatest barriers to advancing their well-being. KAZAKHSTAN The Belesteri (“Stepping Stones”) program has empowered more than 50,000 aspiring business owners in rural areas over the last 10 years. An annual competition awards financial grants to women entrepreneurs to launch or expand their enterprises. The program, which is supported by The Coca-Cola Foundation, has helped create more than 300 jobs and has provided life-changing income streams for hundreds of families. More than 15,000 women were trained in 2022. LATIN AMERICA In 2022, the Coca-Cola system in Latin America continued to support small retailers to rebound from the adverse economic impacts of COVID-19 through business and financial skills training programs in Bolivia, Brazil, Chile, Colombia, Costa Rica, the Dominican Republic, Ecuador, Mexico, Paraguay and Peru.
|
62
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
246 |
nestle.pdf
|
AFRICA Coca-Cola Beverages Africa recently expanded its approach to promoting economic inclusion across its value chain to include under-served women, youth and persons with disabilities. Our bottling partner has worked with local non-profits to launch entrepreneurship and employability programs in Ethiopia, Kenya, South Africa, Tanzania and Uganda. NEPAL The Saksham initiative has provided skills training, planning tools and networking opportunities to help over 1,000 small-scale women entrepreneurs from three provinces grow their retail businesses. THE PHILIPPINES An estimated 1,500 micro-entrepreneurs from Davao del Norte have completed iSTAR, an enhanced digital version of the Sari-Sari Store Training and Access to Resources (STAR) program featuring entrepreneurship training, access to financial resources and online business development tools. The collaboration with the Technical Education and Skills Development Authority (TESDA) and Tagum City Council of Women Foundation supports Coca-Cola Philippines’ broader economic empowerment strategy to break the cycle of generational poverty.
|
62
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
247 |
nestle.pdf
|
The collaboration with the Technical Education and Skills Development Authority (TESDA) and Tagum City Council of Women Foundation supports Coca-Cola Philippines’ broader economic empowerment strategy to break the cycle of generational poverty. EmpoweringCommunitiesAr ound the W orld SECTIONSCOPE: In this section our economic empowerment work refers to actions by the company, The Coca-Cola Foundation, our owned and independent bottling partners and our independent suppliers and partners.
|
62
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
248 |
nestle.pdf
|
63THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT EUROPE, MIDDLE EAST & AFRICAASIA PACIFICOVERVIEW LATIN AMERICA NORTH AMERICA GLOBAL VENTURES/BOTTLING INVESTMENTS GROUP 2022 GLOBAL UNIT CASE VOLUME MIX By Operating Segment 28% Europe, Middle East & Africa 27% Latin America 17% North America 24% Asia Pacific 4% Global Ventures 2.2B servings per day in more than 200 countries and territories around the world CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY Operations Highlights Our networked organization is comprised of nine operating units that are focused on regional and local execution and sit under four geographic operating segments—Asia Pacific; Europe, Middle East & Africa; Latin America; and North America—plus Global Ventures and Bottling Investments Group. This structure is supported by our Platform Services organization and center functions, which collectively provide global services and expertise across a range of critical capabilities. The following pages offer a look at our operations, their business results and some key activities from 2022.
|
63
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
249 |
nestle.pdf
|
64THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT EUROPE, MIDDLE EAST & AFRICAASIA PACIFICOVERVIEW LATIN AMERICA NORTH AMERICA GLOBAL VENTURES/BOTTLING INVESTMENTS GROUP CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY ASIA PACIFIC 11% 2022 9% 2021 5% 2019 (12%) 2020 -12 -8 -4 0 4 8 12 Organic Revenue Growth (Non-GAAP)1 Greater China and Mongolia ASEAN and South Pacific India and Southwest Asia Japan and South Korea 26% 15% 20% 39% 2022 Unit Case Volume Mix by Operating Unit Trademark Coca-Cola Sparkling Flavors Water, Sports, Coffee and Tea Juice,
|
64
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
250 |
nestle.pdf
|
Sports, Coffee and Tea Juice, Value-Added Dairy and Plant-Based Beverages 33% 8% 28% 31% 2022 Unit Case Volume Mix by Category -8 -4 0 4 8 9% 2022 4% 2021 3% 2019 (6%) 2020 Comparable Currency Neutral Operating Income Growth (Non-GAAP)2 2022 HIGHLIGHTS • In 20 22, the company gained value share in total nonalcoholic ready-to-drink beverages, led by share gains in India, Australia, Japan and South Korea. • W e made significant progress on World Without Waste initiatives in the Maldives by launching a returnable glass bottle and commissioning a can line, scaling up collection and recycling, and advocating for Extended Producer Responsibility regulation embracing circularity. • With funding fr om The Coca-Cola Foundation, we supported Planet Water Foundation in scaling the deployment of AquaTower community water filtration systems in Cambodia, providing communities in need with clean water access and hygiene education. • Our Unnati Grapes initiative in India trained over 3,000 smallholder farmers to increase the quality and yield of grape cultivation, and supported an all-women farmer producer company.
|
64
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
251 |
nestle.pdf
|
• Our Unnati Grapes initiative in India trained over 3,000 smallholder farmers to increase the quality and yield of grape cultivation, and supported an all-women farmer producer company. • C oca-Cola Australia and Coca-Cola Europacific Partners Australia pledged to reduce the sugar content in their nonalcoholic beverage portfolio by 25% by 2025, as part of an updated industry-wide pledge announced by the Australian Beverages Council.RenewableEnergy in J apan Coca-Cola Japan Company has taken steps to transform their offices and concentrate plant to renewable energy sources for their electricity use. The headquarters in Shibuya has been running on renewable electricity since May 2021. Note: See pages 72–74 for reconciliations of non-GAAP financial measures to our results as reported under U.S. GAAP . 1 R eported net operating revenues grew 3%, declined 11%, grew 12% and grew 3% for the years ended December 31, 2019, 2020, 2021 and 2022, respectively.
|
64
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9 0.
|
[Guess]: No
[Confidence]: 0.9
|
252 |
nestle.pdf
|
2 R eported operating income was even, declined 7%, grew 9% and declined 1% for the years ended December 31, 2019, 2020, 2021 and 2022, respectively. 2022UnitCaseV olume Mix by Country China 37% India 18% Japan 12% Philippines 8% Thailand 6% Australia 4% South Korea 3% Indonesia 2% Vietnam 2% Other 8% 2022UnitCase VolumeGrowth Trademark Coca-Cola 6% Sparkling Flavors 8% Water, Sports, Coffee and Tea 4% Juice, Value-Added Dairy and Plant-Based Beverages 9%
|
64
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
253 |
nestle.pdf
|
65THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT EUROPE, MIDDLE EAST & AFRICAASIA PACIFICOVERVIEW LATIN AMERICA NORTH AMERICA GLOBAL VENTURES/BOTTLING INVESTMENTS GROUP CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY EUROPE, MIDDLE EAST & AFRICA -5 0 5 10 15 20 18% 2022 13% 2021 9% 2019 (1%) 2020 Comparable Currency Neutral Operating Income Growth (Non-GAAP)2 -15 -10 -5 0 5 10 15 20 18% 2022 18% 2021 5% 2019 (13%) 2020 Organic Revenue Growth (Non-GAAP)1 2022 HIGHLIGHTS • F or the year, the company gained value share in total nonalcoholic ready- to-drink beverages, led by share gains in France, Spain and Poland. • The C oca-Cola Foundation funded a partnership between the Water and Development Alliance, the Global Environment and Technology Foundation, U.S.
|
65
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
254 |
nestle.pdf
|
• The C oca-Cola Foundation funded a partnership between the Water and Development Alliance, the Global Environment and Technology Foundation, U.S. Agency for International Development and the Soran Water Directorate to improve water access and quality and to reduce water losses in Iraq. • W e launched the Coca-Cola “Believing is Magic” global campaign for FIFA World Cup Qatar 2022 by creating end-to-end, digitally driven experiences. Our digital platform, the Coca-Cola Fan Zone, was activated in 41 markets and featured social experiences for soccer fans. • In Es watini, The Coca-Cola Foundation supported the Ministry of Health’s Project Last Mile to strengthen the government’s capacity to store ultra- cold chain COVID-19 vaccines. • C oca-Cola Europacific Partners is supporting the hospitality industry across Spain to measure their emissions, identify emissions reduction opportunities and offset emissions to help reach carbon neutrality through the Hosteleria #PorElClima campaign.
|
65
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
255 |
nestle.pdf
|
Europe Africa Eurasia and Middle East 48% 27% 25% 2022 Unit Case Volume Mix by Operating Unit Trademark Coca-Cola Sparkling Flavors Water, Sports, Coffee and Tea Juice, Value-Added Dairy and Plant-Based Beverages 55% 5% 14% 26% 2022 Unit Case Volume Mix by Category Note: See pages 72–74 for reconciliations of non-GAAP financial measures to our results as reported under U.S. GAAP . 1 R eported net operating revenues declined 1%, declined 14%, grew 19% and grew 5% for the years ended December 31, 2019, 2020, 2021 and 2022, respectively. 2 R eported operating income declined 4%, declined 7%, grew 13% and grew 6% for the years ended December 31, 2019, 2020, 2021 and 2022, respectively.
|
65
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
256 |
nestle.pdf
|
2022UnitCaseV olume Mix by Country Germany 7% South Africa 7% Türkiye 7% Great Britain 6% Spain 5% Nigeria 5% Pakistan 5% France 4% Italy 3% Other 51% 2022UnitCase VolumeGrowth Trademark Coca-Cola 4% Sparkling Flavors 2% Water, Sports, Coffee and Tea 6% Juice, Value-Added Dairy and Plant-Based Beverages (13%) ImprovingW atershed Health in Pakistan We worked with WWF-Pakistan to develop a watershed stewardship plan for the Ravi River watershed, a sub-basin of the Indus River Basin, and a priority watershed because it is a key ingredient sourcing (sugarcane) and market growth region. The river extends through both India and Pakistan and supports approximately 38 million people. Our analysis found that the river faces increasing water scarcity and quality challenges. The plan addresses infrastructure and ecosystems, community well- being, information management, policy and regulations, finance and planning. One project already underway is a partnership with WWF-Pakistan to address the identified water issues for approximately 360,000 people in Lahore.
|
65
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.995
|
[Guess]: No
[Confidence]: 0.9
|
257 |
nestle.pdf
|
One project already underway is a partnership with WWF-Pakistan to address the identified water issues for approximately 360,000 people in Lahore. Between 2022–2023, the project will install household rainwater harvesting systems, recharge wells to replenish a groundwater aquifer, reforest urban areas and construct floating treatment wetlands. The treatment wetlands will allow wastewater to be reused for agriculture purposes and remove pollutants and excess nutrients from village ponds.
|
65
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
258 |
nestle.pdf
|
66THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT EUROPE, MIDDLE EAST & AFRICAASIA PACIFICOVERVIEW LATIN AMERICA NORTH AMERICA GLOBAL VENTURES/BOTTLING INVESTMENTS GROUP CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY LATIN AMERICA 24% 2022 19% 2021 13% 2019 (1%) 2020 -5 0 5 10 15 20 25 Organic Revenue Growth (Non-GAAP)1 19% 2022 18% 2021 12% 2020 17% 2019 0 5 10 15 20 Comparable Currency Neutral Operating Income Growth (Non-GAAP)2 Trademark Coca-Cola Water, Sports, Coffee and Tea Sparkling Flavors Juice, Value-Added Dairy and Plant-Based Beverages 57% 6% 21% 16% 2022 Unit Case Volume Mix by Category Note: See pages 72–74 for reconciliations of non-GAAP financial measures to our results as reported under U.S. GAAP .
|
66
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
259 |
nestle.pdf
|
GAAP . 1 R eported net operating revenues grew 3%, declined 15%, grew 18% and grew 19% for the years ended December 31, 2019, 2020, 2021 and 2022, respectively. 2 R eported operating income grew 2%, declined 11%, grew 20% and grew 13% for the years ended December 31, 2019, 2020, 2021 and 2022, respectively. 2022UnitCaseV olume Mix by Country Mexico 45% Brazil 23% Argentina 6% Chile 4% Colombia 4% Peru 3% Bolivia 2% Guatemala 2% Ecuador 2% Other 9% 2022UnitCase VolumeGrowth Trademark Coca-Cola 5% Sparkling Flavors 6% Water, Sports, Coffee and Tea 10% Juice, Value-Added Dairy and Plant-Based Beverages 10% EncouragingConsumerst o Shop Local Coca-Cola launched the “Little Giants” or “Pequeños Gigantes” campaign in Latin America to encourage consumers to buy from their local store or market.
|
66
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
260 |
nestle.pdf
|
The project demonstrates the importance of these mini markets in every neighborhood and the role of consumers and companies to contribute to their growth. This campaign was launched in Colombia, Peru, Costa Rica, Guatemala, the Dominican Republic and other countries in Latin America as part of our efforts to promote the economic development and empowerment of the traditional trade. 2022 HIGHLIGHTS • C oca-Cola Brazil joined the Yes to Racial Equality program run by the Identities of Brazil Institute to help generate opportunities for 3 million people in the coming years, and 10,000 new leadership positions for black people by 2030. • C oca-Cola Argentina and four bottling partners launched “Ruta Verde” or the “Green Road”, a recycling project that aims to increase the recovery of materials at collection points. This new project connects 28 municipalities across three provinces and helps more than 590,000 people access public places to recycle plastic, paper, cardboard, glass and cans.
|
66
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
261 |
nestle.pdf
|
This new project connects 28 municipalities across three provinces and helps more than 590,000 people access public places to recycle plastic, paper, cardboard, glass and cans. • In the face of the 2022 water shortage in Nuevo Leon, Mexico, Coca-Cola and its bottling partners responded quickly to implement additional measures including rehabilitating 15 public water wells, with the goal of expanding water access to families throughout the city of Monterrey and its more than 5 million inhabitants. We also continued to provide clean drinking water, at all times, free of charge, to local families through an outdoor faucet at the Topo Chico bottling plant. • F unded by The Coca-Cola Foundation, the Safe Water project in Pucusana, Peru, focused on providing running water systems for the soup kitchens in the district, guaranteeing adequate hygienic conditions for meal preparation. The project installed elevated water tanks and piping for each community kitchen, allowing proper washing of the ingredients. Safe Water for Pucusana has installed 19 running water systems, guaranteeing safe meal preparation for more than 1,600 neighbors and users of the community kitchens.
|
66
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
262 |
nestle.pdf
|
67THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT EUROPE, MIDDLE EAST & AFRICAASIA PACIFICOVERVIEW LATIN AMERICA NORTH AMERICA GLOBAL VENTURES/BOTTLING INVESTMENTS GROUP CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY NORTH AMERICA -5 0 5 10 15 20 13% 2022 14% 2021 3% 2019 (5%) 2020 Organic Revenue Growth (Non-GAAP)2 2022 HIGHLIGHTS • The c ompany gained value share in total nonalcoholic ready-to-drink beverages for the year, driven by the continued recovery in away-from- home channels along with strong performance in at-home channels for sparkling soft drinks and value-added dairy beverages. • In 20 22, Sprite began shifting all of its plastic packaging from green to clear, which helps with the recycling process and increases the material’s likelihood of being remade into new beverage bottles. Coca-Cola North America’s entire green plastic portfolio—including packaging for Fresca, Seagram’s and Mello Yello—is also making the transition to clear PET.
|
67
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
263 |
nestle.pdf
|
Coca-Cola North America’s entire green plastic portfolio—including packaging for Fresca, Seagram’s and Mello Yello—is also making the transition to clear PET. • The Coca-Cola Company donated $2 million to support the Smithsonian’s landmark new National Museum of the American Latino and Molina Family Latino Gallery. The museum will showcase Latino achievements and stories in U.S. art, history, culture and science, and will be built over a 10-year period. • Minut e Maid launched Aguas Frescas, a Latin American-inspired, noncarbonated beverage made with real fruit juices and natural flavors. The juice drinks deliver a bold, “refreshing AF” sensorial experience tailored to Gen Z tastes. 18% 2022 19% 2021 6% 2020 5% 2019 0 5 10 15 20 Comparable Currency Neutral Operating Income Growth (Non-GAAP)3 Trademark Coca-Cola Water, Sports, Coffee and Tea Sparkling Flavors Juice, Value-Added Dairy and Plant-Based Beverages 44% 13% 20% 23% 2022 Unit Case Volume Mix by Category Note: See pages 72–74 for reconciliations of non-GAAP financial measures to our results as reported under U.S.
|
67
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
264 |
nestle.pdf
|
GAAP .1 Ex cluding cap and label 2 R eported net operating revenues grew 2%, declined 4%, grew 15% and grew 19% for the years ended December 31, 2019, 2020, 2021 and 2022, respectively. 3 R eported operating income grew 12%, declined 5%, grew 35% and grew 12% for the years ended December 31, 2019, 2020, 2021 and 2022, respectively. 2022UnitCaseV olume Mix by Country United States 95% Canada 5% 2022UnitCase VolumeGrowth Trademark Coca-Cola 1% Sparkling Flavors 3% Water, Sports, Coffee and Tea 0% Juice, Value-Added Dairy and Plant-Based Beverages 3% DASANI100%rPET Launch A majority of DASANI bottles in the United States—from 20-oz. and 1.5-liter singles to 10-oz. and 12-oz. multipacks— are now offered in 100% recycled plastic1. In Canada, this innovation spans all DASANI bottles.
|
67
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
265 |
nestle.pdf
|
and 12-oz. multipacks— are now offered in 100% recycled plastic1. In Canada, this innovation spans all DASANI bottles. The brand’s transition to 100% recycled plastic1 is projected to save more than 20 million pounds of new plastic, compared to 2019, and cut more than 25,000 metric tons of greenhouse gas emissions in 2023 alone.
|
67
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
266 |
nestle.pdf
|
68THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT EUROPE, MIDDLE EAST & AFRICAASIA PACIFICOVERVIEW LATIN AMERICA NORTH AMERICA GLOBAL VENTURES/BOTTLING INVESTMENTS GROUP CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY GLOBAL VENTURES/ BOTTLING INVESTMENTS GROUP GLOBAL VENTURES Global Ventures includes Costa Limited (Costa), Monster beverages, innocent, and doğadan tea. The majority of Global Ventures’ revenue consists of Costa and innocent, which together account for approximately 90% of total Global Ventures’ revenue. BOTTLING INVESTMENTS GROUP In January 2006, our company-owned bottling operations were brought together to form the Bottling Investments Group, or BIG. BIG ensures these operations receive the appropriate investments and expertise to foster long-term success. Our current footprint of bottlers exists in Southeast and Southwest Asia, the Middle East, and parts of Africa. We continue to drive strong performance within BIG while maximizing returns on our investments.
|
68
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
267 |
nestle.pdf
|
Our current footprint of bottlers exists in Southeast and Southwest Asia, the Middle East, and parts of Africa. We continue to drive strong performance within BIG while maximizing returns on our investments. 2022 HIGHLIGHTS • T o celebrate the Christmas spirit, Costa launched Costa Expressions, a unique platform that celebrates and nurtures young artists in India. • C osta Coffee was voted the Nation’s Favorite Coffee Shop in the UK for the 12th consecutive year, according to a World Coffee Portal survey. • In 20 22, innocent launched its Revitalise super smoothie, the lowest sugar smoothie recipe it has ever launched. It has 11% less sugar than the brand’s other super smoothies. • In 20 22, innocent launched the Big Rewild, its first pan-European campaign to give nature a helping hand. Together with 11 NGOs and local organizations, innocent is aiming to protect and restore 2 million hectares of land by 2025. • In 20 22, doğadan made all packaging for its tea products plastic-free and added a “plant-based teabag” badge to inform consumers. 2022 HIGHLIGHTS • Gained shar e in sparkling soft drinks in India, Bangladesh and Singapore.
|
68
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
268 |
nestle.pdf
|
2022 HIGHLIGHTS • Gained shar e in sparkling soft drinks in India, Bangladesh and Singapore. • Str engthened supply chain resilience and operational efficiency . Coca-ColaBeveragesA frica Other BIG Bottlers GHANA ETHIOPIA UGANDA TANZANIA KENYA SOUTH AFRICA NAMIBIA ZAMBIA BOTSWANA MOZAMBIQUE ESWATINI COMOROS LESOTHO MAYOTTE SRI LANKA INDIA OMAN MYANMAR THE PHILIPPINES MALAYSIA SINGAPORE NEPAL BANGLADESH
|
68
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
269 |
nestle.pdf
|
69THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY ABOUT THIS REPORT SCOPE OF THE REPORT This 2022 Business & Sustainability Report is The Coca-Cola Company’s fifth report to integrate overall business and sustainability performance, data and context, reflecting our continued journey toward driving sustainable business practices into our core strategy. This report has been prepared in accordance with Global Reporting Initiative (GRI) Standards: Core option. In addition, we provide indices for the standards set by the Sustainability Accounting Standards Board (SASB), the Task Force on Climate-related Financial Disclosures, the United Nations Sustainable Development Goals (SDGs), the United Nations Global Compact (UNGC) and the United Nations Guiding Principles Reporting Framework (UNGPRF). Limited assurance under attestation standards American Institute of Certified Public Accountants over select sustainability metrics was obtained from Ernst & Young LLP (as indicated in the Independent Accountant’s Review Report). Except as otherwise noted, this report covers the 2022 performance of The Coca-Cola Company and the Coca-Cola system (our company and our owned and independent bottling partners), as applicable.
|
69
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: Yes
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
270 |
nestle.pdf
|
Except as otherwise noted, this report covers the 2022 performance of The Coca-Cola Company and the Coca-Cola system (our company and our owned and independent bottling partners), as applicable. Therefore, references to “currently,” “to date” or similar expressions reflect data and information as of December 31, 2022. Some initiatives that were launched in early 2023 are included to provide the most relevant information to stakeholders. In this report, any use of the terms “material,” “materiality,” “immaterial,” “substantive,” “significant” and other similar terminology refers to topics that reflect important economic, environmental and social impacts of The Coca-Cola Company or the Coca-Cola system or to topics or standards designated as “material” or “substantive” under the GHG Protocol, GRI or SASB standards. These terms as used in this report are not used, or intended to be construed, as they have been defined by or construed in accordance with the securities laws or any other laws of the United States or any other jurisdiction, or as these terms are used in the context of financial statements and financial reporting.
|
69
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: Yes
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
271 |
nestle.pdf
|
The data presented in this report is collected using accepted and relevant scientific and industry accepted methodologies, which in some instances, are based on assumptions and estimates. Although our data has been internally vetted, there are inherent uncertainties and limitations in the collection and presentation of our data. For example, certain information in this report regarding the Coca-Cola system’s progress against our sustainability goals comes from third-party sources and operations outside of our control. While we believe such information is reasonably accurate and is based on generally accepted principles and methodology, the collection of this data is beyond our direct influence. In addition, the achievement of certain of our sustainability goals and targets that are discussed in this report are dependent on the actions of our bottling partners, suppliers and other third parties, all of which are outside of our control. Historical performance data may be revised due to reasons such as new data availability; industry-driven changes to methodologies; improvement in data collection and measuring systems; or activities such as joint ventures, mergers and acquisitions or divestitures. In cases where historical information is revised, we will footnote the change with a clear explanation. Statements about future developments and past occurrences are based on information and assumptions available as of the date of publication.
|
69
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
272 |
nestle.pdf
|
In cases where historical information is revised, we will footnote the change with a clear explanation. Statements about future developments and past occurrences are based on information and assumptions available as of the date of publication. While we are committed to providing timely updates, the company holds no obligation to update information or statements. COMMON STOCK The Coca-Cola Company common stock is listed on the New York Stock Exchange, traded under the ticker symbol KO. The company has been one of the 30 companies in the Dow Jones Industrial Average since 1987. As of December 31, 2022, there were approximately 4.33 billion shares outstanding and 188,068 shareowners of record. DIVIDENDS At its February 2023 meeting, the Board of Directors increased our quarterly dividend 4.5% to $0.46 per share, equivalent to an annual dividend of $1.84, up from $1.76 in 2022. The company has increased its dividend per share in each of the last 61 years. Dividends are normally paid four times a year, usually in April, July, October and December. The company has paid 407 consecutive dividends, beginning in 1920.
|
69
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
273 |
nestle.pdf
|
Dividends are normally paid four times a year, usually in April, July, October and December. The company has paid 407 consecutive dividends, beginning in 1920. DIRECT STOCK PURCHASE AND DIVIDEND REINVESTMENT Computershare Trust Company, N.A., sponsors and administers a direct stock purchase and dividend reinvestment plan for common stock of The Coca-Cola Company. The Computershare Investment Plan allows investors to directly purchase and sell shares of company common stock and reinvest dividends. To view or request plan materials please log on to www.computershare. com/investor and click on “invest now.” SHAREOWNER ACCOUNT ASSISTANCE For information and maintenance on your shareowner of record account, please contact: Computershare Investor Services P.O. Box 43078 Providence, RI 02940-3078 Telephone: (888) COKE-SHR (265-3747) or (781) 575-2653 Hearing Impaired: (800) 952-9245 Email: [email protected] Internet: www.computershare.com/coca-cola SHAREOWNER INTERNET ACCOUNT ACCESS For account access via the internet, please log on to www.computershare.com/investor.
|
69
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
274 |
nestle.pdf
|
Once registered, shareowners can view account history and complete transactions online. ELECTRONIC DELIVERY If you are a shareowner of record, you have an opportunity to help the environment by signing up to receive your shareowner communications, including proxy materials, account statements and tax forms, electronically. To enroll in e-delivery, please log on to your account at www.computershare.com/investor and click on “View and update your profile” and then click on “Communication Preferences.” As a thank you, the company will have a tree planted on your behalf through American Forests. FORWARD-LOOKING STATEMENTS This report may contain statements, estimates or projections that constitute “forward-looking statements” as defined under U.S. federal securities laws. Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “project,” “will” and similar expressions identify forward-looking statements, which generally are not historical in nature. Forward-looking statements are subject to certain risks and uncertainties that could cause The Coca-Cola Company’s actual results to differ materially from its historical experience and our present expectations or projections. These risks include, but are not limited to, unfavorable economic and geopolitical conditions,
|
69
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
275 |
nestle.pdf
|
These risks include, but are not limited to, unfavorable economic and geopolitical conditions, including the direct or indirect negative impacts of the conflict between Russia and Ukraine; increased competition; an inability to be successful in our innovation activities; changes in the retail landscape or the loss of key retail or foodservice customers; an inability to expand our business in emerging and developing markets; an inability to successfully manage the potential negative consequences of our productivity initiatives; an inability to attract or retain a highly skilled and diverse workforce; disruption of our supply chain, including increased commodity, raw material, packaging, energy, transportation and other input costs; the negative impacts of, and continuing uncertainties associated with the scope, severity and duration of the global COVID-19 pandemic and the substance and pace of the post-pandemic economic recovery; an inability to successfully integrate and manage our acquired businesses, brands or bottling operations or an inability realize a significant portion of the anticipated benefits of our joint ventures or strategic relationships; failure by our third-party service providers and business partners to satisfactorily fulfill their commitments and responsibilities; an inability to renew collective bargaining agreements on satisfactory terms, or we or our bottling partners experience strikes, work stoppages, labor shortages or labor unrest;
|
69
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
276 |
nestle.pdf
|
an inability to renew collective bargaining agreements on satisfactory terms, or we or our bottling partners experience strikes, work stoppages, labor shortages or labor unrest; obesity and other health-related concerns; evolving consumer product and shopping preferences; product safety and quality concerns; perceived negative health consequences of certain ingredients, such as non- nutritive sweeteners and biotechnology-derived substances, and of other substances present in our beverage products or packaging materials; failure to digitalize the Coca-Cola system; damage to our brand image, corporate reputation and social license to operate from negative publicity, whether or not warranted, concerning product safety or quality, workplace and human rights, obesity or other issues; an inability to successfully manage new product launches; an inability to maintain good relationships with our bottling partners; deterioration in our bottling partners’ financial condition; an inability to successfully manage our refranchising activities; increases in income tax rates, changes in income tax laws or the unfavorable resolution of tax matters, including the outcome of our ongoing tax dispute or any related disputes with the U.S. Internal Revenue Service (“IRS”);
|
69
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
277 |
nestle.pdf
|
increases in income tax rates, changes in income tax laws or the unfavorable resolution of tax matters, including the outcome of our ongoing tax dispute or any related disputes with the U.S. Internal Revenue Service (“IRS”); the possibility that the assumptions used to calculate our estimated aggregate incremental tax and interest liability related to the potential unfavorable outcome of the ongoing tax dispute with the IRS could significantly change; increased or new indirect taxes; changes in laws and regulations relating to beverage containers and packaging; significant additional labeling or warning requirements or limitations on the marketing or sale of our products; litigation or legal proceedings; conducting business in markets with high-risk legal compliance environments; failure to adequately protect, or disputes relating to, trademarks, formulas and other intellectual property rights; changes in, or failure to comply with, the laws and regulations applicable to our products or our business operations; fluctuations in foreign currency exchange rates; interest rate increases; an inability to achieve our overall long-term growth objectives; default by or failure of one or more of our counterparty financial institutions; impairment charges; an inability to protect our information systems against service interruption, misappropriation of data or cybersecurity incidents; failure to comply with privacy and data protection laws;
|
69
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
278 |
nestle.pdf
|
impairment charges; an inability to protect our information systems against service interruption, misappropriation of data or cybersecurity incidents; failure to comply with privacy and data protection laws; failure to achieve our sustainability goals and targets or accurately report our progress due to operational, financial, legal and other risks, many of which are outside our control and are dependent on the actions of our bottling partners and other third parties; increasing concerns about the environmental impact of plastic bottles and other packaging materials; water scarcity and poor quality; increased demand for food products, decreased agricultural productivity and increased regulation of ingredient sourcing due diligence; climate change and legal or regulatory responses thereto; adverse weather conditions; and other risks discussed in our filings with the Securities and Exchange Commission (the “SEC”), including our Annual Report on Form 10-K for the year ended December 31, 2022, which filing is available from the SEC. You should not place undue reliance on forward-looking statements, which speak only as of the date they are made. We undertake no obligation to publicly update or revise any forward-looking statements. Design: Ideas On Purpose, NYC. Content: Buzzword, Inc.
|
69
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.8
|
279 |
nestle.pdf
|
Data Appendix To respond to stakeholder interest and provide greater disclosure and transparency, we have prepared this Data Appendix. It provides additional financial and sustainability data, including performance data for our sustainability goals as well as other important topics. Some data provided is for The Coca-C ola Company, while some is for the Coca-C ola system. This is noted with color-c oded circles. THE COCA-COLA COMPANY C OCA-COLA SYSTEM 70THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT WATERPACKAGINGFINANCIAL AND PORTFOLIO DATAOVERVIEW GREENHOUSE GAS EMISSIONS & WASTE WORKPLACE, SAFETY & GIVING BACK HUMAN RIGHTS & AGRICULTURE DEFINITIONS OF PRIORITY TOPICS ASSURANCE STATEMENTS CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY FOR MORE INFORMATION ON THE COCA COLA SYSTEM
|
70
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
280 |
nestle.pdf
|
71THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY WATERPACKAGINGFINANCIAL AND PORTFOLIO DATAOVERVIEW GREENHOUSE GAS EMISSIONS & WASTE WORKPLACE, SAFETY & GIVING BACK HUMAN RIGHTS & AGRICULTURE DEFINITIONS OF PRIORITY TOPICS ASSURANCE STATEMENTS FINANCIAL AND PORTFOLIO DATA 2019–2022NetOperatingRevenues,OperatingIncomeandUnitCaseVolumebyOperatingSegment Year ended December 31, 2019 2020 2021 2022 (In millions) Net Operating Revenues Operating Income Unit Case Volume Growth Net Operating Revenues Operating Income Unit Case Volume Growth Net Operating Revenues Operating Income Unit Case Volume Growth Net Operating Revenues Operating Income Unit Case Volume Growth Europe, Middle East & Africa $ 7 ,058 $ 3,551 2% $ 6 ,057 $ 3 ,
|
71
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
281 |
nestle.pdf
|
Middle East & Africa $ 7 ,058 $ 3,551 2% $ 6 ,057 $ 3 ,313 (6%) $ 7 ,193 $ 3 ,735 9% $ 7 ,523 $ 3 ,958 3% Latin America 4,118 2,375 1% 3,499 2,116 (2%) 4,143 2,534 6% 4,910 2,870 6% North America 11,915 2,594 0% 11,477 2,471 (7%) 13,190 3,331 5% 15,674 3,742 2% Asia Pacific 5,327 2,282 5% 4,722 2,133 (9%) 5,291 2,325 10% 5,445 2,303 6% Global Ventures 2,562 334 7% 1,991 (123) (13%) 2,805 293 17% 2,843 185 13% Bottling Investments 7,440 358 24% 6,
|
71
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
282 |
nestle.pdf
|
991 (123) (13%) 2,805 293 17% 2,843 185 13% Bottling Investments 7,440 358 24% 6,265 308 (15%) 7,203 473 11% 7,891 487 12% EquityMethodInvestmentsinPubliclyTradedBottlingCompanies (Top 5 based on unit case volume) P ercent of Company’s 2022 Worldwide Unit Case Volume C ompany’s Ownership Interest as of Dec. 31, 2022 Coca‑Cola FEMSA S.A.B. de C.V. 12% 28% Coca-C ola FEMSA is the largest independent Coca -C ola bottler in the world by volume. Coca -C ola FEMSA operates in Mexico and nine other countries in Central America and South America.
|
71
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
283 |
nestle.pdf
|
Coca -C ola FEMSA operates in Mexico and nine other countries in Central America and South America. Coca‑C ola Europacific Partners 10% 19% Coca-Cola Europacific Partners is the second largest independent Coca -C ola bottler by volume and the largest independent bottler by revenues, operating in 29 countries in Europe and the South Pacific—serving a population of more than 600 million people. Coca‑Cola HBC AG (Coca‑Cola Hel lenic) 8% 21% Coca-C ola Hellenic is the third largest independent Coca -C ola bottler by volume, operating in 29 countries across three continents—serving a population of more than 715 million people. Coca‑Cola Icecek A.S. 5% 20% Coca-C ola Icecek is one of the largest independent Coca -C ola bottlers, with operations in 11 countries across Eurasia and the Middle East—serving a population of more than 430 million people. Coca‑Cola Bottlers Japan Holdings Inc. 3% 19% In 2017, Coca-C ola West Co., Ltd. and Coca-C ola East Japan Co., Ltd.
|
71
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
284 |
nestle.pdf
|
Coca‑Cola Bottlers Japan Holdings Inc. 3% 19% In 2017, Coca-C ola West Co., Ltd. and Coca-C ola East Japan Co., Ltd. integrated their businesses to establish Coca -C ola Bottlers Japan, the largest Coca-C ola bottler in Japan, serving a population of more than 100 million people. The Coca-C ola Company Coca-C ola System
|
71
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
285 |
nestle.pdf
|
72THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY WATERPACKAGINGFINANCIAL AND PORTFOLIO DATAOVERVIEW GREENHOUSE GAS EMISSIONS & WASTE WORKPLACE, SAFETY & GIVING BACK HUMAN RIGHTS & AGRICULTURE DEFINITIONS OF PRIORITY TOPICS ASSURANCE STATEMENTS ReconciliationofGAAPandNon-GAAPFinancialMeasures The company reports its financial results in accordance with accounting principles generally accepted in the United States (“GAAP” or referred to herein as “reported”). However, management believes that certain non-GAAP financial measures provide investors with additional meaningful financial information that should be considered when assessing our underlying business performance and trends. Management also uses these non-GAAP financial measures in making financial, operating, compensation and planning decisions and in evaluating the company’s performance. Non-GAAP financial measures should be viewed in addition to, and not as an alternative for, the company’s reported results prepared in accordance with GAAP. Our non-GAAP financial measures do not represent a comprehensive basis of accounting.
|
72
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
286 |
nestle.pdf
|
Our non-GAAP financial measures do not represent a comprehensive basis of accounting. For additional details regarding the reconciliation of GAAP and non-GAAP financial measures below, see the company’s Current Reports on Form 8-K filed with the SEC on Feb. 14, 2023, Feb. 10, 2022, Feb. 10, 2021 and Jan. 30, 2020. This information is also available in the “Investors” section of the company’s website, www.coca-colacompany.com . Year ended December 31, 2019 2020 2021 2022 (Percent change) Net Operating Revenues Reported Net Operating Revenues (GAAP) 9 (11) 17 11 Less: Adjustments to Reported Net Revenues Currency Impact (4) (2) 1 (7) Impact of Acquisitions, Divestitures and Structural Changes,
|
72
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
287 |
nestle.pdf
|
Divestitures and Structural Changes, Net 7 0 0 2 Organic Revenues (Non-GAAP) 6 (9) 16 16 Operating Income Reported Operating Income (GAAP) 10 (11) 15 6 Less: Adjustments to Reported Operating Income Items Impacting Comparability 5 (5) 1 (5) Currency Impact (8) (6) 2 (8) Comparable Currency Neutral Operating Income (Non-GAAP) 13 0 12 19 EPS Reported EPS (GAAP) 38 (13) 26 (3) Less: Adjustments to Reported EPS Items Impacting Comparability 37 (6) 7 (9) Currency Impact (8) (6) 2 (10) Comparable Currency Neutral EPS (Non-GAAP) 9 (2) 17 17 The Coca-C ola Company Coca-C ola System Note: Certain columns may not add due to rounding.
|
72
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
288 |
nestle.pdf
|
73THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY WATERPACKAGINGFINANCIAL AND PORTFOLIO DATAOVERVIEW GREENHOUSE GAS EMISSIONS & WASTE WORKPLACE, SAFETY & GIVING BACK HUMAN RIGHTS & AGRICULTURE DEFINITIONS OF PRIORITY TOPICS ASSURANCE STATEMENTS ReconciliationofGAAPandNon-GAAPFinancialMeasures The company reports its financial results in accordance with accounting principles generally accepted in the United States (“GAAP” or referred to herein as “reported”). However, management believes that certain non-GAAP financial measures provide investors with additional meaningful financial information that should be considered when assessing our underlying business performance and trends. Management also uses these non-GAAP financial measures in making financial, operating, compensation and planning decisions and in evaluating the company’s performance. Non-GAAP financial measures should be viewed in addition to, and not as an alternative for, the company’s reported results prepared in accordance with GAAP. Our non-GAAP financial measures do not represent a comprehensive basis of accounting.
|
73
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
289 |
nestle.pdf
|
Our non-GAAP financial measures do not represent a comprehensive basis of accounting. For additional details regarding the reconciliation of GAAP and non-GAAP financial measures below, see the company’s Current Reports on Form 8-K filed with the SEC on Feb. 14, 2023, Feb. 10, 2022, Feb. 10, 2021 and Jan. 30, 2020. This information is also available in the “Investors” section of the company’s website, www.coca-colacompany.com . The Coca-C ola Company Coca-C ola System 1 C ash flow conversion ratio is calculated by dividing net cash provided by operating activities by net income attributable to shareowners of The Coca-Cola Company. 2 A djusted free cash flow conversion ratio is calculated by dividing adjusted free cash flow by adjusted net income attributable to shareowners of The Coca-Cola Company. FreeCashFlowandAdjustedFreeCashFlowConversionRatio Year ended December 31, 2019 2020 2021 2022 (In millions) Net Cash Provided by Operating Activities $ 1 0,471 $ 9 ,844 $ 12,625 $ 1 1,018 Purchases of Property,
|
73
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
290 |
nestle.pdf
|
471 $ 9 ,844 $ 12,625 $ 1 1,018 Purchases of Property, Plant and Equipment (2,054) (1,177) (1,367) (1,484) Free Cash Flow (Non-GAAP) 8,417 8,667 11,258 9,534 Plus: Cash Payments for Pension Plan Contributions — — — — Adjusted Free Cash Flow (Non-GAAP) $ 8 ,417 $ 8 ,667 $ 1 1,258 $ 9, 534 Net Income Attributable to Shareowners of The Coca ‑C ola Company $ 8 ,920 $ 7 ,747 $ 9,771 $ 9, 542 Noncash Items Impacting Comparability: Asset Impairments 773 493 62 153 Equity Investees 96 216 23 33 Transaction Gains/Losses (463) (933) (1,
|
73
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
291 |
nestle.pdf
|
109) 589 CCBA Unrecognized Depreciation and Amortization (67) — — — Other Items (148) 291 555 526 Certain Tax Matters (331) 207 410 (128) Adjusted Net Income Attributable to Shareowners of The Coca -C ola Company (Non-GAAP) $ 8 ,780 $ 8 ,021 $ 9 ,712 $ 1 0,715 Cash Flow Conversion Ratio 1 117% 127% 129% 115% Adjusted Free Cash Flow Conversion Ratio (Non-GAAP) 2 96% 108% 116% 89%
|
73
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
292 |
nestle.pdf
|
74THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY WATERPACKAGINGFINANCIAL AND PORTFOLIO DATAOVERVIEW GREENHOUSE GAS EMISSIONS & WASTE WORKPLACE, SAFETY & GIVING BACK HUMAN RIGHTS & AGRICULTURE DEFINITIONS OF PRIORITY TOPICS ASSURANCE STATEMENTS ReconciliationofGAAPandNon-GAAPFinancialMeasures The company reports its financial results in accordance with accounting principles generally accepted in the United States (“GAAP” or referred to herein as “reported”). However, management believes that certain non-GAAP financial measures provide investors with additional meaningful financial information that should be considered when assessing our underlying business performance and trends. Management also uses these non-GAAP financial measures in making financial, operating, compensation and planning decisions and in evaluating the company’s performance. Non-GAAP financial measures should be viewed in addition to, and not as an alternative for, the company’s reported results prepared in accordance with GAAP. Our non-GAAP financial measures do not represent a comprehensive basis of accounting.
|
74
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
293 |
nestle.pdf
|
Our non-GAAP financial measures do not represent a comprehensive basis of accounting. For additional details regarding the reconciliation of GAAP and non-GAAP financial measures below, see the company’s Current Reports on Form 8-K filed with the SEC on Feb. 14, 2023, Feb. 10, 2022, Feb. 10, 2021 and Jan. 30, 2020. This information is also available in the “Investors” section of the company’s website, www.coca-colacompany.com . NetOperatingRevenuesbyGeographicOperatingSegment Year ended December 31, 2019 2020 2021 2022 (Percent change) Europe, Middle East & Africa Latin America North America Asia Pacific Europe, Middle East & Africa Latin America North America Asia Pacific Europe, Middle East & Africa Latin America North America Asia Pacific Europe,
|
74
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
294 |
nestle.pdf
|
Middle East & Africa Latin America North America Asia Pacific Europe, Middle East & Africa Latin America North America Asia Pacific Europe, Middle East & Africa Latin America North America Asia Pacific Reported Net Operating Revenues (GAAP) (1) 3 2 3 (14) (15) (4) (11) 19 18 15 12 5 19 19 3 Less: Adjustments to Reported Net Operating Revenues Currency Impact (9) (10) 0 (1) (2) (14) 0 0 1 0 0 3 (14) (5) 0 (9) Impact of Acquisitions, Divestitures and Structural Changes, Net 3 0 0 (1) 0 0 2 0 0 0 0 0 0 0 6 0 Organic Revenues (Non-GAAP) 5 13 3 5 (13) (1) (5) (12) 18 19 14 9 18 24 13 11 OperatingIncomebyGeographicOperatingSegment Year ended December 31,
|
74
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
295 |
nestle.pdf
|
2019 2020 2021 2022 (Percent change) Europe, Middle East & Africa Latin America North America Asia Pacific Europe, Middle East & Africa Latin America North America Asia Pacific Europe, Middle East & Africa Latin America North America Asia Pacific Europe,
|
74
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
296 |
nestle.pdf
|
Middle East & Africa Latin America North America Asia Pacific Europe, Middle East & Africa Latin America North America Asia Pacific Europe, Middle East & Africa Latin America North America Asia Pacific Reported Operating Income (GAAP) (4) 2 12 0 (7) (11) (5) (7) 13 20 35 9 6 13 12 (1) Less: Adjustments to Reported Operating Income Items Impacting Comparability 0 0 7 (2) (2) (1) (10) 0 (2) 1 16 1 3 0 (5) (2) Currency Impact (12) (14) 0 (1) (4) (21) 0 (1) 1 1 0 4 (15) (6) 0 (8) Comparable Currency Neutral Operating Income (Non-GAAP) 9 17 5 3 (1) 12 6 (6) 13 18 19 4 18 19 18 9 Note: Certain columns may not add due to rounding. The Coca-C ola Company Coca-C ola System
|
74
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.9
|
297 |
nestle.pdf
|
75THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY WATERPACKAGINGFINANCIAL AND PORTFOLIO DATAOVERVIEW GREENHOUSE GAS EMISSIONS & WASTE WORKPLACE, SAFETY & GIVING BACK HUMAN RIGHTS & AGRICULTURE DEFINITIONS OF PRIORITY TOPICS ASSURANCE STATEMENTS 1 2022 IFBA Marketing Report Year ended December 31, 2014 2015 2016 2017 2018 2019 2020 2021 2022 Volume (in billions) Volume — Unit Cases 28.6 29.2 29.3 29.2 29.6 30.3 29.0 31.3 32.7 Volume — Liters 162.4 165.8 166.4 165.8 168.1 172.0 164.5 177.5 185.8 Responsible Marketing (Market responsibly, including no advertising to children under the age of 13 anywhere in the world.
|
75
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
298 |
nestle.pdf
|
1) Print 100% 100% 100% 100% not available not available not available not available not available Online 99.5% 99.8% 100% 99.8% not available not available not available not available 99.8% Television 88.5% 97.0% 95.2% 95.0% not available not available not available not available 91.3% Low- and No-Calorie Portfolio Low- or no-calorie sales (percent of volume sold that is low- or no-calorie) 25.2% 27.3% 27.2% 29.0% 28.2% 28.0% 28.7% Percent of the company’s sparkling soft drink brands available in packages of 250 milliliters (8.5 ounces) or less about 40% > 40% 44% 42% 42% 41% 44% Front of Package Labeling Provide transparent nutrition information, featuring calories on the front of all of our packages.
|
75
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
299 |
nestle.pdf
|
nearly all markets nearly all markets nearly all markets nearly all markets nearly all markets nearly all markets nearly all markets nearly all markets nearly all markets Portfolio The Coca-C ola Company Coca-C ola System
|
75
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
300 |
nestle.pdf
|
76THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT PACKAGING CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY WATERPACKAGINGFINANCIAL AND PORTFOLIO DATAOVERVIEW GREENHOUSE GAS EMISSIONS & WASTE WORKPLACE, SAFETY & GIVING BACK HUMAN RIGHTS & AGRICULTURE DEFINITIONS OF PRIORITY TOPICS ASSURANCE STATEMENTS 1 T his is the focused scope of Primary Consumer Packaging (PET, Glass, Cans, Cartons). 2 T his number has been updated following the completed assurance process for the 2020 World Without Waste Report, which was completed post-publication of the 2020 Business & ESG Report. 3 I ncludes select Primary Consumer Packaging materials. 4 I n 2019, we modified the methodology we use for calculating the amount of recycled material used in our Primary Consumer Packaging. These changes are designed to integrate a more accurate dataset, including primary data where it is available. Moving forward, we expect that these numbers will continue to evolve as data sources improve, at the same time that we work to increase rates of recycled material use.
|
76
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.9
|
301 |
nestle.pdf
|
Moving forward, we expect that these numbers will continue to evolve as data sources improve, at the same time that we work to increase rates of recycled material use. 5 W e changed our method to track the packaging collection rate against our World Without Waste goal beginning with 2018 data. With better data available, we expanded the metric to encompass all of our packaging types, including beverage cartons, juice boxes and pouches, etc. 6 C ollection rate represents a weighted average of national collection rates, collected for recycling rates or refillable rates by packaging type to TCCS’s sales in units to express the percent of equivalent bottles and cans introduced into the market that were collected and refilled or collected for recycling for the year. Collection rates are determined by country for each packaging type based on either national studies (approximately 82%), plant standards (approximately 17%), and internal estimates (approximately 1%). 7 O nly recyclable where infrastructure exists. Corrections sinceissuanceofreportinApril2023: Page 39 was updated to correct details about the plant- based plastic bottle technology licensed to a company in Germany and plant-based plastic bottle prototypes. Page 40 was updated to correct information about the collection rate in Germany and the types of packaging to which the collection rate applies.
|
76
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
302 |
nestle.pdf
|
Page 40 was updated to correct information about the collection rate in Germany and the types of packaging to which the collection rate applies. Year ended December 31, 2014 2015 2016 2017 2018 2019 2020 2021 2022 World Without Waste Total weight of our packaging (metric tons)1 5.10M2 5.30M 5.95M Percentage of recycled material in our packaging 3 30% 20%4 22% 23% 25% Percentage of recycled material used in our PET plastic packaging globally 9% 9.4% 11.5% 13.6% 15% Percentage of bottles and cans we collected and refilled or collected for recycling 5 61% 59% 59% 59% 58% Percentage of bottles and cans we collected and refilled or collected for recycling 6 56% 60% 60% 61% 61% Percentage of packaging recyclable globally 7 85% 88% 88% 90% 90% 90% Packaging Mix (by units) Plastic (primarily PET) bottles 45.5% 45.2% 44.9% 47.3% 47.
|
76
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
303 |
nestle.pdf
|
5% 45.2% 44.9% 47.3% 47.4% Aluminum and steel bottles and cans 23.5% 23.8% 24.7% 25.7% 25.9% Other 12.1% 11.8% 13.4% 9.7% 11.3% Refillable glass bottles 11.7% 11.1% 9.3% 9.4% 9.0% Non-refillable glass bottles 2.3% 2.0% 1.4% 1.6% 1.6% Beverage cartons and juice boxes 2.5% 2.8% 2.7% 3.0% 2.9% Refillable (primarily PET) plastic bottles 1.6% 1.5% 1.6% 1.5% 1.4% Pouches 0.6% 0.5% 0.4% 0.4% 0.
|
76
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
304 |
nestle.pdf
|
6% 1.5% 1.6% 1.5% 1.4% Pouches 0.6% 0.5% 0.4% 0.4% 0.5% Number of Packages Plastic (primarily PET) bottles ~117B ~120B ~112B ~125B ~134B Aluminum and steel bottles and cans ~60B ~63B ~62B ~68B ~73B Refillable glass bottles ~30B ~30B ~23B ~25B ~25B Non-refillable glass bottles ~6B ~5B ~4B ~4B ~4.5B Refillable (primarily PET) plastic bottles ~4B ~4B ~4B ~4B ~4B Beverage cartons and juice boxes ~6.7B ~7.3B ~6.8B ~7.9B ~8B Pouches ~1.7B ~1.3B ~0.9B ~1.0B ~1.3B The Coca-C ola Company Coca-C ola System
|
76
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
305 |
nestle.pdf
|
77THE COCA-COLA COMPANY 2022 BUSINESS & SUSTAINABILITY REPORT CEO MESSAGE EXECUTIVE SUMMARYCONTENTS AGRICULTUREPORTFOLIO DATA APPENDIXPACKAGING FRAMEWORKSWATER OPERATIONSCLIMATE PEOPLEOUR COMPANY WATERPACKAGINGFINANCIAL AND PORTFOLIO DATAOVERVIEW GREENHOUSE GAS EMISSIONS & WASTE WORKPLACE, SAFETY & GIVING BACK HUMAN RIGHTS & AGRICULTURE DEFINITIONS OF PRIORITY TOPICS ASSURANCE STATEMENTS WATER 1 S ubstantially all replenish data is internally validated and verified; the equivalent volume for 100% Replenish rate (182.9 Billion litres BL) is externally assured. Peer-reviewed methodologies were used to calculate volumetric benefits per project and operating unit for all externally assured data; one exception was approved for internally validated and verified data. The replenish benefit is typically estimated as a long-term, average annual volume, but for some project activities it varies annually. Replenish benefits fall under three categories: Watershed Protection and Restoration (233.5 BL), Water for Productive Use (40.9 BL) and Water Access and Sanitation (17.4 BL). Due to joint venture or merger and acquisition activities in 2019–2022, certain brands may not be accounted for in this metric.
|
77
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
306 |
nestle.pdf
|
Due to joint venture or merger and acquisition activities in 2019–2022, certain brands may not be accounted for in this metric. Unless otherwise stated, in this report finished beverages is based on global sales volume. Approximately 13.5 BL (approx. 7%) of the water used in our beverages that we returned to nature and communities is from 7 projects located in Ukraine and Belarus where since May 2019 we have not been able to monitor projects on intervals aligned with internal guidelines due to COVID and the ongoing war. Note: Due to joint venture or merger and acquisition activities, certain brands may not be accounted for in The Coca-Cola Company-specific metrics included on this page. Year ended December 31, 2014 2015 2016 2017 2018 2019 2020 2021 2022 Water Use and Water Withdrawn Water Use Ratio (liters of water used per liter of product produced) 2.03 1.98 1.96 1.92 1.89 1 . 8 5 1 .84 1 .81 1.79 1 .88 1 .96 1 . 9 4 1.97 Total Water Withdrawn (megaliters) 301,
|
77
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
307 |
nestle.pdf
|
9 4 1.97 Total Water Withdrawn (megaliters) 301,068 300,733 294,925 288,990 298,797 29 5,014 2 81,991 298,235 308,736 4 0,375 3 6,946 40,473 44,500 Fresh Surface Water Sources (megaliters) 15,058 12,986 1 2,777 1 0,554 12,025 13,048 3 ,554 2 ,152 2,899 3,420 Brackish Surface Water (megaliters) 2,681 2,738 4 ,377 5 ,654 5,725 4,946 1 ,151 1 ,046 351 336 Third-Party Sources (megaliters) 140,588 135,217 1 47,430 1 39,581 144,256 147,642 2 0,317 1 9,475 21,706 24,144 Ground Water — Renewable (megaliters) 130,
|
77
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
308 |
nestle.pdf
|
581 144,256 147,642 2 0,317 1 9,475 21,706 24,144 Ground Water — Renewable (megaliters) 130,663 147,857 1 30,430 1 26,202 136,195 143,099 1 5,352 14 ,273 15,491 16,599 Water Consumption (megaliters) 182,455 186,642 1 87,132 1 67,301 170,358 183,616 2 3,889 2 1,687 24,918 25,562 Percentage of Water Consumption in Regions With High or Extremely High Baseline Water Stress 2 1% 20% 2 1% Wastewater 106,534 112,154 107,883 1 14,690 1 27,877 125,120 Wastewater Discharged (megaliters) 16,486 15 ,257 15,555 18,938 Water Returned to Nature and Communities Percentage1 94% 115% 132.
|
77
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
309 |
nestle.pdf
|
120 Wastewater Discharged (megaliters) 16,486 15 ,257 15,555 18,938 Water Returned to Nature and Communities Percentage1 94% 115% 132.9% 150% 155% 160.7% 1 70% 167% 15 9% Amount (billions of liters)1 153.6 190.9 221.2 248.3 257 2 73.7 2 77.8 293.3 2 91 The Coca-C ola Company Coca-C ola System
|
77
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 1.0
|
[Guess]: No
[Confidence]: 0.95
|
[Guess]: No
[Confidence]: 0.9
|
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.