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2 0 1 5 S u S t a i n a b i l i t y R e p o R t

Letter to StakehoLderS 3 Sustainability highlights 4 the path towards sustainability 5Social reporting 6Methodological references 6Stakeholders: mapping and engagement initiatives 7Materiality matrix 7CorPorate IdeNtItY 10Coca-Cola hBC Italia 11History “tidbits” 12the strategic pillars and values of Coca-Cola hBC Italia 13

Corporate governance, business ethics and anti-corruption 15Governance 15Organizational model 16Instruments governing business conduct 16Management systems 182Coca-Cola product range 19Food quality and safety 20responsible marketing 21Complaint Resolution 21Work, eNerGY For GroWth 22People at Coca-Cola hBC Italia 23Training 25Development of people 27Safety and welfare of employees 28Health and safety 28Engagement and well-being 31

MarketPLaCe, MeetING aLL ChaLLeNGeS 32Production and sales 33Commercial policy 34Sustainable procurement policies 36The new Supply Chain 37eNVIroNMeNt, GroWING reSPoNSIBLY 38environmental policy 39Product life cycle 39resource management 40Water management 40Energy management 41 Use of raw materials 42Sustainability of packaging 43Waste management and recycling 45emissions 46CO2 emissions 46Efficiency of logistics 46CoMMUNItY, CoMMItMeNt to CreatING VaLUe 48economic and employment impact in Italy 49Initiatives of Coca-Cola hBC Italia 51Promoting an active lifestyle 51Coca-Cola hBC Italia Foundation 52Support for the Italian Red Cross and Special Olympics Italy 52The recreational-educational project Open Factories 52GLoSSarY 53CoNteNt CorreLatIoN taBLe GrI–G4 54

inDeX

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2015 SuStainability RepoRt

letteR to StakeholdeRS

ear Stakeholders, in 2015 the company undertook a growth path in line with the context of sustainability described in this document and with the values that distinguish the work of Coca-Cola hbC italia.

Acting in the best possible way as an enterprise, preserving and increasing the trust of our stakeholders is crucial and strategic for the improvement of our performance. The results achieved have contributed to confirm the European and global leadership of Coca-Cola Hellenic Bottling Company, to which Coca-Cola HBC Italia proudly belongs, for sustainability in the beverage industry in 2015, according to the parameters of the Dow Jones Sustainability Index.

The great involvement and commitment of all employees, to which the Company provided 2,700 more training hours than in 2014, has helped the Company strengthen the results with a sustainable growth perspective in the long term. An example that I would like to emphasize in this regard concerns the respect for and protection of the environment: we have outlined a plan to reduce the use of water and CO2 emissions per liter of beverage by 2020, a project that will allow the Company to increase efficiency while reducing the impact of its activities. The plants of Nogara and Rionero in Vulture, which in 2015 obtained the EWS (European Water Stewardship) certification attesting to the proper management of water resources, stand as a demonstration of this concrete commitment. With regard to CO2 emissions, we achieved significant reductions due to the transport of products by rail and the launch of innovative projects, such as “Zero Emission Distribution”, a model of virtuous logistics to serve urban centers using electric vehicles.

Consistently with the path started last year with regard to reporting, we have strengthened and expanded the process of engaging with our stakeholders, in line with the provisions of the GRI-G4 standard followed in drafting this document. For each strategic issue that can produce a significant economic, social and environmental impact, we have collected the opinions of our people in order to understand their views on integration of sustainability in business processes. At the same time we have involved numerous external stakeholders belonging to various categories (customers, suppliers, media, universities, non-profit associations, consumer associations) to learn about their thoughts on the same issues.

Engagement represents a useful experience of dialogue and a true engine for our growth: it has allowed us to obtain useful information to guide our business strategy, creating value for all the supply chain, for the communities in which we operate, and for our employees.

I hope you enjoy reading the report! Vitaliy Novikov General Manager, Coca-Cola HBC Italia

D

underpinning the commitment of Coca-Cola hbC italia there is a strong desire to ensure the success and continuity of the enterprise over time with the continued reduction of its environmental footprint and concrete contribution to the quality of life in the communities in which it operates.

This is why, in light of the increasing number of challenges concerning sustainability, Coca-Cola HBC Italia has decided to launch a number of priority activities for the business and its stakeholders in the following areas:

WorkPLaCe eNVIroNMeNt MarketPLaCe LoCaL CoMMUNItIeS

For each of these issues, in line with the policies for sustainability of Coca-Cola Hellenic Bottling Company, Coca-Cola HBC Italia set targets and actions transparently, by measuring and monitoring the progress made with the same rigor that it applies to other business areas. The Company adheres to internationally recognized methodologies and standards to provide disclosures with the utmost transparency on its actions and progress made through the Sustainability Report.

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580.000 people played sport with

Coca-Cola HBC Italia

SuStainabilityhightlightS

SUStaINaBILItY hIGhtLIGhtSThe Key figures of Coca-Cola HBC Italia are the following:

No.1 in the soft drinks sector and in the beverage sector and No.5 in the

Food & Beverage industry in terms of resources generated

and distributed in the italian economic system

815 million in value generated and distributed in Italy, i.e. 0,05% of GDP

5 production plants in Italy, including 3 belonging to Coca-Cola

HBC Italia and 2 to Fonti del Vulture1

2.010 employees,including 1.939 of Coca-Cola HBC Italia

and 71 of Fonti del Vulture

2.700 more training hours compared

to 2014

100% electric power acquired

from renewable sources

-23% complaints reported

by consumers over the previous year

eWS (European Water Stewardship) certification

for the plants in Nogara and Rionero in Vulture

Award of “2015 CoNaI Prize for prevention - enhancing environmental sustainability of packaging” thanks to a reduced use of PET plastic bottles of Lilia, Sveva and Toka water

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SuStainability highlight | the path towaRdS SuStainability

thepathtowardSSuStainability

in September 2015, Coca-Cola hellenic bottling Company was named the european and global leader in sustainability for the second year in a row according to the dow Jones Sustainability index.

it was the eighth year in which the Company was included in the dJSi, the global benchmark for corporate social responsibility with rigorous assessment processes and a focus on leading companies.

among 2,500 companies around the world and from different industrial sectors, Coca-Cola hellenic bottling Company was ranked first in the beverage industry with a total result 87/100, i.e. 34 points higher than the average. the group was the best according to eight criteria: code of conduct in business / compliance / anti-corruption; environmental policy; packaging; origins of raw materials; human capital development; health and nutrition; social reporting; attracting and retaining talent.

Coca-Cola hellenic bottling Company was also in the eighth place of 100 companies included in the Financial times Stock exchange (FtSe 100) index and first among companies in the beverage sector for reporting on Co2 emissions, according to the classification compiled by Carbon Clear.

on the occasion of these awards, Coca-Cola hbC italia announced that by 2020 it intends to reduce water usage by 30% and direct emissions of carbon dioxide by 50%, compared to the 2010 results.

CoCa-Cola HelleniC bottlinG CoMpanyleaDeR in SuStainability

1. As from 1 April 2016, Norda has acquired the production site, mining concessions and license to use the trademarks relating to the sources Felicia, Solaria and Toka

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SoCIaL rePortING

Since 2004, Coca-Cola HBC Italia has undertaken its path in the area of corporate social responsibility, publishing an annual Sustainability Report. This is the tool with which the Company presents its sustainability policies and accounts for the results achieved in various areas of commitment. Since 2011, a website dedicated to sustainability has also been created (www.lanostraricetta.it), which is able to offer a simple and complete representation of the Company’s strategies and actions. The reference area for drawing up the 2015 Sustainability Report covers the period 1 January - 31 December 2015 (on an annual basis) for both Coca-Cola HBC Italia S.r.l. and for the company Fonti del Vulture S.r.l.. The information relates to the activities carried out in 5 production plants in Italy, including 3 belonging to Coca-Cola HBC Italia and 2 to Fonti del Vulture (the mineral water bottling plant in Monticchio, province of Potenza, is included in the 2015 Report, although the sale of the property was announced officially in 2016). To draw up this Sustainability Report, Coca-Cola HBC Italia, under the coordination of the Department of Public Affairs and Communication, carried out an internal process involving the

organizational structure through contributions from various corporate areas and functions. The data were collected through special surveys and interviews with department managers according to the approach required by the G4 standard, and subsequently verified with an internal control process. No external assurance of the report was required.

MethodoLoGICaL reFereNCeS

For the preparation of this Sustainability Report, Coca-Cola HBC Italia carried out a careful mapping of its stakeholders, by activating channels for internal and external stakeholders, which allowed it to verify their indications, including them in the Company’s targets and business activities to build the materiality matrix. In particular, the identification, mapping and interview of Stakeholders were performed according to the International Standard AA1000 Stakeholder Engagement Standard, which supports stakeholder engagement methodologically so as to perform it in agreement with strategic issues that are significant for the Company. The drafting of the Sustainability Report, also for the 2015 edition, followed the guidelines of the Global Reporting Initiative GRI-G4.

MarketCompetitors Industry associations

SUPPLIerS & PartNerS Raw material suppliers Transport Other suppliers of goods and services Commercial Partners

eMPLoYeeS Operations Sales Staff Trade unions

CUStoMerSMass retailersHo.Re.Ca

CoCa-CoLa SYSteM Coca-Cola Hellenic Bottling Company Coca-Cola Italia

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the path towaRdS SuStainability

Based on the current coverage of the indicators associated with the material aspects summarized in the final correlation table, the level of compliance with the GRI-G4 Guidelines is “in accordance - core”. Moreover, in line with the aforementioned standard, Coca-Cola HBC Italia revised its analysis of materiality, whose final result was obtained from the assessments of the organization and its stakeholders.

StakehoLderS:MaPPING aNd eNGaGeMeNt INItIatIVeS

Stakeholders are entities on which the enterprise has an impact and that, at the same time, have an impact on the enterprise itself. The driving factor that directs Coca-Cola HBC Italia in the management of social responsibility consists in the continuous attention to and engagement with its stakeholders. The dialogue takes place through various tools such as meetings, surveys and researches, all aimed at involving employees, customers, suppliers, non-profit organizations and any other stakeholders. The following is the stakeholder map of Coca-Cola HBC Italia, built by taking into account all main stakeholders

by homogenous category with whom the Company interacts in carrying out its activities.

MaterIaLItY MatrIx

The analysis of materiality is a strategic tool to define the most relevant and significant issues for the Company and for all its stakeholders. All issues that influence the decisions, actions and performance of an organization and/or its stakeholders are defined as “material”. Therefore, it is important both to define the issues inside the organization and to enable appropriate forms of engagement and dialogue with stakeholders in order to understand the relevance of “material” issues for the same. The path to build the 2015 Sustainability Report and the materiality analysis was in line with the path of Coca-Cola Hellenic Bottling Company by making use of two internationally recognized standards, i.e. GRI G4, which places emphasis on the preparation of the analysis of materiality, and AA1000 for Stakeholder Engagement. In particular, the analytical work of Coca-Cola Hellenic Bottling Company led to the identification of strategic issues, namely those producing a significant economic, social and environmental impact.

INStItUtIoNS National institutions Local public bodies Public Authorities

CIVIL SoCIetY Media - Opinion Leaders World of sport Environmental associations Medical and scientific communities Universities Non-profit associations / NGOs / volunteers

CoNSUMerS End consumers Consumers’ Associations

LoCaL CoMMUNItYSchoolsCitizens

theStakeholdermapofCoCa-ColahbCitalia

88

The result was a list of “material” issues, which was the starting point for the analysis of the Italian context.

The second phase of the process was the assessment of issues to define their position on the matrix, obtained by checking the degree of importance both for the organization and for external stakeholders at different analytical moments:

a questionnaire for the Senior Leadership Team, i.e. the Board of Coca-Cola HBC Italia, to best define the relevance of the issues proposed in line with the Company’s strategy;

a series of interviews with 11 top-middle managers;

an online questionnaire, to which approximately 30 managers replied, in order to understand their strategic vision and their opinions as to the degree of integration of sustainability within business processes;

an online questionnaire for external stakeholders: a total of 24 stakeholders in the following categories replied: customers (mass retailers, Ho.re.ca.), suppliers and partners (suppliers of raw materials, transport, other goods and services), civil society (the media, world of sports, non-profit associations, universities), institutions (national institutions, local institutions, public authorities), market (competitors, industry associations) and consumers (end consumers, consumers’ associations).

The result of the process was the materiality matrix of Coca-Cola HBC Italia shown on the next page. All issues with scores of at least 7 on a scale from 1 to 10 on both axes were evaluated as significant for the Company.

aSSeSSING the reLeVaNCe oF:

International Guidelines GRI-G4 for sustainability reporting

Industry benchmarking and analysis of Coca-Cola Hellenic Bottling Company

identification of

12 StrateGIC ISSUeSrelevant for

the sustainable development

of Coca-Cola HBC Italia

Views of

exterNaL StakehoLderS

Perspectives of Senior Leadership Team

Interviews of Top-middle Management

Survey of employees

� Carbon and energy� Packaging, recycling and waste

management � Water stewardship � Sustainable sourcing � Corporate governance, business ethics

and anti-corruption� Responsible marketing � Community investments

and engagement

� Human rights and diversity � Employee well-being

and engagement� Product quality and integrity � Health and nutrition � Direct and indirect economic impacts � Innovation

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the path towaRdS SuStainability

The issues with a greater relevance (a score of at least 8 on both axes) and that were the subject of in-depth analysis in the 2015 Sustainability Report are:

ProducT quaLiTy aNd iNTegriTy

corPoraTe goVerNaNce, buSiNeSS eThicS aNd fighT agaiNST corruPTioN

heaLTh aNd NuTriTioN

WaTer maNagemeNT

PackagiNg, recycLiNg aNd WaSTe maNagemeNT

The scope of each material issue is reconstructed below, i.e. information on the internal and external stakeholders on which each issue has a direct impact.

Coca-Cola HBC Italia refers to Coca-Cola HBC Italia S.r.l., Fonti del Vulture S.r.l. and their respective employees.

Responsible marketing

Corporate governance, business ethics and anti-corruption

Employee well-being and engagement

Water stewardship

Packaging, recycling and waste management

Carbon and energy

Sustainable sourcing

Innovation Direct and indirect economic impacts

Product quality

and integrity

Health and nutrition

Community investments and engagement

Human rights and diversity

7,0 7,5 8,0 8,5 9,0 9,5 10,0

10,0

9,5

9,0

8,5

8,0

7,5

7,0

reLeVaNCe For SeNIor LeaderShIP teaM, toP-MIddLe MaNaGeMeNt, INterNaL StakehoLderS

reLe

VaN

Ce F

or

exte

rNaL

Sta

keh

oLd

erS

MateRiality MatRiX of CoCa-Cola HbC italia

issue internal external

Product quality and integrity Coca-Cola HBC Italia Coca-Cola System, customers, consumers, local communities, civil society


Coca-Cola HBC Italia Institutions, suppliers and partners, Coca-Cola system, local communities, civil society

Health and nutrition Coca-Cola HBC Italia Coca-Cola System, customers, consumers, local communities, civil society

Water stewardship Coca-Cola HBC Italia Institutions, local communities, civil society


Coca-Cola HBC Italia Customers, auppliers and partners, institutions, local communities, civil society

Employee well-being and engagement Coca-Cola HBC Italia Coca-Cola system

Responsible marketing Coca-Cola HBC Italia Customers, consumers, civil society

Direct and indirect economic impacts Coca-Cola HBC Italia Suppliers and Partners, institutions, local communities, civil society

Innovation Coca-Cola HBC Italia Coca-Cola System, suppliers and partners, customers

Carbon and energy Coca-Cola HBC Italia Customers, suppliers and partners, institutions, local communities, civil society

Sustainable sourcing Coca-Cola HBC Italia Suppliers and Partners, institutions, local communities, civil society

Human rights and diversity Coca-Cola HBC Italia Suppliers and Partners, institutions, local communities, civil society


Coca-Cola HBC Italia Institutions, local communities, civil society

internalandeXternalSCopeofmaterialiSSueS

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CorPorate IdeNtItY

CoCa-ColahbCitalia

history“tidbits”

theStrategiCpillarSandvalueSofCoCa-ColahbCitalia

CorporategovernanCe,buSineSSethiCSandanti-Corruption

governance

organizationalmodel

instrumentsgoverningbusinessconduct

managementsystems

CoCa-ColaproduCtrange

foodqualityandSafety

reSponSiblemarketing

Complaintresolution

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CoRpoRate identity

Coca-Cola Italia S.r.l., a subsidiary of The Coca-Cola Company, is responsible for strategic marketing activities, brand management and protection, reputational risk, packaging, promotion aimed at consumers, advertising, market research, brand communication and institutional relations.

Coca-Cola HBC Italia is controlled by Coca-Cola Hellenic Bottling Company, a company listed on the London and New York stock exchanges, which operates with over 33,000 employees at 59 plants and 292 warehouses and distribution centers, serving 594 million end consumers in 28 Countries (besides Italy, also in Armenia, Austria, Belarus, Bosnia and Herzegovina, Bulgaria, Cyprus, Croatia, Estonia, Greece, Northern Ireland, Latvia, Lithuania, Macedonia, Moldova, Montenegro, Nigeria, Poland, Czech Republic, Republic of Ireland, Slovak Republic, Romania, Russia, Serbia, Slovenia, Switzerland, Ukraine, and Hungary).

More specifically, Coca-Cola HBC Italia is one of the largest companies in the soft drinks industry on Italian national territory and the largest bottler of products sold under the brand The Coca-Cola Company in Italy. It deals with the merchandising of products, relations with customers, implementation of promotions, activities relating to Corporate Social Responsibility issues, public and institutional relations and distribution of products throughout Italy with the exception of Sicily. Coca-Cola HBC Italia buys concentrates from The Coca-Cola Company and packages the product at five bottling plants widely scattered in Italy.

In 2006, together with The Coca-Cola Company, it entered the mineral water market by acquiring Fonti del Vulture.

The companies Coca-Cola HBC Italia S.r.l. and Fonti del Vulture S.r.l., now operating at five bottling plants in Nogara (Verona), Oricola (L’Aquila), Marcianise (Caserta), Monticchio (Potenza)2 and Rionero in Vulture (Potenza) are taken into consideration for the purpose of this Report. The Company also has a warehouse in Buccinasco (Milan) and its headquarters are located in Sesto San Giovanni (Milan), where it was transferred in 2015.

Nogara The plant in Nogara (Verona) was opened in 1975, and Coca-Cola HBC Italia has been operating there since 1995. It is the largest production site in Italy (138,000 sq.m.). This plant produces Coca-Cola, Fanta, Sprite, Nestea, Powerade, Kinley, in the following formats: PET, glass, cans, Pre-Mix and Bag-in-Box.

oricola The plant in Oricola (L’Aquila) was opened in 1989. Coca-Cola HBC Italia has been operating there since 1995. It occupies an area of 130,000 sq.m. and produces Coca-Cola, Fanta, Sprite, Nestea and Kinley in the following formats: PET, Pre-Mix and Bag-in-Box.

marcianise The plant in Marcianise (Caserta) was opened in 1977. Coca-Cola HBC Italia has been operating there since 2008. It occupies an area of 106,000 sq.m. and produces Coca-Cola, Fanta, Sprite, Nestea and Kinley in the following formats: glass, PET and cans.

fonti del Vulture – rionero in Vulture The plant in Rionero in Vulture (Potenza), originally built in 1896, was rebuilt in 1979. Coca-Cola HBC Italia has been operating there since 2006. This is where the Lilia and Sveva brands are bottled at source in various formats of PET containers.

fonti del Vulture – monticchio The plant in Monticchio (Potenza), built in 1967, was reconstructed in 1993. This is where the Toka, Solaria and Felicia brands are bottled at source in various formats of PET containers.

CoCa-ColahbCitalia

Nogara (Vr)

oricola (aQ)

Marcianise (Ce)

rionero in Vulture (PZ)Monticchio (PZ)

Solidity and vitality projected towards the future

Coca-Cola has been operating in italy for nearly a hundred years, i.e. since 1919 with a registered trademark, and since 1927 with the beginning of bottling operations.

Coca-Cola operations in italy are conducted by the following companies:

Coca-Cola HBC Italia S.r.l, Coca-Cola Italia S.r.l., Fonti del Vulture S.r.l., Sibeg S.r.l.

2. As from 1 April 2016, Norda has acquired the production site, mining concessions and license to use the trademarks relating to the sources Felicia, Solaria and Toka.

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Coca-Cola HBC Italia operates in the so-called established markets, which in addition to Italy include another five European Countries: Greece, Cyprus, Switzerland, Austria and Ireland. The other regions are referred to as “expanding markets” and consist of nine European Countries (Estonia, Latvia, Lithuania, Poland, Czech Republic, Slovakia, Hungary, Croatia and Slovenia) and finally, the “emerging markets”, which include twelve Countries (Russia, Belarus, Moldova, Ukraine, Armenia, Romania, Bulgaria, Serbia, Montenegro, Macedonia, Bosnia-Herzegovina, Nigeria). Within the established markets, Italy is the Country with the highest sales volumes, up by 2.2% in 2015.

Volume in million of uc units

2013 2014 2015 2015-2014(%) change

AUSTRIA 91,6 89,6 89,9 0,40%

CYPRUS 16 16 16,1 2,20%

GREECE 98 100 101 1,00%

ITALY 290 260 266 2,20%

IRELAND 73 73 71,6 -1,70%

SWITZERLAND 83 77 76,8 -0,40%

2008coca-cola hbc italia S.r.l. acquires Socib S.p.a., Società d’imbottigliamento bevande of the capua group, operating in southern italy since the ‘60s, thereby adding five southern regional districts to its market.

2010entry into operation of the cogeneration plant in Nogara (Verona).

2011design of the website www.lanostraricetta.it dedicated to social and environmental issues.

2015The Nogara plant celebrates its 40 yearsin business and coca-cola hbc italia enters the guinness World record for the largest human bottle in the world.

1927Beginning of operations in Italy with the first Coca-Cola manufacturing and bottling plant of Società romana acque Gassose.

1995coca-cola bevande italia S.p.a. is established with the merger of 11 bottling companies operating in the Northern and central italy(which became 16 in 1998).

2003coca-cola bevande italia S.p.a. merges with ccb holdings italia S.r.l., which in the same year changes its name to coca-cola bevande italia S.r.l.

2004Publication of the first Sustainability report of coca-cola bevande italia S.r.l.

2005coca-cola bevande italia S.r.l. is renamed coca-cola hbc italia S.r.l.

2006coca-cola hbc italia S.r.l. and coca-cola italia S.r.l. enter the water market with the company fonti del Vulture S.r.l., with strong local roots and characterized by innovative technologies.

hIStorY “tIdBItS”

SaLeS VoLUMe - eStaBLIShed MarketS

CoMMUNItY trUSt Building relationships of trust in the communities of reference, working on three strategic objectives: to produce wealth for the local community, reduce the environmental impact of business activities, and promote an active lifestyle.

CoNSUMer reLeVaNCe Meeting the consumers’ needs by offering a wide range of products, with high standards of quality and the right price for each of them. This means constantly working on issues such as quality and innovation, responsible marketing, engagement with consumers.

theStrategiCpillarSandvalueSofCoCa-ColahbCitalia

in line with Coca-Cola hellenic bottling Company, the strategic pillars of Coca-Cola hbC italia are represented by so-called four Cs, the “manifesto” that includes the “material” issues relevant for the Company and its stakeholders.

CUStoMer PreFereNCeWorking with business customers to build and maintain a successful partnership, ensuring mutual business growth. To do that, business ethics, the fight against corruption and controlling the ensuing direct and indirect economic impacts are all essential.

CoSt LeaderShIPEnsuring sustainable business growth and cost efficiency through a commitment to pursue the efficiency of the production process, a better use of resources and streamlining of procurement. This means reducing operating costs and expenses and making the company’s long-term sustainability possible.

“Material” issues are reclassified below based on their importance in the creation of value and according to the four strategic pillars, useful for understanding the connection between the material issues and the business of Coca-Cola HBC Italia.


CoRpoRate identity

CoMMUNItY trUSt

CoNSUMer reLeVaNCe

CUStoMer PreFereNCe

CoSt LeaederShIP

economic issues


Direct and indirect economic impact

Health and nutrition

Responsible marketing

Product quality and integrity

Innovation

environmental issues

Carbon and energy


Sustainable sourcing

Water stewardship

Social issues


Employee well-being and engagement

Human rights and diversity

MaterIaL ISSUeS aNd the FoUr Cs

14 15

The values of Coca-Cola HBC Italia characterize the company’s work internally and externally and underpin relations with the communities in which it operates. The need to engage with an ever evolving market, the need

The way in which companies conduct their business activity is the subject of great attention by stakeholders and is a relevant component of their reputation. Businesses are required to compete with integrity and respect for society in all aspects of corporate governance ranging from anti-corruption policies to independence and integrity of

The share capital of Fonti del Vulture S.r.l. at 31 December 2015 amounted to € 3,425,027.00, fully paid up, 50% of which owned by Coca-Cola HBC Italia S.r.l..

to change the way of working, the choice of not growing alone, but together with partners and fostering excellent people have led us to define the framework of values common to all Group Countries.

the members of the corporate bodies and senior executives. The issue of business ethics is deeply rooted in the corporate culture of Coca-Cola HBC Italia, which has set up rigorous monitoring systems and invested in in-house training and awareness-raising activities to ensure widespread attention and sensitivity.

GoVerNaNCe

The management of Coca-Cola HBC Italia and Fonti del Vulture is entrusted to the respective Boards of Directors and the controlling activities of the Board of Statutory Auditors. Both companies have assigned to PriceWaterhouseCoopers S.p.A. the statutory auditing of their accounts and the Sustainability Report for civil law purposes.

The share capital of Coca-Cola HBC Italia S.r.l. at 31 December 2015 amounted to € 172,000,000.00, fully paid up, 100% of which owned by CC BEVERAGES HOLDING II B.V.

CorporategovernanCe,buSineSSethiCSandanti-Corruption

the issue of business ethics is deeply rooted in the corporate culture of Coca-Cola hbC italia.


CoRpoRate identity

the VaLUeS that GUIde oUr deCISIoNS are:

Name and Surname office held

Fabrizio Capua Chairman of the Board of Directors

Vitaliy Novikov Chief Executive Officer

Sotirios Yannopoulos Director

Anastasis Stamoulis Director

Roberto Pastore Director


Vitaliy Novikov Chairman of the Board of Directors

Evguenia Tzvetanova Stoitchkova

Deputy-Chairwoman of the Board of Directors

Anastasis Stamoulis Director

Cristina Santucci Director


Gianni Colucci Chairman of the Board of Statutory Auditors

Ugo Cannavale Auditor

Marta Enrica Giuseppina Primavesi

Auditor

Luigi Pio Rutigliano Alternate Auditor

Rossana Vergani Alternate Auditor


Gianni Colucci Chairman of the Board of Statutory Auditors

Ugo Cannavale Auditor

Marta Enrica Giuseppina Primavesi

Auditor

Luigi Pio Rutigliano Alternate Auditor

Rossana Vergani Alternate Auditor

Board oF dIreCtorS oF CoCa-CoLa hBC ItaLIa S.r.L.

Board oF dIreCtorS oF FoNtI deL VULtUre S.r.L.

Board oF StatUtorY aUdItorS oF CoCa-CoLa hBC ItaLIa S.r.L.

Board oF StatUtorY aUdItorS oF FoNtI deL VULtUre S.r.L.

BeING aUtheNtIC: acting with integrity every day by doing what is more correct, not what is easier;

BeING exCeLLeNt: passion and speed of execution to impress at every opportunity;

takING Care oF oUr PeoPLe: believing and investing in them, making them aware of their responsibilities;

LearNING: engagement and curiosity

WINNING toGether WIth CUStoMerS: customers at the center of everything.

aChIeVING reSULtS “toGether”: working in teams together, sharing and learning from all the experiences;

16 17


CoRpoRate identity

orGaNIZatIoNaL ModeL

The organizational structure in which Coca-Cola HBC Italia operates in the Country is shown in the organization chart below:

INStrUMeNtS GoVerNING BUSINeSS CoNdUCt

The effective management of risk is fundamental to the success of Coca-Cola HBC Italia, which considers it an integral part of good corporate management and corporate governance, as it improves its decision-making process and operating results. The comprehensive approach to risk management at Coca-Cola Hellenic Bottling Company aims to guide the Company in achieving its strategic and operational objectives responsibly.

This is a Group-wide policy that applies to all employees, functions and business activities in every country in which Coca-Cola Hellenic Bottling Company operates. In line with the principles and values adopted by the Group, Coca-Cola HBC Italia has its own Code of Conduct in

The Code is supplemented by the Company’s policies that treat and describe the approach of Coca-Cola HBC Italia on specific issues, and are briefly described below as to their main significance. The various sections of this Sustainability Report show the main actions and results achieved specifically for each of the above.

Policy on equal opportunities: providing equal opportunities to all employees, without any discrimination, ensuring fair treatment to everyone. environmental policy: conduct all business activities responsibly with due regard to environmental impact and sustainable performance. Policy on product quality and safety: ensure food safety of all products and production processes in a continuous improvement, the effectiveness of which is measured, evaluated and validated through internal and external controls. Position on genetically modified organisms: do not use ingredients that are genetically modified or derived from genetically modified organisms.

Policy on greenhouse gases: limit the impact on climate generated by business activities, for example by reducing the energy used to conduct business; identify solutions based on alternative or renewable energies. Policy on safety and health in the workplace: develop and ensure the implementation of systems, standards and practices in the field of health and safety in the workplace that are effective and appropriate to the risks linked to the Company’s business activity. Policy on recycling and packaging waste: implement programs for the sustainable management of packaging. guiding principles for suppliers: ensure that business operations are not the cause, either directly or indirectly, of human rights violations and develop relations with suppliers who share the Company’s values and operate ethically. commitments of the union of european Soft drinks associations (uNeSda): UNESDA represents all major producers of soft drinks and industry associations in this sector in 25 EU Countries. UNESDA and its members recognize the concerns of consumers on health issues, such as rising levels of obesity and diseases linked to lack of physical activity. This is why it is committed to playing a positive role in addressing these problems and developing dedicated initiatives, such as programs to inform and educate industry operators (such as bars, hotels, etc.), but also starting a debate at the national level in order to further the adoption of these commitments on the part of local businesses through self-regulatory codes. Water management policy: limit the impact on catchment areas and promote water management activities in the communities in which the Company operates.

Business, integrated with the Anti-Corruption Manual, the Organization, Management and Control Model pursuant to Legislative Decree No. 231/2001 and the Guiding Principles for Suppliers. The objective pursued by Coca-Cola HBC Italia is to adopt a structured and all-encompassing system of procedures and controlling activities aiming at the prevention of conduct that could violate the general ethical principles and rules of conduct pursued by the Company and specifically suppressing the commission of the offenses laid down in Legislative Decree No. 231/2001. During 2015, the company Fonti del Vulture also adopted its own Organization, Management and Control Model pursuant to Legislative Decree No. 231/2001. The Code of Conduct in Business of Coca-Cola HBC Italia defines the rules of ethics that all employees are required to comply with. All such documents have been published on the website of Coca-Cola HBC Italia.

General Manager

Legal human resources Finance Public affairs and Communication

Sustainability Management

Commercial

Cluster BSS - It&Ch

Strategy & Business

development

Security Management

trade Marketing

Country SC Service Management

ethiCS&ComplianCeweek

in the week from 23 to 27 november, the entire workforce took part in the week devoted to the issues of ethics and Compliance. Short targeted sessions were organized to study the tools available not only to understand and comply with procedures but also to make reports in case of suspected violation. all employees were handed a copy of the Code of Conduct in business and of the anti-Corruption Manual.

18 19


CoRpoRate identity

MaNaGeMeNt SYSteMS

In line with the Coca-Cola Hellenic Bottling Company policies, Coca-Cola HBC Italia and Fonti del Vulture are equipped with certified management and control systems that allow them to:

create sustainable value shared with all stakeholders by meeting their expectations;

interpret the needs of their customers by pursuing the highest quality standards;

minimize the environmental impact.

To date, Coca-Cola HBC Italia and Fonti del Vulture have obtained 5 certifications.

Coca-Cola HBC Italia, in line with the Coca-Cola Hellenic Bottling Company policy, considers essential the objectives of total quality of products and services, food safety and hygiene, health and safety of its personnel and environmental protection, and it has incorporated these objectives in all its production and distribution activities of beverages sold under the brand The Coca-Cola Company. Coca-Cola HBC Italia is committed to maintaining its integrated Health and Safety, Environment, Food Quality and Safety management system in accordance with the Coca-Cola kore requirements of the tCCMS (the Coca-Cola Management System requirements), which include Policies and Requirements issued by “The Coca-Cola Company” to achieve excellence.

Coca-Cola HBC Italia also intends, where technically possible and economically viable, to minimize any environmental impact resulting from the activities it carries out and any risk to the health and safety of its personnel, contractors working at its offices and visitors who access its working premises. The company intends to achieve the above mentioned goals by ensuring that its activities are carried out in accordance with applicable provisions of law, with the Group’s standards and with any voluntary requirements, ensuring that the applicable requirements in terms of Health and Safety, Environment, Food Quality and Safety are an integral part of the business and that the same are subject to periodic monitoring.The integrated system of Coca-Cola HBC Italia provides for organizational requirements aimed at preventing the pollution of water, air and soil by minimizing the consumption of energy and water and the production of waste, and encouraging recovery where possible. In addition, the above requirements were developed in order to prevent the occurrence of calamities, accidents at work and occupational diseases by involving and consulting all personnel with regard to the corporate initiatives to be taken. Respect for the principles of Coca-Cola HBC Italia is guaranteed by the achievement and maintenance of certifications in regard of Quality (according to the UNI EN ISO 9001 standard), Food Security and Hygiene (according to the UNI EN ISO 22000 and FSSC 22000 standards), as well as Occupational Health and Safety (according to the OHSAS 18001 standard) and the Environment (according to the UNI EN ISO 14001 standard).

Every employee of Coca-Cola HBC Italia, at all levels of the corporate organization, is responsible for the proper implementation of these policies, each for matters under their own responsibility. During 2015, the production plants were the subject of at least one of operational audit and control activity in regard of health, safety, environment, food quality and Safety (in particular, one audit at Fonti del Vulture by customers, three audits by insurance companies at the plants in Marcianise, Nogara and Rionero).

CertIFICatIoN deFINItIoN / deSCrIPtIoN

ISO 9001 ISO 9001 is a worldwide standard for the certification of the quality of management systems of organizations of all sizes in all manufacturing sectors.

ISO 14001 The ISO 14001 standard identifies the requirements for an environmental management system to enable an organization to develop and implement a policy.

BS OHSAS 18001 OHSAS 18001 concerns the voluntary adoption of a system to ensure adequate control on the safety and health of workers, in addition to compliance with the mandatory standards.

ISO 22000 The ISO 22000 standard is a voluntary standard for certification of safety management systems in the food sector.

FSSC 2200 The Food Safety System Certification Scheme is a certification scheme for food safety systems in the supply chain.

therangeofCoCa-ColaproduCtS

Coca-Cola hbC italia offers consumers a wide variety of products, created not only to satisfy differences in taste, but also to meet specific nutritional needs or preferences.

Innovation is essential to offer a wide variety of products created to allow consumers to choose the product that best responds to their taste, lifestyle and food regimen.

CoCa-Colalife:thelatestadditiontotheCoca-Colacompanyproductrangeinitaly.

the new born in the Coca-Cola family was presented at the beginning of 2016. it contains a sweetener of natural origin, found in the leaves of stevia (steviol glycoside sweetener), which, together with sugar and other ingredients, including natural flavors, has given birth to a new drink with reduced calorie count having 36% less sugar than most sweetened cola beverages in italy. Coca-Cola life is a new Coca-Cola variant and shares the same values and the same visuals with the other products. it is the result of the constant search of the Coca-Cola Company for a response to the demands and expectations of consumers, through innovation in the development of new products and packaging, use of new technologies, constant and innovative consumer engagement, promoting the culture of innovation among employees and contractors.

CarBoNated drINkS whose typical effervescence is obtained by the addition of carbon dioxide. These specifically include Coca-Cola, Coca-Cola Life, Coca-Cola Zero, Coca-Cola light, Coca-Cola without caffeine, Fanta Aranciata, Fanta Lemon, Fanta Aranciata Gusto Arancia Rossa, Fanta Aranciata Light, Sprite and Sprite Zero, Kinley Gusto Bitter Lemon, Kinley Acqua Tonica.

NoN-CarBoNated drINkS These do not contain carbon dioxide. This category includes fruit juices, cold tea, sports drinks and ready-to-drink coffee, under the brands Amita, Powerade, Nestea-branded products for which the Company has received a specific authorization to produce and distribute the brand in Italy from the trademark holder, and Illy for which the Company has received a specific authorization to distribute the brand in Italy from the trademark holder.

NatUraL MINeraL Water A product suitable for different tastes, with a marked flavor belonging to a single territory, i.e. Lilia and Sveva waters.

Coca-Cola, the new dynamic wave, the Contour Bottle, Coca-Cola light, Coca-Cola Zero, Fanta, Sprite, Kinley, Powerade, are registered trademarks of The Coca-Cola Company. Coca-Cola without caffeine is a trademark of The Coca-Cola Company. Nestea is a registered trademark of Société des Produits Nestlè S.A. (Switzerland). Amita is a registered trademark of Coca-Cola Hellenic Bottling Company S.A. Lilia, Sveva are registered trademarks of Sibil S.r.l. Illy is a registered trademark of Illycaffè S.p.A. and DP Beverages of Ilko Coffee International, respectively.

To provide consumers with an increasingly wide choice of products, the company is constantly looking for new opportunities. This is why Coca-Cola HBC Italia has expanded its product range by becoming the distributor of energy drinks sold under the brand Monster, owned by Monster Beverage, which, as of 21 December 2015, has been set alongside the range of “burn” (also owned by Monster Beverage) thereby differentiating the company’s offer in terms of taste, sizes and prices to meet the preferences of each consumer.

3. The new taste Lemon and Elderflower Fanta was also introduced in 2016

20 21

foodqualityandSafety

the main ingredients for the production of beverages sold under the brand the Coca-Cola Company, are water, concentrate, sugar and other sweeteners and food grade Co2.


CoRpoRate identity

The manufacturing process requires multiple activities, aimed at ensuring food safety through strict quality controls. The main steps are as follows.

FIrSt PhaSe: water treatment and preparation of the syrupWater is undoubtedly the most important element to ensure the quality and safety of soft drinks produced by Coca-Cola HBC Italia. For this reason, before being used in the production process, water is subjected to special treatments that ensure the microbiological safety and correct concentration of naturally dissolved salts in compliance with specific compositional and sensory characteristics.

The other component of beverages is simple syrup, which is prepared in special tanks by dissolving sugar in the treated water. It is then filtered to remove any impurities. Only after this, is the “simple syrup” mixed with “concentrate” or the various “basic preparations” used for the preparation of the various drinks, thus becoming “final syrup.”

Through a flash pasteurization thermal process, the shelf life of the most sensitive

products is ensured without altering their sensory characteristics.

Alongside the preparation of syrups, the processing is

performed of the classic glass bottles, PET bottles (recyclable food

grade plastic) or cans, for containing beverages. The containers are subjected to a washing process. Subsequently, an electronic control phase is carried out to ensure the highest hygienic standards.

SeCoNd PhaSe:filling and packaging The treated and cooled water is mixed with the “final syrup” and with the carbon dioxide that gives the product its characteristic sparkling feature. The drink is ready to be packaged: tens of thousands of perfectly clean containers are filled, hermetically sealed, labeled, coded and tested in modern automatic plants.

The glass bottles are placed in boxes, while the non-returnable glass bottles, PET bottles and cans go into the various multi-packs. Drinks dispensed on tap can be packed at the factories in steel drums (Pre-Mix), or prepared at the point of sale (Post-Mix). In the latter case, the “final syrup”, packaged at the plants in special flexible containers called “bag-in-box”, is instantly mixed with drinking water, further purified through a suitable filtration apparatus, carbonated and chilled.

The production and distribution cycle is characterized by the constant supervision of Quality Control managers and staff from the selection of raw materials and packaging materials, to the time when the drink is purchased by the end consumer: checks are performed at the suppliers’ premises, public houses and points-of-sale that market the products of Coca-Cola HBC Italia, ensuring the constant maintenance of the highest quality standards that the Coca-Cola Company requires to ensure total consumer safety and satisfaction.

totalqualityday

in line with the total Quality policy, the total Quality day has been celebrated since 2007, a day dedicated to the in-depth study of topics such as the control of raw materials, quality standards in production processes, security-related issues, such as proper handling of goods, sustainable waste management, emergency procedures in case of fire and first aid, with courses designed according to the specific needs of the business departments involved.


Coca-Cola hellenic bottling Company, in line with the Coca-Cola Company, takes its commitment to market its products responsibly very seriously.

Responsible Marketing is also a part of the four strategic pillars (the four Cs) announced in 2013, to contribute to the development of happier and more active communities. This is why a “handbook for the adoption of Responsible Marketing” has been drawn up in order to provide adequate self-regulation and implementation of responsible marketing practices, including the communication of correct, transparent and truthful messages respectful of the laws and local regulations in force.


Coca-Cola hbC italia and Coca Cola italia have adhered to the Code of Conduct of aSSobibe (italian association of industrialists of non-alcoholic beverages), drawn up following the guidelines of the corresponding european association uneSda (union of european Soft drinks associations), which regulates product marketing and promotion practices. Membership involves a commitment to ensure that advertising and marketing activities are not aimed at children under 12 years old. this, for example, means not buying advertising space directly addressing audiences made up of children under the age of 12 for more than 35%. the same approach is adopted in primary schools: respecting the right of parents to decide what their children should eat or drink, Coca-Cola does not sell its products in elementary school vending machines in italy directly, nor performs promotional and sampling activities of its products.

CoMPLaINtS reSoLUtIoN

In addition to taking care of the development of responsible commercial communications, attention is paid to the resolution of complaints from consumers, an important indicator for monitoring the index of product quality. Compared to the 2014 performance, the absolute number of complaints received for quality issues decreased by 23% during 2015. Comparing the number of complaints received with the number of containers sold, the index decreased by 28% thanks to the effective corrective actions implemented. In particular, the following should be reported:15% of complaints on the quality of packaging 85% of complaints on the quality of products

Moreover, the increasing commitment of Coca-Cola HBC Italia is also shown in the timely response to complaints received from consumers (average resolution time is about 53 days), with 98% of complaints closed in 2015.

comPLaiNTS maNagemeNT 2014 2015

Total complaints 430 330

Complaints index 0,22 0,16

-100 complaints compared to 2014

22

Work

peopleatCoCa-ColahbCitalia

training

peopledevelopment

Safetyandwell-beingofemployeeS

healthandSafety

engagementandwell-being

23


woRk

During 2015, the workforce remained essentially stable: out of the 2,010 employees in 2015, 1,939 were employees of Coca-Cola HBC Italia and 71 of Fonti del Vulture.

The totality of the staff of Coca-Cola HBC Italia and Fonti del Vulture was hired under National Collective Bargaining Agreements. The expatriates, employees who are given the opportunity, through an “International Assignment”, to have a professional experience in one of the countries in the Coca-Cola Hellenic Bottling Company Group, are managed at the Corporate level.

The following tables show the details of positions at Coca-Cola HBC Italia and Fonti del Vulture broken down by type.

peopleatCoCa-ColahbCitalia

Energy for Growth

1.939

71emPLoyeeS iN 2015

employees of Coca Cola HBC Italia

employees of Fonti del Vulture

}

company 2013 2014 2015COCA-COLA HBC ITALIA 2.289 1.905 1.939

FONTI DEL VULTURE 69 71 71

comPaNy ToTaL 2.358 1.978 2.010

NUMBer oF eMPLoYeeS

Position gender 2013 2014 2015

SENIOR MANAGERS

MenWomen

5017

5215

5012

MIDDLE MANAGERS

MenWomen

8436

7437

7745

WHITE COLLAR WORKERS

MenWomen

1.143524

956441

957 445

BLUE COLLAR WORKERS

MenWomen

39536

29928

31337

EXPATRIATESMenWomen

31

12

21

ToTaL meN 1.675 1.382 1.399

ToTaL WomeN 614 523 540

CoCa-CoLa hBC ItaLIa eMPLoYeeS BY GeNder aNd PoSItIoN

Position gender 2013 2014 2015

SENIOR MANAGERS

MenWomen

01

01

01

MIDDLE MANAGERS

MenWomen

00

00

00


MenWomen

75

76

7 6

BLUE COLLAR WORKERS

MenWomen

560

570

570

EXPATRIATESMenWomen

00

00

00

ToTaL meN 63 64 64

ToTaL WomeN 6 7 7

FoNtI deL VULtUre eMPLoYeeS BY GeNder aNd PoSItIoN

Position company 2013 2014 2015

SENIOR MANAGERS

Coca-Cola HBC ItaliaFonti del Vulturecompany total

67168

67168

62163

MIDDLE MANAGERS


1200120

1110111

1220122



1.667121.679

1.397131.410

1.402 131.415

BLUE COLLAR WORKERS


43156487

32757384

35057407

EXPATRIATESCoca-Cola HBC ItaliaFonti del Vulturecompany total

404

303

303

eMPLoYeeS BY PoSItIoN

24 25


woRk

In the three-year period, there were no significant changes in the distribution between men and women. In 2015, the company population (Coca-Cola HBC Italia and Fonti del Vulture) comprised 73% of men and 27% of women. The policy for equal opportunities and the value of diversity was confirmed by the fact that there were no differences in pay between genders.

The attention given to young people was confirmed by the data for 2015: in the past year 108 employees were hired, which includes 42% under 30 years of age and 54% aged between 30 and 50 years old.

function company 2013 2014 2015

OPERATIONS


71667783

56571636

60071671

SALES


1.37401.374

1.16401.164

1.17201.172

STAFF


1992201

1760176

167 0167

eMPLoYeeS BY FUNCtIoN

reason company 2013 2014 2015

RETIREMENTCoca-Cola HBC ItaliaFonti del Vulturecompany total

303

303

202

PERSONAL REASONS


47047

37037

46046

CORPORATE REASONS


5295534

42267422

22 022

INTERNATIONAL ASSIGNMENTS


202

101

101

reSIGNatIoNS

company 2013 2014 2015COCA-COLA HBC ITALIA 1,73% 1,58% 2,35%

FONTI DEL VULTURE 0% 0% 0%

comPaNy ToTaL 1,73% 1,58% 2,35%

PerCeNtaGe VoLUNtarY tUrNoVer

company 2013 2014 2015COCA-COLA HBC ITALIA 0,07% 0,20% 0,03%

FONTI DEL VULTURE 0% 0% 0%

comPaNy ToTaL 0,07% 0,20% 0,03%

PerCeNtaGe oF WorkING hoUrS LoSt dUe to dISPUteS, StrIkeS aNd CoMPaNY NoN-BUSINeSS daYS

department hours

COMMERCIAL 39.021

HEALTH & SAFETY 6.048

LEARNING & MANAGEMENT 10.784

QUALITY 4.888

SUPPLY CHAIN 12.620

ToTaL 73.361

traINING hoUrS ProVIded BY dePartMeNt IN 2015

2013 2014 2015

ToTaL hourS 91.153 70.654 73.361

traINING hoUrS, CoMPaNY totaL (Coca-Cola hBC Italia and Fonti del Vulture)

age group operationsN %

SalesN %

StaffN %

TotalN %

UNDER 30 21 47% 18 40% 6 13% 45 42%

BETWEEN 30-50 24 41% 19 33% 15 26% 58 54%

OVER 50 5 100% 0 0% 0 0% 5 4%

ToTaL 50 46% 37 34% 21 20% 108 100%

NeW hIreS IN 2015 - CoCa-CoLa hBC ItaLIa aNd FoNtI deL VULtUre

total resignations in 2015 amounted to 71. In the past year, there were no significant corporate reorganization processes as in the previous two years.With regard to the number of resignations for personal reasons, the 2015 data is in line with the average trend of voluntary resignations over the past three years.

The percentage of voluntary turnover referred to 2015 appears slightly above the trend of previous years. This figure is still to be considered positive, since it is well below the market rates.

With regard to industrial relations, the main topics of discussion concerned the start of the Buccinasco logistics outsourcing (which will be completed in 2016) and the complete management of the Marcianise logistics outsourcing project (ended in 2015).

PeoPLe traINING

The attention that Coca-Cola HBC Italia pays to its employees’ professional growth is confirmed by the number of training hours provided during the year. In particular, between 2014 and 2015 there was an increase of about 3,000 training hours (+3.8%).

gender 2013 2014 2015

TOTAL MEN 1.738 1.446 1.463

TOTAL WOMEN 620 530 547

CoMPaNY totaL - eMPLoYeeS BY GeNder

2.707more training hours than in 2014

26 27


woRk

PeoPLe deVeLoPMeNt

The PM&d Cycle is an annual process linked to employee performance management and development, which begins with the allocation of annual targets and sharing of the Individual Development Plan (IDP) between the manager and the employee, which sets out the actions to be carried out during the year to support the employee’s performance. The Individual Development Plan (IDP) is initially proposed by the employee and subsequently validated during the People Development Forums (PDF).

PDFs are meetings in which managers discuss and jointly standardize the performance and potential of all their employees and where succession plans, career paths and personal development plans to support them are outlined.

Other key moments of the process are the Mid-year Review and the Quarterly Review, two talks between manager and employee carried out during the year in order to discuss the progress of the individual development plan and monitor the achievement of targets.

In 2015, several training days were provided at the development Center, with programs aimed to know the status of managerial and technical skills deemed critical with respect to the role being covered, by administering several tests to the population involved. For example, 134 persons in the sales department were involved at various organizational levels through a structured assessment path that made it possible to verify their skills and knowledge. The aim of these days is therefore to investigate which is the gap between the skills level possessed and the desired level for the role.

This in-depth study allows the company to create awareness in the population involved in regard of their own strengths and areas for improvement and to create special individual development plans to support their performance over time. In addition to the individual benefit with regard to the gap that has emerged, these days are also useful to comprehensively map the skills of the population involved in

order to direct and organize specific training programs for emerging needs.

The programs therefore support and complete the individual development plans and corporatetraining programs.

53% of training hours were devoted to commercial training, highlighting the focus that the company places on this specific business area. In fact, there are as many as 15 people specialized in classroom and coaching activities throughout the national territory in support of the sales force. Dedicated training facilities are also provided for the Supply Chain, another business unit to which particular attention is paid, as witnessed by 17% of the hours devoted to it out of the entire corporate training package. In addition to the traditional classroom activities, Management training (15% of total training hours) requires a final test to verifythe participants’ level of learning.

Training on quality represented 6.7% of the total training provided during 2015 and involved 21% of all employees of Coca-Cola HBC Italia and Fonti del Vulture. Every year, as has been done for ten years now, the basic principles of food safety and quality are refreshed during the Total Quality Day: these are courses that are held at all plants, with production stoppage, involving all business functions.

Issues relating to product quality and protection of the workers’ health and safety are studied with training activities during the day, with particular attention to environmental issues.

Moreover, in-depth courses on issues relating to the certifications HACCP, GMP and ISO are conducted during the recruitment phase and in view of verifying the training of the newly recruited personnel.

In 2015, training was focused on the completion of programs concerning the odP projects (Operator Development Program), a theoretical and practical training course aimed to develop and/or improve the technical skills of line operators, and the Sensory Program, which was launched at the request of The Coca-Cola Company to standardize the method of evaluating the sensory properties of beverages in terms of taste, smell and appearance compliance.Representatives of Coca-Cola HBC Italia, referred to as Bottler Sensory Leaders (BSL), participated in the training program established by The Coca-Cola Company in Brussels on sensory science (focusing on the standard evaluation method, tasting techniques, analysis and recognition of off-taste / off-odor), which led to the establishment of a panel with the task of training the plant personnel, later evaluated by The Coca-Cola Company through blind testing (Proficiency Test).Moreover, the MdP project (Microbiologists Development Program) was instituted by Coca-Cola Hellenic Bottling Company to assess the skills of laboratory personnel in the microbiological field. An initial assessment of the basic level of the population involved (in the following areas: Sampling and Analysis, Results Interpretation & RCA, Techniques & Process & Instruments, Docs & Health & Safety, Practical Test) preceded the development plans to implement knowledge(specific training).

Trends 2013 2014 2015

TRAINING HOURS 894 2.078 1.904

NUMBER OF TRAINED EMPLOYEES

294 368 422

AVERAGE TRAINING HOURS PER EMPLOYEE

3 6 5

eMPLoYeeS’ traINING hoUrS oN Food QUaLItY aNd SaFetY

Trends 2014 2015

TRAINING HOURS 976 964

NUMBER OF TRAINED EMPLOYEES 180 216

traINING hoUrS oN Food QUaLItY aNd SaFetY For exterNaL StaFF

In addition to the training hours devoted to employees, training hours addressed to temporary / external personnel working inside the plants are also provided, again focusing on the issues Food Quality and Safety.

QUaLItYtotaLdaY

One of the main objectives of Coca-Cola HBC Italia is the growth of its employees and to this end it has set up a special development acceleration program, the Fast Forward Program.

This program aims to accelerate the development path for those who have the highest potential and show a desire to grow within the company so as to cover more complex roles at higher levels of leadership.

In 2015, 29 employees were involved in the program. The growth of people is an element on which company managers are strongly focused and, because of the strong management team, Coca-Cola HBC Italia has been honored with an accolade by the Randstad Award based on the results of a survey on employer branding conducted by the above firm specializing in services for human resources.

The worsening figure in 2015 for days lost due to accidents was in particular the result of two important events: an accident when travelling (137 days lost) and an accident that occurred at the plant of Rionero in Vulture (295 days lost), which involved a logistics worker. The main risks linked to the business activity are:

driving the company fleet (i.e. the risk of an accident for the traveling sales force);

accidents generated by improper behavior while using work equipment and not by structural / plant deficiencies

The high increase in cases of “near accidents” reported in 2015 compared to the previous financial year is mainly due to the increase in reports from the sales force and vehicle fleet office, which mainly concerned:

road aCCIdeNtS WIthoUt INjUrY aNd FLeet deFICIeNCIeS (SaLeS);

Near aCCIdeNtS reSULtING FroM LoW PerCePtIoN oF rISk / INatteNtIoN to roUtINe aCtIVItIeS.

The method for managing training programs concerning health and safety has been consolidated over the years. Throughout the year, training sessions or sessions inserted in various programs are organized for all employees, such as those concerning the guidance of newly recruited employees.

28 29


woRk

toolboXtalkSandwalkthetalk

in 2015, numerous “toolbox talks” and “walk-the-talk” sessions were carried out. these are informal meetings on safety between the site managers and operational staff with the goal of identifying any critical issues relating to the daily activities and possible solutions to be adopted for the prevention of accidents. during 2015, greater emphasis was given to the quality of “walk-the-talk” sessions conducted. More specifically, 1,943 “toolbox talks” were held, which included 1,132 for the Sales function, 784 for the Supply Chain function and 27 at the offices. also, 1,352 “walk-the-talk” sessions were held, which included 40 for the Sales function, 1,305 for the Supply Chain function and 7 at the offices.

company 2014 2015

COCA-COLA HBC ITALIA 121 325

FONTI DEL VULTURE 10 20

ToTaL comPaNy 131 345

MISSed aCCIdeNtS rePorted BY eMPLoYeeS

Safetyandwell-beingofemployeeS

the greatest attention paid to the health and safety of employees by the company is confirmed by the many tools implemented over the years in order to prevent injuries.

Employees have been directly involved in order to identify additional areas for improvement in safety management. Thanks to this dialogue, Coca-Cola HBC Italia and Fonti del Vulture are able to identify potentially critical areas and take timely action.

company Type 2013 2014 2015

coca-coLa hbciTaLia

Total accidents

Total days lost

On site (accidents that occurred at corporate premises)

On site - Days lost

Off site, accidents that occurred at other premises (e.g. at customers’ premises, on the road, at parking lots...)

Off site - Days lost

Road accidents (injuries due to road accidents that occurred when travelling and during business trips)

Road accidents - Days lost

When travelling

When travelling - days lost

52

814

13

178

9

225

20

275

10

136

47

948

11

308

10

424

13

144

8

72

40

1.112

12

214

9

304

9

262

10

332

foNTi deL VuLTure

Total accidents

Total days lost

On site (accidents that occurred at corporate premises)

On site - Days lost

Off site, accidents that occurred at other premises (e.g. at customers’ premises, on the road, at parking lots...)

Off site - Days lost

Road accidents (injuries due to road accidents that occurred when travelling and during business trips)

Road accidents - Days lost

When travelling

When travelling - days lost

1

34

1

34

0

0

0

0

0

0

1

64

1

64

0

0

0

0

0

0

1

295

1

295

0

0

0

0

0

0

treNd oF aCCIdeNtS

heaLth aNd SaFetY

The trend of the rate of accidents in the workplace and when traveling is a positive trend over time, with a total that in 2015 stood at 41 accidents (including accidents when travelling), for a total of 1,407 days of work lost.

of accidents compared to 2014

In addition, at all company locations, first aid courses open to all employees were conducted. They focused on issues of Basic Life Support (BLS) and unblocking of airways, whether pediatric or otherwise.

The courses were held by operators of the Italian emergency service 118 and all participants had the

opportunity to personally experience the life-saving maneuvers. Work-related stress is also included within health and safety issues: in 2015, the annual survey relating to this issue, conducted in compliance with the legal requirements of

Legislative Decree No. 81/08, as amended, showed different results in the various business

functions surveyed. The major evidence, with regard to the areas of improvement, regarded the

following topics: workload, work organization and work environment (in particular, attention to people).

Other less widespread, but significant, evidence regarded the recognition of one’s role in the Company. The surveyed population overall showed a great sense of responsibility, a constructive attitude and a great sense of belonging to the “brand”. The same respondents suggested improvement actions such as: setting and sharing clear and non-changeable targets, simplifying business processes and procedures, communicating effectively and increasing engagement activities.

In response to such evidence, the Improvement Plan was launched in 2015. Many proposed actions were implemented and made operational immediately, others will be in 2016. The following were some of the actions undertaken:

new types of contracts, such as teleworking and remote working (for the staff functions);

“the Youman Factor” project at the plant in Nogara, focusing on behavior based Safety. The project will continue in 2016;

introduction of new role models such as catalysts (Sales and Supply chain) or Simplification managers (Sales), roles that provide a stimulus for employees and collect suggestions “from below” and support in the sales process;

working groups during the company convention, to share objectives.

30 31


woRk

moveweek

Move week is a week dedicated to movement that the entire Coca-Cola system in the world celebrates every year through initiatives and information addressed to all employees on the importance of an active lifestyle. in 2015, Coca-Cola hbC italia launched the initiative at all its corporate locations. at the Milan offices a series of activities were implemented during working hours (for example, fit-walking lessons, nike postural training, Football Match, beach Volleyball Match, etc.). at the production plants and at the warehouse in buccinasco a number of tools to keep fit and exercise while having fun were made available throughout the week. the promotion of sports and movement was accompanied by a seminar on nutrition and lifestyle for the prevention of oncological diseases, which was attended by employees of the headquarters, while the personnel of the production plants was given the opportunity to participate via Skype connection.

eNGaGeMeNt aNd WeLL-BeING oF eMPLoYeeS

As every year, the annual survey MyVoice, now in its ninth edition, was conducted in October 2015. The survey collected the employees’ opinions on their sense of belonging to the Company. The percentage of participation was 91%, showing a significant increase compared to respondents in the previous year, equal to 75%. Thanks to a clear strategic communication, an overall simplification of internal procedures and a precise definition of the roles of leaders, the so-called “Sustainable Engagement Index” rose by 8 points over the previous year, reaching a rate of 77% (69 % in 2014).

This positive result confirms the effort undertaken by the organization in the past year. The Company shares the strategies and results obtained with its employees in a transparent manner: in addition to using the internal communication tools (Intranet, newsletters, Coke TV, message boards and an online platform for the sales force), encounters with top management are organized periodically at the Company premises and informal monthly meetings for the headquarters staff with the Chief Executive Officer. Employees are considered true ambassadors of the Company and the “ambassador” program has been developed precisely for such purpose. Its objective is to provide correct information, through an interactive presentation, on products and ingredients, business strategies for the promotion of an active lifestyle and commitment to sustainability.

Corporate engagement was enhanced through 35 internal initiatives dedicated to movement, promotion of the brand and corporate strategies, sharing corporate projects, promotions and partnerships with colleagues in the first place, in order to strengthen their pride and confidence in the business and products.

The Family day is an opportunity to promote an active lifestyle and show the plant to family members. On such occasion the employees’ family members have access to the corporate premises and production plants, where several activities are planned, including a visit to the production cycle.The Coca-Cola Sports Village is set up during these days. This is a mobile village consisting of several activities (human foosball, table tennis, basketball, foosball, jumping, Just Dance), prominence is given to advertising campaigns (#BaciaLaFelicità and #DaiUnBacio), new products are tasted and finally the employees can buy gadgets at the Coca-Cola marketplace, the proceeds of which are donated to local non-profit organizations. In 2015, on the occasion of EXPO Milan, various engagement activities were organized for employees by providing: 1,500 discount codes to purchase the ticket, 100 free tickets, 12 sets of Alu-bottle, Expo aluminum bottle in a limited edition. Expo was also the scene for numerous functional meetings of Coca-Cola Hellenic Bottling Company, which were attended by more than 500 employees inside the Coca-Cola pavilion. With regard to corporate welfare policies during 2015, time flexibility initiatives addressed at the entire office personnel were extended with the ability to work for three days a month from home on a voluntary basis; mandatory clocking in and clocking out was eliminated. These new practices are now fully operational and offer great benefits for the welfare of workers through a better work - life balance.

In accordance with the Coca-Cola Hellenic Bottling Company guidelines, the Safety Week, devoted in particular to first aid, was held in November 2015. Awareness-raising of personnel took place through targeted toolbox talks, dedicated posters and specific information transmitted via internal communication channels.

company 2014 2015

COCA-COLA HBC ITALIA 6.609,5 5.181,5

FONTI DEL VULTURE 1482,5 638,5

comPaNy ToTaL 17.092 5.820

totaL traINING hoUrS oN heaLth aNd SaFetY

company 2014 2015

COCA-COLA HBC ITALIA 1.374 1.494

FONTI DEL VULTURE 111 182

comPaNy ToTaL 1.485 1.676

NUMBer oF PeoPLe traINed oN heaLth aNd SaFetY

In particular, training is primarily delivered in classroom (90%) and only in part in e-learning mode (10%, mainly for General Training and AlertDriving courses). As agreed with Coca-Cola Hellenic Bottling Company, the year 2015 will be the last year of the three-year enrollment cycle in the course AlertDriving required for all employees driving a company car or who frequently go on business trips. In particular, 250 employees mainly belonging to non-SALES functions (Manufacturing, HR, Warehouse, PA&C, etc.) were enrolled in the course in 2015.

In the three year period 2013-2015, a total of 1,450 employees were enrolled in the course altogether. Health and safety issues are also addressed at the Total Quality Day, called “Win Together Day” at the plant in Nogara. The initial training for newly recruited workers (general and specific training) is provided when entering the company and in any case within 60 days from recruitment. It is followed by a coaching phase or “on-the-job training” with experienced colleagues or supervisors.

3 ambassador sessions at the plants during the family days in marcianise, oricola and rionero in Vulture, which witnessed the participation of 750 people

1 session with 30participants at the Milan offices for new hires.

Coca-Cola HBC Italia carried out the following activities in 2015:

The increases of production recorded in 2015 are due in part to two factors: on the one hand the start of the economic recovery, which produced an increase in demand; on the other hand, the particularly warm summer, which favored soft drink consumption.

32 33


MaRket

produCtionandSaleS

in 2015, Coca-Cola hbC italia’s beverage production increased by 1.7% in total over 2014, with an annual output of 1,199,091,421 liters, while the bottling of mineral water increased by 3.4% compared to 2014, for a total of 355,606,797 liters.

production of soft drinks at 3 plants in italy, Nogara (Verona), oricola (L’aquila), marcianise (caserta);

water bottling at the production facilities in monticchio (Potenza) and rionero in Vulture (Potenza);

storage at the warehouse in buccinasco (milan), in addition to some outsourced transit points and fast-flow points.

The main part of the total sales volume is made up by carbonated drinks, while waters account for about a quarter of total sales.

Among the carbonated drinks there was a growth in consumption of those with low calorie count, which in 2015 increased their weight on the total, mainly due to the brand Coca-Cola Zero.

Business support activities are added to the actual production. These are known as “reconditioning” activities, i.e. repair / regeneration of display refrigerators, which are thus put on the market again (in bars, restaurants, etc.). The display refrigerators are owned by Coca-Cola HBC Italia, which, through the use of trusted suppliers, is responsible for their maintenance and makes them available to its customers.

Until 2013, reconditioning activities were carried out by Coca-Cola HBC Italia through its own technical department (TS&E), later outsourced.

MarketPLaCeMeeting all challenges

company drink 2013 2014 2015

COCA-COLA HBCITALIA

Ready-to-drink tea Fruit juiceCarbonated drinks with low calorie countCarbonated drinksOther

1,7%0,5%7,4%

65,1%1,2%

1,5%0,4%8,1%

64,6%1,2%

1,4%0,4%8,3%

63,8%1,4%

FONTI DEL VULTURE

Water 21,1% 24,2% 24,7%

SaLeS VoLUMe BY ProdUCt tYPe - % VaLUeS

company 2013 2014 2015COCA-COLA HBC ITALIA 1.316.449.005 1.178.541.117 1.199.091.421

FONTI DEL VULTURE 382.549.434 343.864.650 355.606.797

VoLUMeS aNd BottLed ProdUCtS - LIterS

2013 2014 201511.953 7.936 9.010

NUMBer oF reCoNdItIoNING aCtIoNS

+3,4% liters of bottled mineral water compared to 2014

33

+1,7% liters of produced beverages compared to 2014

produCtionandSaleS

tradepolicy

SuStainableproCurementpoliCieS

thenewSupplyChain

3534

Although the weight of the sales channels remained similar compared to 2014, the approach to the same channels changed in 2015: a new partnership system with customers was launched, aiming at increasing the distribution service efficiency and effectiveness, called Route to Market.

This is a project aimed at rebalancing resources between the direct-delivery customers (to outlets in 20 provincial districts) and wholesalers (indirect delivery in the remaining provincial districts).

Wholesalers are classified according to their potential and abilities as good partners in business in the territory in which they operate, considering the specificities and peculiarities of the same. In this way, Coca-Cola HBC Italia can guarantee its customers a sustainable economic return over time and improve their ability to implement the strategy at the point of sale.

In 2015, the project Route to Market therefore included specific trade policies for the Wholesalers channel, with specific marketing plans and investments, aiming

In 2015, the Modern Trade channel showed a sales volume in line with previous years. The Wholesalers & TPV channel was up by 1.8% in 2015, which is evidence of the sales volumes flowing from direct distribution to the wholesalers channel. A corresponding decrease in the weight of the channel can be noticed in Normal Trade (-1.8%) in terms of sales volume, in favor of the Wholesalers channel.

channel 2013 2014 2015

MODERN TRADE 72% 74% 74%

WHOLESALERS & TPV 22% 21,0% 22,8%

NORMAL TRADE 6% 5,0% 3,2%

SaLeS VoLUMe oF CoCa-CoLa hBC ItaLIa BY ChaNNeL - % VaLUeS

customer 2013 2014 2015


WHOLESALERS & TPV 4% 5% 8%

NORMAL TRADE 89% 86% 77%

SaLeS VoLUMe oF CoCa-CoLa hBC ItaLIa BY CUStoMer - % VaLUeS

channel 2013 2014 2015

MODERN TRADE 51% 49& 50%

WHOLESALERS & TPV 34% 36% 40%


SaLeS VoLUMe oF FoNtI deL VULtUre BY ChaNNeL - % VaLUeS

customer 2013 2014 2015


WHOLESALERS & TPV 2% 1,9% 5%


SaLeS VoLUMe oF FoNtI deL VULtUre BY CUStoMer - % VaLUeS

In 2015, there was a slight increase in the weight of the Modern Trade channel in terms of sales volume, as a result of the introduction of the brand Lilia with new customers (up 1% altogether). Moreover, the same phenomenon highlighted for the sale of beverages, namely the transition of sales volumes from direct distribution to the Wholesalers channel (+ 4%) can be witnessed here, too.

Beverage sales per customer show a positive result (+ 6%) in Modern Trade and + 3% in Wholesalers & TPV, balanced by -9% in Normal Trade: the percentage of customers, in terms of numerical distribution, in the Wholesalers and Vendor channel indeed increased as a result of the new strategy Route to Market (RTM), with a clear decrease in customers in the direct delivery channel in numerical terms.

The same phenomenon can be witnessed for sales of mineral waters, with a positive result of +3% both in Modern Trade and in Wholesalers & TPV, balanced by -6% in the Normal Trade channel.

Monitoring to assess customer satisfaction, with a view to continuous improvement, continued in 2015 with a Customer Satisfaction survey (with the support of GfK): Coca-Cola HBC Italia was found to be the second best supplier in terms of quality of service and transparency of contractual conditions, and the leading supplier in the value of customer relations for players in the mass retail market.

Moreover, the research “Advantage” had a similar nature and purpose. It showed a ranking in the top positions as a business partner of mass-retailers (third place).

trade PoLICY

The three main sales channels of Coca-Cola HBC Italia’s commercial department are:

NorMaL trade: This department is responsible for the development of the Horeca channel, mainly comprising bars, restaurants, traditional shops, theme parks and hotels.

WhoLeSaLer & tPV: This department is responsible for sales through the wholesale and automatic distribution channel.

ModerN trade: This concerns the development of the mass-retailer market and local distribution and major national and international customers in the Horeca channel.

at customer loyalty by encouraging them to increase the portfolio of traded products, the focus for 2015 being that of marketing the 33 cl glass bottle in the flavors available.

The sales force of Coca-Cola HBC Italia dedicated to the channel was specially trained with dedicated courses. Sales volumes can be divided by output channel, which shows that 74% of total volumes were sold at mass retailer chains. However, the analysis of the numerical distribution, i.e. the number of outlets that distribute products, shows that the largest number of customers or outlets pertains to the out-of-home consumer channel (bars, restaurants and pizzerias), while mass retailer chains account for 15% of the entire customer base.


MaRket

36 37


MaRket

Coca-Cola HBC Italia requires suppliers to meet the conditions laid down in Legislative Decree No. 231/2001 and to adhere to the Code of Conduct in Business adopted by the Company. In the ongoing effort to develop and strengthen relations with suppliers, Coca-Cola HBC Italia has defined and adopted the Supplier Guiding Principles (SGPs), in line with the Coca-Cola Hellenic Bottling Company policy. These Guiding Principles are based on the belief that public spirit is essential to long-term business success and that the same should be reflected in relations developed in the market, workplaces, in the relationship with the environment and the community in general. Those working with Coca-Cola HBC Italia are aware of the need to conduct their business in a manner consistent with the Company’s values, which implement the highest standards of quality, integrity and excellence.

At the same time, Coca-Cola HBC Italia respects the peculiarities of the cultures of the communities in which it operates. In pursuing this policy, the company seeks to develop relations with suppliers who share the same values and conduct business in an ethical manner. All of the new suppliers are therefore monitored based on the Supplier Guiding Principles, which provide for respect of human rights, the environment, social customs, and labor laws. In 2015, more than 85% of the listed suppliers had subscribed to the Supplier Guiding Principles of Coca-Cola HBC Italia. Also in 2015, the invitation to subscribe and adherence to the SGPs was extended to new suppliers, which, to date, are 64.8% of new entrants.

Out of 197 suppliers that were found to be “key suppliers” in 2015, 32 were suppliers of raw materials, 94 suppliers of transport, 56 suppliers for marketing and other services.

In order to increase adherence by the new suppliers to SGPs, Coca-Cola HBC Italia is undertaking targeted awareness-raising actions on all suppliers that to date have not yet subscribed them. The objective for 2016 is to have 100% of “addressable suppliers” covered by SGPs, i.e. all suppliers actually managed by the Procurement department, for example, excluding small suppliers, consortia and industry associations.

the NeW SUPPLY ChaIN

After implementation of the project PLATO - the reorganization of Procurement and Integrated Planning Organization, adopted by Coca-Cola Hellenic Bottling Company in 2014, for the management of direct and indirect purchases of goods and services - the Group launched another important change process through a key initiative for business: the Integrated Competitive Supply Chain (ICSC). The ICSC requires the transition to a vertical and international organization of the Supply Chain: for Italy, which is part of the so-called “Region 1”, this means to work in line with Austria, Hungary, the Czech Republic, Slovakia and Switzerland. The new model, in particular, requires the transition from a local organization of the Supply Chain to a vertical structure, also for the production and

SuStainableproCurementpoliCieS

in 2015, suppliers based in italy were 819, accounting for 87.7% of the total.

The total expenditure for purchases by Coca-Cola HBC Italia in 2015 was equal to a value of € 398,556,000; the expenditure incurred by Fonti del Vulture was instead € 21,106,000. Ingredients and packaging materials in direct contact with the beverages (primary packaging) are subjected to a thorough evaluation from the point of view of environmental impact and consumer

safety before entering the production process.

The suppliers of raw materials based in Italy were 62, accounting for 59% of the total in this category and 7.5% on the total of Coca-Cola HBC Italia.

Type 2013 2014 2015

TS&E AND SPARE PARTS 178 317 210

RAW MATERIALS 131 99 105

TRANSPORTATION 113 123 107

MARKETING AND SERVICES 570 501 512

comPaNy ToTaL 992 1.040 934

NUMBer oF SUPPLIerS BY tYPe

geographic area 2014 2015

NORTH 323 523

CENTRAL ITALY 573 285

SOUTH 14 11

FOREIGN COUNTRIES 130 115

comPaNy ToTaL 1.040 934

dIStrIBUtIoN oF SUPPLIerS origin daTi 2015

NUMBER OF SUGAR SUPPLIER BASED IN ITALY 6

PERCENTAGE OF SUGAR SUPPLIERS BASED IN ITALY 97%

PERCENTAGE OF SUGAR USED FOR PRODUCTION ORIGINATING FROM PRODUCTIONS LOCATED IN ITALY

16%

SUGar SUPPLIeS origin Number % of ToTaL NeW eNTraNTS

TS&E AND SPARE PARTS 21 95%

RAW MATERIALS 2 92%

TRANSPORTATION 8 100%

MARKETING AND SERVICES 61 49%

comPaNy ToTaL 92 64,8%

NeW SUPPLIerS IN 2015 Who SUBSCrIBed to the SUPPLIer GUIdING PrINCIPLeS

Suppliers 2013 2014 2015

KEY 204 193 197

TOTAL 992 1.040 934

keY SUPPLIerS – CoMPaNY totaL

Type 2013 2014 2015

TS&E AND SPARE PARTS 10% 9% 7%

RAW MATERIALS 24% 30% 30%

TRANSPORTATION 79% 100% 88%

MARKETING AND SERVICES 11% 7% 11%

PerCeNtaGe oF keY SUPPLIerS -CoMPaNY totaL

logistics teams. The benefits of this organizational model will be to ensure that the strengths of a country are shared and made available to the Coca-Cola Hellenic Bottling Company. The ICSC will help to accelerate growth overall and to be competitive on the market thanks to greater efficiency in the use of the lines, out-of-stock reduction and increased flexibility to quickly respond to customer needs and consumer trends.

In particular, manufacturers undergo an audit process directly by The Coca-Cola Company

in accordance with very strict parameters. Coca-Cola HBC Italia also performs a testing protocol within its plants on such materials in order to assess their quality performance before authorizing any use; all manufacturers

must provide appropriate documentation of compliance with all applicable laws (national

and Community laws): the company will proceed to approve the use of raw materials only against

this compliance. Among suppliers, the incidence should be considered of those referred to as “strategic”, i.e. suppliers of critical materials for the production process (e.g. primary packaging and ingredients), transportation providers and service providers who perform their work at the corporate premises (under tender contracts).

The main ingredients used in the production cycle are concentrate (which also contains flavorings), sugar and concentrated fruit juices (for fruit-based beverages), which conveniently mixed with water and carbon dioxide will become the finished products that are bottled in PET, glass bottles, cans, bag in box or drums. Sugar thus represents one of the most important ingredients for production, and is mainly purchased from suppliers based in Italy, while the portion produced in our Country accounts for 16%of the total.

38 39


enViRonMent

The environmental management policy, integrated with Quality and Safety, was revised during 2015 in order to ensure the full integration of the latest environmental regulations and revisions to international standards of reference, in addition to taking into account the Company’s considerable growth.

Fully consistent with the commitment to take action to mitigate its environmental impact, formalized in an increasingly firm path of responsibility, in 2015 Coca-Cola HBC Italia set up the position of environmental manager within the HS&E department (Health, Safety & Environment) to ensure a complete focus on environmental issues, guaranteeing the effective management of its operations aimed at fostering innovation, risk reduction and safety of its processes and products.

Moreover, a measurement model of the socio-economic and environmental impact on sustainability of investments was prepared in 2015 (pending approval for entry into force in 2016), to be used during tender processes in order to raise awareness among suppliers on sustainability issues.

the LIFe CYCLe oF ProdUCtS

With the goal of increasing the efficiency of the environmental performance of the company’s production activities, the performance indicators can be read and compared in terms of inputs (energy consumption, water, materials), and in terms of environmental outputs (emissions and waste) that the plants of Coca-Cola HBC Italia produce both per liter of beverage under The Coca-Cola Company brand and per liter of mineral water. This analysis allows the Company to identify any significant deviations that are studied in greater depth and followed by dedicated corrective actions. The Company has developed a plan to reduce CO2 emissions per liter of beverage by over 25% by 2020, compared to the 2014 values, and the use of water per liter of beverage by 18% compared to the figure for the same year. It should be noted that in 2015, compared with a 1.7% increase in the production of soft drinks compared to 2014, in reference to the production of drinks under the brand The

environmentalpoliCy

Coca-Cola hbC italia considers the respect for the environment in which it operates a key pillar for sustainable growth. in fact, it constantly works to minimize its environmental impact during the entire production life cycle, where technically possible and consistently with its high quality standards.

Coca-Cola Company, there was a significant decline, i.e. 31%, in CO2 emissions per liter of beverage produced from 2013 to 2015; also, a reduction of 3% in waste produced in 2015 over the previous year should be noted.

BeVeraGeS ProdUCed BY CoCa-CoLa hBC ItaLIa environmental performance 2013 2014 2015ENERGY CONSUMPTION (MJ/lpb) 0,379 0,391 0,407CO2 EMISSIONS (g/lpb) 7,92 5,45 5,48WASTE (g/lpb) 7,41 10,30 9,95 lpb = liter per beverage With regard to the production of mineral water, compared with an increase of 3.4% in bottling operations over the previous year, CO2 emissions also reported a downward trend of 13% between 2013 and 2015, a substantial achievement that had already been obtained in 2013, when emissions were reduced by 30% compared to 2012. Moreover, the use of water (either withdrawn or utilized) decreased both in the long term over the four years subject to reporting (- 4% and -1%) and in 2015 in comparison to 2014 (-4% and -3%).

MINeraL Water FoNtI the VULtUre environmental performance 2013 2014 2015ENERGY CONSUMPTION (MJ/lpb) 0,146 0,152 0,156CO2 EMISSIONS (g/lpb) 0,38 0,35 0,33WASTE (g/lpb) 1,15 1,26 1,58

CO2 eMISSIoNS (g/Ipb) between

2013 and 2015

redUCtIoN Co2

eNVIroNMeNtGrowing responsibly

-31%

environmentalpoliCy

thelifecycleofproducts

reSourCemanagement

watermanagement

energymanagement

useofrawmaterials

theSuStainabilityofpaCkaging

wastemanagementandrecycling

emiSSionS

Co2emissions

logisticsefficiency

40 41

Water MaNaGeMeNt

Water is the primary ingredient for the production process of coca-cola hbc italia and a necessary source for production activities. Coca-Cola HBC Italia is aware of the importance of the responsible use of water resources and has undertaken to limit its impact on river basins respecting the communities in which it operates. To that end, the company collaborates with suppliers and involves local communities to raise awareness as to the protection of water resources.

The Company has set up an improvement plan on the use of water for the five-year period 2016-2020, introducing a new approach to valuation of the environmental impact, which estimates the real cost of water (including treatment, maintenance, etc.) in the estimation of investments.

reSourCemanagement

the sustainable management from the environmental standpoint of its business activities translates for Coca-Cola hbC italia into concrete targets aimed at protecting the most frequently used resources: ensuring the water resources by reducing withdrawals and wastewater treatment, and limiting energy consumption and emissions of refrigerants.

Water CoNSUMPtIoN (m3) company 2013 2014 2015

COCA-COLA HBC ITALIA water used 2.290.584 2.074.673 2.079.706

FONTI DEL VULTURE water used 600.243 548.783 556.225

water not used 223.282 190.524 179.038

TOTAL WITHDRAWN WATER (used and not used) 823.525 739.307 735.263

comPaNy ToTaL - WaTer uSed 2.890.827 2.623.456 2.635.931

comPaNy ToTaL - WaTer WiThdraWN 3.114.109 2.813.980 2.814.969

The efforts made in recent years have led coca-cola hbc italia to values of excellence with regard to water consumption. During 2015 the company withdrew 2,814,969 cubic meters of water, which includes 5% (equivalent to 103,545 cubic meters of water) of recycled water at the three soft drink manufacturing plants, i.e. recycled water is water from a production process that is reused in another cycle before being sent to final treatment and/or discharged into the environment.

The performance indicator of water consumption in 2015 was equal to 1.84 liters per liter of beverage produced under The Coca-Cola Company brand and 1.56 liters per liter of mineral water produced. The latter value however stood at 2.07 liters per liter of mineral water produced if one also considers water not used, that is to say water extracted solely for purposes of quality monitoring of the microbiological parameters and subsequently returned to the aquifer without undergoing any treatment.

This success confirms a commitment to improving and reducing the use of water as a result of the process optimization measures introduced.

Water CoNSUMPtIoN l/lpb company 2013 2014 2015 COCA-COLA HBC ITALIA water withdrawn 1,83 1,86 1,84FONTI DEL VULTURE water used 1,57 1,60 1,56 water withdrawn 2,15 2,15 2,07

In 2015, water discharges linked to production activities of Coca-Cola HBC Italia amounted to 1,011,826 cubic meters, including 80% caused by the soft drink manufacturing plants. In line with the commitment made in 2014, in June 2015 a specific action was initiated at the plant in Nogara in order to reuse 14,400 cubic meters of process water (80 cubic meters / day of wastewater) for washing dehydrators from sludge, thereby reducing the overall consumptionof water.

eNerGY MaNaGeMeNt

Coca-Cola HBC Italia has entered into a commitment to minimize energy consumption and the total impact of its emissions. The fight against climate change results in an open dialogue with suppliers in order to minimize CO2 emissions of the entire production chain, from production of raw materialsto management of cooling equipment on the market.

As a result of the strong commitment to development and implementation of renewable energy sources and the like, photovoltaic systems were introduced at the plants in Nogara, Oricola and Marcianise. Moreover, the choice of the industrial cogeneration service at the three soft drink manufacturing plants (the opening of the first cogeneration plant in Marcianise is expected in June 2016), resulted in the reduction of the supply costs and emissions into the atmosphere, increasing energy efficiency and saving primary energy. Water supplies in 2015 were ensured by withdrawing 94% of the groundwater from wells and 6% from municipal aqueducts.

Water dISCharGeS (m3)

company 2015

COCA-COLA HBC ITALIA 811.208

FONTI DEL VULTURE 200.618

comPaNy ToTaL 1.011.826


enViRonMent

ewSCertifiCation

in 2015, Coca-Cola hbC italia completed the certification process for the two plants in nogara and Rionero in Vulture according to the ewS guidelines (european waterStewardship), which set criteria for the evaluation of water sources and quality, monitoring and mitigation of potential impacts determined by withdrawals and discharges and protection of hCvs (high Conservation valuearea). the performance level was fully compliant with all the main requirements and 90% of those considered minor, such as to allow the award of the gold level certification.

4342

eNerGY CoNSUMPtIoN (Mj) company 2013 2014 2015 ELECTRIC ENERGY COCA-COLA HBC ITALIA 284.314.795 225.233.969 233.547.341 FONTI DEL VULTURE 52.323.882 49.211.853 51.527.448 comPaNy ToTaL 336.638.677 274.445.821 285.074.789THERMAL ENERGY* COCA-COLA HBC ITALIA 188.520.288 209.690.198 227.195.390 FONTI DEL VULTURE 3.592.873 3.134.634 2.558.856 comPaNy ToTaL 192.113.161 212.824.832 229.754.245FUEL OIL** COCA-COLA HBC ITALIA 39.181 18.810 44.070 FONTI DEL VULTURE 8.775 8.190 2.379 comPaNy ToTaL 47.956 27.000 46.449 * The consumption of thermal energy specifically takes account of methane, refrigeration, steam, hot water and heavy oil.

** The consumption of fuel oil only includes light oil.

In 2015, the total energy consumption amounted to 514,875,483 MegaJoule, in addition to 1,366,056 MegaJoule from solar energy. Energy consumption can also be given in terms of quantity of used energy equivalent to 0.4 MegaJoule per liter of beverage under The Coca-Cola Company brand and 0.15 MegaJoule per liter of mineral water produced.

INGredIeNtS USed For the ProdUCtIoN oF BeVeraGeS (t) ingredient 2012 2013 2014 2015 SUGAR AND OTHER SWEETENERS 126.173 119.609 104.083 107.531CONCENTRATE 9.321 8.529 7.898 8.432FOOD GRADE CO2 19.820 19.136 17.207 17.494

In 2015, work continued on the optimization of energy consumption with specific projects at the various sites and, similarly to what was done for water, an improvement plan was launched for the period 2016-2020, which will be engaging the engineering & Sustainability team in the search for innovative technical solutions.

USe oF raW MaterIaLS

Coca-Cola HBC Italia controls its processes to constantly monitor the use of raw and auxiliary materials in detail within each production facility.

As a result of the increase in production volumes, in 2015 the amount of raw materials used for the production of beverages under The Coca-Cola Company brand and for the bottling of mineral water grew slightly compared to 2014.

In 2015, food grade CO2 produced by recycling processes at the plant in Nogara amounted to 9,667 tons (i.e. 100% of CO2 used at the site).

This is why the company works to improve five areas of action:

reducing and optimizing the weight and volume of packaging;

optimizing pallets;

Using, ecycled materials, where technically possible, for its packaging and recyclable beverage containers;

encouraging consumers to properly dispose of the packs after consumption of its products, raising awareness as to the separate collection of packaging materials and advising against the practice of leaving behind litter;

Supporting fair initiatives and stimulating innovative packaging solutions in a closed cycle.

Coca-Cola HBC Italia used about 80,000 tons of various materials for product packaging in 2015.

theSuStainabilityofpaCkaging

MaIN MaterIaLS USed (t) material company 2013 2014 2015GLASS COCA-COLA HBC ITALIA 14.478 11.508 24.972 FONTI DEL VULTURE 0 0 0 comPaNy ToTaL 14.478 11.508 24.972PET COCA-COLA HBC ITALIA 23.135 22.153 23.227 FONTI DEL VULTURE 8.545 5.513 6.372 comPaNy ToTaL 31.680 27.666 29.599ALUMINUM COCA-COLA HBC ITALIA 17.467 11.557 11.563 FONTI DEL VULTURE 0 0 0 comPaNy ToTaL 17.467 11.557 11.563PE FILM COCA-COLA HBC ITALIA 4.729 3.895 4.587 FONTI DEL VULTURE 1.147 662 909 comPaNy ToTaL 5.876 4.557 5.495CARDBOARD COCA-COLA HBC ITALIA 3.970 3.886 4.158 FONTI DEL VULTURE 794 780 719 comPaNy ToTaL 4.765 4.666 4.877PLASTIC LABELS COCA-COLA HBC ITALIA 496 478 495 FONTI DEL VULTURE 203 148 201 comPaNy ToTaL 699 626 696CARDBOARD LABELS COCA-COLA HBC ITALIA 31 30 73 FONTI DEL VULTURE 90 45 54 comPaNy ToTaL 3.090 2.314 127PLASTIC CAPS COCA-COLA HBC ITALIA 2.385 1.860 2.410 FONTI DEL VULTURE 705 454 449 comPaNy ToTaL 3.090 2.314 2.859TOTAL MATERIALS USED COCA-COLA HBC ITALIA 66.691 55.366 71.484 FONTI DEL VULTURE 11.484 7.602 8.704 comPaNy ToTaL 78.175 62.968 80.188

Coca-Cola hbC italia continuously works for the promotion of sustainable packaging and in its search for sizes and materials capable of optimizing and reducing the environmental impact of the packaging of its products, both during the production process and after use by consumers.

107.531 Sugar and other sweeteners

8.432 Concentrate

17.494 Food grade CO2


enViRonMent

44 45

continuing to increase the recycled content of beverage packaging is a goal for coca-cola hbc italia; in fact, in 2015 it used 55% of aluminum and 15% of glass for the production of beverages under The Coca-Cola Company brand and 31% (1,977,019 kg) of bio PeT for the production of mineral water.

In a context where the issue of waste and its disposal tends to become more and more critical, attention to how packaging is designed, manufactured and handled after being used has a significant impact both on the Company, which must balance food security, marketing and economic needs, and on the environment.

Conaiaward

in 2015, Fonti del Vulture was among the winners of the “Conai award on prevention - enhancing the environmental sustainability of packaging”, which rewards the most innovative and environmentally-friendly packaging solutions. the award was given to three projects for the light-weighting of packaging, which led to a reduced use of pet plastic bottles. in particular, these actions involved the pet bottleneck area and the high density polyethylene (hdpe) cap resulting in the following percentage reductions in the weight of the bottle: 6% for the 2-liter plantbottle of lilia mineral water; 18% for the 0.5-liter bottle of Sveva mineral water and 7% for the 1.5-liter bottle of toka mineral water. the award ceremony was held at the triennale di Milano on december 1 in collaboration with Corriere della Sera, which was followed by a communication campaign in regard of the winners promoted in the insert of Corriere della Sera, “Corriere innovazione”.

plantbottle:thepetplasticbottle,upto30%ofvegetableorigin

an example of innovative packaging was provided by the Coca-Cola Company and used for the first time by Fonti del Vulture in italy in 2014: the plantbottle, whose use continued in 2015 for 1.5-liter lilia bottles. the extraordinary revolution of the fully recyclable pet plastic bottle, made up of a combination of traditional materials and a percentage of up to 30% of organic origin, consists in the plastic material from vegetable sources that, unlike the existing ones, can be processed in the recycling installations for traditional pet. the material of the new bottles enables a considerable reduction of carbon dioxide emissions and is fully responsive to the waste reduction, reuse and recycling policy.

plantbottle:thepetplasticbottle,upto30%ofvegetableorigin

un esempio di packaging innovativo è stato realizzato da the Coca-Cola Company e adoperato per la prima volta nel 2014 in italia da Fonti del Vulture: plantbottle, il cui utilizzo è proseguito nel 2015 per le acque lilia da 1,5 litri.la straordinaria rivoluzione della bottiglia di plastica pet completamente riciclabile, ricavata da una combinazione di materiali tradizionali e una percentuale fino al 30% di origine vegetale, è la particolarità della materia plastica di origine vegetale che, a differenza di quelle esistenti, può essere processata in impianti di riciclo per il pet tradizionale. il materiale delle nuove bottiglie consente una riduzione considerevole delle emissioni di anidride carbonica ed è pienamente rispondente alla politica di riduzione, riuso e riciclo dei rifiuti.

WaSte MaNaGeMeNt aNd reCYCLING

Another indicator monitored by Coca-Cola HBC Italia is the production of solid waste, the management of which is crucial for sustainable development. The total in 2015 stood at 11,832 tons, and the amount of hazardous waste generated further decreased, from 42 to 34 tons.

In 2015, nearly all of the waste produced (over 99%) was classified as non hazardous waste (this was, in particular,

WaSte ProdUCed (t) classification company 2013 2014 2015 HAZARDOUS WASTE PRODUCED COCA-COLA HBC ITALIA 58 38 34 FONTI DEL VULTURE 1 4 0,63 comPaNy ToTaL 59 42 34NON-HAZARDOUS WASTE PRODUCED COCA-COLA HBC ITALIA 9.204 11.421 11.235 FONTI DEL VULTURE 441 430 563 comPaNy ToTaL 9.645 11.851 11.798TOTAL WASTE PRODUCED COCA-COLA HBC ITALIA 9.262 11.459 11.268 FONTI DEL VULTURE 442 434 564 comPaNy ToTaL 9.704 11.893 11.832

packaging waste such as paper, cardboard, plastic and glass that are sent for recycling at most of the plants).

Although Coca-Cola HBC Italia invests in waste recycling, in 2015 the percentage of recycled materials was 89.30% of the total output, a slight decrease compared to 2014. The delays in the renewal of the operating license by a recycler, certain compliance issues of the forms and the limited capacity of the plants at destination did not allow the Company to report a higher percentage of waste to be sent for recycling.

WaSte reCYCLed (%) company 2013 2014 2015

COCA-COLA HBC ITALIA 98,40% 97,81% 88,82%

FONTI DEL VULTURE 98,75% 99,38% 99%

comPaNy ToTaL 98% 98% 89,30%


enViRonMent

WaSte reCYCLed

by Fonti del Vulture

46 47

emiSSionS

Coca-Cola hbC italia is aware of the effects caused by greenhouse gas emissions and that an energy policy geared to the search for efficiency could mitigate them.

Co2 eMISSIoNS

A new approach to the subject is evidenced by the improvement targets set for 2016, in view of the Europe 2020 strategy, which provides for the use of cogeneration sources and renewable energy sources for corporate fleets. In fact, making refrigeration more sustainable, one of the largest sources of global carbon emissions due to the high global-warming potential of hydro fluorocarbons (hFCs), is the greatest commitment of Coca-Cola hBC Italia in this field.Significant investments were made during the course of 2015 to meet the commitment undertaken by Coca-Cola Hellenic Bottling Company not to introduce equipment with hydro fluorocarbons on the market asfrom 1 January 2016. the purchase of new equipment without hydro fluorocarbons as Co2refrigerants, which avoid 99% of direct emissions, and hydrocarbon refrigerants (hC) is a first step to achieving that goal.Another area of action concerns the selection of suppliers and their awareness. The “Specifications for the provision of primary transport” is a document, an integral part of the contract of carriage, which each supplier has the obligation to respect. It includes the request to use vehicles that at least meet the EURO IV standard (a set of standards on emissions, which apply to new road vehicles sold in the European Union as of 2006, as part of the air pollution reduction policy). The company’s attention to this issue is also reflected in assessments instrumental to the selection of suppliers with regard to the energy sources used and energy consumption plans adopted.

Co2 eMISSIoNS (t) company 2013 2014 2015

COCA-COLA HBC ITALIA 9.899 6.065 6.093

FONTI DEL VULTURE 145 120 112

comPaNy ToTaL 10.044 6.185 6.205

For 2015, the value should not be referred to general carbon emissions, which take account both of scope 1 and scope 2 (direct and indirect emissions of greenhouse gases) in the Dow Jones Sustainability Index. The latter, in fact, also includes the impacts of fleet management and the CO2 associated with the consumption of electric energy, while the figure reported here only refers to CO2 associated with the consumption of natural gas only at the bottling sites.

LoGIStICS eFFICIeNCY

Storage and distribution are an essential part of the activities of Coca-Cola HBC Italia: the efforts in the field of logistics innovation, optimization of distribution networks and routes are significant and long-lasting, while still guaranteeing high quality standards in product delivery to customers. The production and distribution network was redesigned in recent years to cope with the changes occurring in the target market, both in terms of the location of customers and for the purpose of following the sales department’s strategies. Investments were made in the distribution network with tangible benefits on the reduction of kilometers traveled by the means of transport. In recent years a reassessment of the supply base was undertaken to favor partners capable of offering the storage of products and delivery of orders by optimizing distances traveled and consolidating cargo. With a view to reducing its environmental impact, the Company also implemented a strategy favoring rail transport against road transport, particularly for mineral water due to the location of the production sites. During the course of 2015, the shipments handled by rail along intermodal routes were 1,902, covering a distance of 1,305,487 km from the beginningof the year, with a total savings of € 234,869.00 and 1,037,435 kilograms of Co2 avoided.

Zed-ZeroemiSSionSdiStribution

Zeroemissionsdistribution is a virtuous system that offers a green logistics model, effective and truly sustainable to serve city centers and limited traffic Zones.the project, undertaken by Coca-Cola hbC italia and Mancinelli due, respectively lead sponsor and main investor in Zed, was developed by università la Sapienza in Rome (diet and diae), CnR (italian national research council), poMoS (polo della Mobilita Sostenibile, center for sustainable mobility) and the Scientific association bip - best ideas & projects. an electric vehicle with a 140-km range, lithium and ferrite ions batteries, gradeability of 21% and maximum payload of 2.5 tons was developed and built. in october 2014, the first electric vehicle began operating in the historic center of Rome. when fully operational, the project will distribute about 300 shipments a day in the limited traffic Zone of the italian Capital from a warehouse located 15 km from the city center with6electricvehiclespoweredbyrenewablesources.

the main benefit of Zed in the medium term will be asignificantreductioninCo2emissions(i.e.1,517,811kg/year), theeffectofwhichwillbeequivalenttothereforestationofabout205hectares. Zed wants to stand as a reference model to be replicated in other italian cities.

ZerowaStelogiStiCS

in 2015, Coca-Cola hbC italia earned the award “logistics of the year”, organized by assologistica and euromerci, thanks to the project “Zerowastelogistics”, in collaboration with Chep and Carrefour italia. this project is another example of the Company’s attention to sustainability of its logistics activities, involving the abandonment of the 80x60 disposable wooden pallets to adopt the pallet pooling solution offered by Chep italy, with the aim to reduce food waste, costs and environmental impact. Robust pallets are shipped to the outlets without handling along thesupplychain:this“one-touch”solutionenabledCoca-ColahbCitaliatodecreasethedamagetotheproductby65%andby83%withreferencetocansalone. Moreover, the 80x60 pallets allow a better visibility of the product at the point of sale thereby improving rotations and reducing the likelihood that products may expire.

the Chep solution is sustainable from the outset since the wooden pallet comes from managed forests and is certified by FSC (Forest Stewardship Council) and peFC (program for the endorsement of Forest Certification schemes). through the lCa model, “life Cycle assessment”, Chep has quantified the environmental benefits achieved by Coca-Cola hbC italia in 2015 by using rented pallets: 31%reductionofCo2emissionsequalto53tons;woodsavingsof93%,equalto364cubicmeters;92%lesswaste

indumpsitesequalto56tons. the model used is the first lCa on pallet pooling in italy that was attributed the logo of the environmental footprint assessment program by the italian Ministry

of the environment.

6veiColielettriCialimentati da fonti rinnovabili


enViRonMent

-1.037.435 kgofCo2avoidedthankstothetransportofgoodsbyrail

4848 49


CoMMunity

impaCtontheeConomyandemploymentinitaly

the findings of a research commissioned to Sda bocconi School of Management were presented in June 2015 for the purpose of analyzing and describing the value of the economic sector and the impact on employment generated by Coca-Cola in italy.

CoMMUNItYCommitment to Creating Value

1st PLaCein the soft drinks sector

and in the beverage industry

The analysis included the activities of the three companies on the national territory, Coca-Cola HBC Italia, Coca-Cola Italia and Fonti del Vulture.

The findings testify to the leading role played by Coca-Cola in the national economic system in terms of resources generated and distributed.

The Company ranks first among the 332 companies in the soft drinks sector with the distribution of as much as 32.9% of total resources generated; it also ranks first in the beverage industry, which consists of 2,072 companies, where the company generates 8.1% of the industry’s total resources.

INdIreCt IMPaCt

SeCoNd LeVeL Suppliers with which

Coca-Cola does not maintain relations directly

dIreCt IMPaCt Employees and personnel employed at Coca-Cola offices and plants

INdIreCt IMPaCt

FIrSt LeVeL Suppliers with which

Coca-Cola maintains trade relations directly

impaCtontheeConomyandemploymentinitaly

theinitiativeSofCoCa-ColahbCitalia

promotionofanactivelifestyle

CoCa-ColahbCitaliafoundation

SupportfortheitalianredCrossandSpecialolympicsitalia

theeducational-recreationalprojectfabbricheaperte(openplants)

50 51


CoMMunity

The initiatives directly promoted by Coca-Cola HBC Italia on Italian territory are varied, ranging from product donations to numerous non-profit organizations in the country, to activities to encourage an active lifestyle.

theinitiativeSofCoCa-ColahbCitalia

attention to the territory and sustainability have always been the core values pursued by the Company in the communities in which it operates.

ProMotIoN oF aN aCtIVe LIFeStYLe

The promotion of an active lifestyle has always been a core value pursued by Coca-Cola HBC Italia in the communities in which it operates through numerous initiatives during 2015 that involved more than 2.3 million people, over 580,000 of which did some physical exercise. The company was a partner to 81 sporting events, competitive or otherwise, up 9% compared to 2014. Even during non-sporting events the company offered the possibility to do physical exercise by setting up the Coca-Cola Sports Village, , itinerant facilities devoted to sports and fun, open to the public. There were many sports to be played there: volleyball, foosball, badminton, table tennis, human foosball, basketball, exercise bikes, rowing but also zumba workout, physical exercises and postural training. In 2015, the “Village” facilities were in particular set up on the occasion of three events attracting large audiences, such as the Giffoni experience, the Friendship Meeting in rimini and the preview of the Festa del torrone (nougat feast) in Cremona, which collectively involved more than 1,100,000 visitors. A number of shopping malls of two major retailing brands, auchan and Carrefour, where the “Village” facilities were set up for the first time in 2015 should also be added.

Giffoni experience

For the seventh consecutive year, Coca-Cola HBC Italia was a Giffoni Experience partner, the most important film festival for young people of Italy, now in its 45th edition, which was held between 17 and 26 July in Giffoni Valle Piana, in the Provincial District of Salerno. There were 16,000 people involved in the sports activities at the Coca-Cola Sports Village and 236,000 total admissions were recorded during the event. The “Coke Day”, a day fully dedicated to Coca-Cola, took place on the Festival’s opening day. It ended with a flash mob that involved over 3,000 young jury members.

The presence of Coca-Cola HBC Italia at the Giffoni Experience was also accompanied by a commercial venture with Conad, also a partner of the event for young people, through a promotional campaign in 31 stores in the Provincial District of Salerno.

Friendship Meeting in rimini

For the tenth year, Coca-Cola HBC Italia was a partner to the Friendship Meeting in Rimini, which was held on 20-26 August 2015 and is recognized internationally as the most important cultural religious event on Italian territory. In 2015, it had 800,000 visitors and 25,000 of them did physical exercise while having fun at the Coca-Cola Sports Village.

Preview of the Festa del torrone

For the third consecutive year, Coca-Cola HBC Italia also renewed its partnership with the Festa del Torrone, involving more than 8,000 of the 70,000 people who visited the preview event in Cremona on October 24 and 25.

Shopping Malls

Two large retailing customers, Carrefour and Auchan, were involved at 10 shopping malls in five Italian regions during four weekends, offering customers of the two brands an opportunity to do physical exercise. Various adaptable modules of the Coca-Cola Sports Village were designed in order to offer the possibility to try 13 different sports disciplines, which involved more than 103,000 participants in total. Moreover, as of December 2015, at the Carrefour shopping mall in Carugate Milanese, in the Provincial District of Milan, the space “Il movimento è felicità” (Movement is Bliss) was opened, a space dedicated to the promotion of physical exercise, which will remain operational throughout 2016 and will witness a succession of different sports activities. The first experience was cycling and therefore a bicycle was the protagonist of the event. The events described above were followed by initiatives of Coca-Cola HBC Italia addressed to its customers. More than 10,500 people were in fact involved in recreational and sports activities on several occasions, including the conference “L'Inkontro Nielsen”, dedicated to large retailing customers, which represented a moment of reflection on the economic situation and the evolution of the consumers' behavior.

Other initiatives to promote an active lifestyle were held with the support of Coca-Cola HBC Italia Foundation in partnership with non-profit organizations.

The analysis shows that in 2014 Coca-Cola distributed resources amounting to € 481 million, the largest share of which went to enterprises, i.e. 76%. The figures change when one considers the resources generated by taxes on products, a total value of € 815 million (representing 0.05% of national GDP):

45% of reSourceS WeNT To eNTerPriSeS

aNoTher 45% To The STaTe

The remaiNiNg 10% To houSehoLdS

If the direct impact on employment generated by Coca-Cola with its plants located in Italy is added to the indirect impact on employment, about 26,000 jobs (equivalent to 0.1% of the total workforce nationwide) were concerned in 2014.

In practice, 13 indirect jobs should be added to every direct job within the Italian economy. The number of people who, in partly or in whole, depend on labor income generated by Coca-Cola in Italy is therefore approximately 70,000 people. The research highlights that, in the hypothetical scenario in which Coca-Cola Italy was no longer to operate in the Country, the national economy would face a loss of resources amounting to € 481 million, representing 0.01% of total resources generated in Italy, and an increase of 0.29% in the unemployment rate.

The results of the research thus show that Coca-Cola actively participates in the development of the country, significantly contributing to the creation of added value and jobs for the benefit of the national economy.

FroM CoCa-CoLa IN ItaLY:

FroM taxeS oN CoCa-CoLa

ProdUCtS:

€ 334 million

€ 481 million

€ 815 million

of GdP

52 53


gloSSaRy

The Foundation, established in 2005, aims to support and find effective solutions to promote respect for the environment and the territory, highlight the importance of health and physicalwell-being, support physical activity and encourage training, education and research. .

CoCa-ColahbCitaliafoundation

Coca-Cola hbC italia Foundation was born out of the will of the Company to implement and support projects which in themselves constitute a complement to the corporate activities of Coca-Cola hbC italia.

SUPPort For the ItaLIaN red CroSS aNd SPeCIaL oLYMPICS ItaLY

In 2015, thanks to the partnership between Coca-Cola HBC Italia and Autogrill, Coca-Cola HBC Italia Foundation for the third consecutive year supported the Italian red Cross with the initiative “Menù Perfetto -Christmas Edition” (Perfect menu - Christmas edition), to promote sports among kids of underprivileged families. From 30 November 2015 to 10 January 2016, the association was given a portion of the proceeds arising from the purchase of “Perfect Menus” and “Super Menus” being respectively sold in over 400 Acafé cafés and snack bars across the Country and in about 50 Spizzico cafés in the Travel & City channel (cities, shopping malls, stations and airports). The new smartphone application “Red Break”, which creates and sends free Coca-Cola Christmas greeting e-cards, was launched in 2015. By purchasing a “Perfect Menu” or “Super Menu”, consumers had the opportunity to customize their greeting cards with their own photos and dedications by using the code on the receipt. The app also allowed customers to make a donation to the Italian Red Cross using the appropriate banner. The employees of Coca-Cola HBC Italia actively supported the partnership: Christmas fairs were organized in all Company branches and offices, where funds were collected to be donated to the Red Cross through the sale of exclusive Coca-Cola branded gadgets. Coca-Cola HBC Italia Foundation, for the eleventh consecutive year, renewed its support for Special olympics Italia, the international training and athletic competition program for people with intellectual disabilities. Together with UCI Cinemas, the fundraising campaign “Su tutte le piste... per un unico traguardo” (On all the tracks ... for one goal) raised awareness for the issue of social inclusion of persons with disabilities. For each of the “Maxi Menu Double” and “Large Menu” purchased at one of the 46 cinema theaters of the UCI Cinemas circuit throughout Italy, part of the proceeds was donated to Special Olympics Italia to contribute to the organizational expenses of the National Winter and Summer Games 2016 , important gatherings for athletes, their families, volunteers and the public. Several employees of Coca-Cola HBC Italia carried out voluntary work for a day during the three stages of the 2015 National Summer Games of Special Olympics Italia, helping to spread knowledge about intellectual disability and educate younger people to the understanding and appreciation of diversity in all its manifestations.

the reCreatIoNaL-edUCatIoNaL ProjeCt FaBBrIChe aPerte (oPeN FaCtorIeS)

In support of initiatives to protect and respect the environment and the territory, the Company promoted the educational project “Fabbriche Aperte” (Open Factories), which, in its third year in 2015, reached 2.8 million people. The initiative aims to raise the awareness of students on the importance of recycling, reuse of waste materials and proper management of resources. 4,500 students were hosted at the plants in Nogara, oricola, Marcianise and rionero in Vulture, where they had the opportunity to discover the innovative technology of the production lines and the commitment of Coca-Cola HBC Italia to reducing its environmental impact, and they could participate in fun educational workshops on the topics proposed by the project “Open Factories”.

Moreover, about 2,000 schools received educational kits produced under the patronage of CoNaI, containing useful information about the importance of recycling, creative reuse of waste materials and protection of our planet’s resources. The 2015 edition saw the introduction of an educational test, “Noi ricicliamo così” (We recycle like this), which involved about 700 classrooms around the country and collected more than 1,500 compositions. The young students in elementary school (fourth and fifth grade) and secondary school, junior and high school, were called upon to free their imagination, craftsmanship and technical skills in order to submit their original proposals for the creative recycling of waste thereby providing a testimony to their environmental commitment. The three winning schools in the educational tests, one for each school level, were awarded a grant for the purchase of teaching material.

GLoSSarY

aa1000 Standard developed by ISEA (Institute of Social and Ethical Accountability), which provides guidelines for the preparation of sustainability reports, assurance of the same and stakeholder engagement. Its goal is to help organizations understand the responsibility and consequences of their actions, decisions, policies and performance, particularly in relation to social and environmental fields, in order to stimulate them to being transparent and ensuring sustainable development.

aCCIdeNt A “work accident” is an event that may occur to employees during the course of their work, which leads to absence from work for at least one day, excluding the day of occurrence.

aSSoBIBe (Associazione Italiana tra gli Industriali delle Bevande Analcoliche, Italian association of industrialists of non-alcoholic drinks) National trade association, a member of Confindustria, which represents, protects and assists Italian companies that produce non-alcoholic drinks. The majority of businesses in the industry, of all sizes and located throughout the Italian territory, is a member.

CarBoN CLear World leading provider of efficient energy management and emissions reduction and a founding member of the “International Carbon Reduction and Offset Alliance” (ICROA).

CUStoMer Entity that sells or serves Coca-Cola HBC Italia products directly to the consumer.

CoNCeNtrate Base to which water and other ingredients are added to produce a beverage.

doW joNeS SUStaINaBILItY INdex World stock market index assessing corporate social responsibility, set up in 1999 with the aim of tracking the financial performance of securities that stand out for their excellent results in the economic, social and environmental area, highlighting the leading companies in the area of sustainability for each sector.

FINaNCIaL tIMeS StoCk exChaNGe Share index of the 100 largest companies listed on the London Stock Exchange. The index is calculated and reported by the FTSE Group, an independent company owned by The Financial Times and by the London Stock Exchange.

GrI - SUStaINaBILItY rePortING GUIdeLINeS Reference standard that provides a generally accepted model for reporting an organization’s economic, environmental, and social performance. The fourth generation of the Guidelines (G4) was published in May 2013 during the “Global Conference on Sustainability and Reporting” in Amsterdam.

hdPe (High-density polyethylene) Addition polymer produced from oil refining. It is a widely used plastic material for the production of rigid packaging such as flasks and bottles.

LCa (Life Cycle Assessment) Assessment tool used to analyze the environmental impact of a product, activity or process along all the stages of their life cycle. The analysis quantifies the use of resources (“inputs” such as energy, raw materials, water) and environmental emissions (“outputs” in the air, water and soil) associated with the system being assessed.

LPB Liter per beverage

oPeratIoNS dePt. Personnel engaged in the production facilities of drinks manufactured under The Coca-Cola Company brand and the bottling plants of mineral waters, warehouses and the relevant technical support.

Pe Polyethylene. Plastic material used for the packaging film of bottle multipacks.

Pet Polyethylene terephthalate. Plastic material used for packaging, including light bottles with high tensile strength. PET can be recycled into containers with non-food products, clothing, carpets, automotive parts and industrial materials.

PLaNt Production facilities of drinks manufactured under The Coca-Cola Company brand.

reCoNdItIoNING Regular maintenance by Technical Service & Equipment (TS&E) of display refrigerators and various beverage refrigeration systems.

SaLeS dePt. Commercial department that manages relations with customers by developing the brands in the various distribution channels. It deals with activating points-of-sale, product display, promotions and ensures that the product is always available to the consumer and meets high quality standards.

tS&e (Technical Service & Equipment)Technical service center dedicated to reconditioning and maintenance of display refrigerators of Coca-Cola HBC Italia, supported by a team of technicians operating on Italian territory in direct contact with customers. Among the activities of TS&E, the main area is dedicated to refurbishment, i.e. the overhaul and reconditioning of equipment: repair of display refrigerators, facilities for the provision of draft drinks and vending machines. The sale of this business unit took place in 2013.

tPV Machine Third-party vending machine.

UNeSda (Union of European Soft Drinks Associations). European association founded in Brussels in 1958 to support and defend the interests of the producers of non-alcoholic beverages in such areas as food safety and science, health and nutrition, consumer trust and satisfaction, competitiveness and environmental sustainability.

54 55


table

the following gRi index is presented with reference to the option in accordance-Core, as required by the gRi-g4 guidelines. the indicators found in the “Food processing Sector Supplement”, a specific gRi document for the food production sector, were also included.

gri-g4ContentindeX

Ind. description reference to chapter / paragraph

Page Notes / additions

G4-1 A statement of the importance of sustainability for the organization, as well as the organization's strategy to manage sustainability.

Letter to stakeholders; the path of sustainability 3, 5

G4-2 Description of key impacts, risks and opportunities Matrix of material aspects 9

G4-3 Name of the organization Coca-Cola HBC Italia 11

G4-4 Primary brands, products and / or services Range of Coca-Cola products 19

G4-5 Headquarters Coca-Cola HBC Italia 11

G4-6 Countries where the company operates Coca-Cola HBC Italia 12

G4-7 Ownership and legal form Governance system 15 - 17

G4-8 Markets served Coca-Cola HBC Italia 12

G4-9 Scale of the organization People of Coca-Cola HBC Italia; Production and sales

23, 33 - 35

G4-10 Employee characteristics People of Coca-Cola HBC Italia 23-25

G4-11 Employees covered by collective bargaining agreements

People of Coca-Cola HBC Italia 23

100%: tutto il personale è garantito dalla contrattazione collettiva nazionale

G4-12 Description of the supply chain Sustainable procurement policies 36 - 37

G4-13 Significant changes regarding the organization’s size, structure, ownership or supply chain The new supply chain 37

G4-14 Precautionary approach in risk management Tools governing corporate conduct 16, 17

G4-15List of initiatives, principles, papers on economic, social and environmental issues subscribed by the organization

Tools governing corporate conduct 16, 17

GeNeraL StaNdard dISCLoSUre

StrateGY aNd aNaLYSIS

ProFILe oF the orGaNIZatIoN

For the year 2015, Coca-Cola HBC Italia did not provide external assurance, considering it more appropriate to consolidate the process and devote more resources to a detailed analysis of material aspects.

G4-16 List of associations and national / international advocacy organizations

Responsible marketing; support for the Italian Red Cross and Special Olympics Italy

21, 52

G4-17List of entities included in the organization’s consolidated financial statements and those not included in the sustainability report

Corporate reporting 6

G4-18Explanation of the process for defining the report content and manner in which the organization has implemented its reporting principles

Methodological references 6, 7

G4-19 Material aspects identified in the process of defining report content Matrix of material aspects 7 - 9

G4-20 Material aspects outside the organization Matrix of material aspects 7 - 9

G4-21 Material aspects outside the organization Matrix of material aspects 7 - 9

G4-22Report of the effects of any restatements of information provided in previous reports, and the reasons for such restatements

Social reporting; methodological references 6, 7

G4-23 Significant changes from previous reporting periods in the scope and aspect boundaries

Social reporting; methodological references 6, 7

G4-24 List of stakeholder groups engaged by the organization

Stakeholders: mapping and engagement activities 6, 7

G4-25 Basis for identification and selection of stakeholders with whom to engage


G4-26 Approach to stakeholder engagement Stakeholders: mapping and engagement activities 6, 7

G4-27 Key topics and concerns that have been raised through stakeholder engagement


G4-28 Reporting period Social reporting 6

G4-29 Date of most recent previous report Social reporting 6

G4-30 Reporting cycle Social reporting 6

G4-31 Contact point and addresses for questions regarding the sustainability report and its contents

For further details and clarifications on the contents, please refer to the contact details published in the social responsibility section of the company’s website

G4-32 GRI content index GRI-G4 content index 54 - 63

G4-33 Assurance Policies and Practices Social reporting 6

G4-34 Governance structure, including committees of the highest governance body Governance system 15

G4-56 Values, principles, standards and norms of behavior of the organization

Strategic pillars and values of Coca-Cola HBC Italia 13, 14

IdeNtIFIed MaterIaL aSPeCtS aNd BoUNdarIeS

rePort ProFILe

StakehoLder eNGaGeMeNt

GoVerNaNCe

ethICS aNd INteGrItY

56 57


table

Ind. description reference to chapter / paragraph Page Notes / additions

G4-eC3 Coverage of the organization’s defined benefit plan obligations Obligations as provided by law

G4-dMa Disclosure on management approach The people of Coca-Cola HBC Italia 23 - 31

G4-eC5 Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation The people of Coca-Cola HBC Italia 24

G4-dMa Disclosure on management approach Community, commitment to creating value 49 - 52

G4-eC8 Significant indirect economic impacts, including the extent of impactsEconomic and employment impact; promotion of an active lifestyle; support for the Italian Red Cross and special Olympics Italy

49, 50, 52

G4-dMa Disclosure on management approach Sustainable procurement policies 36, 37

G4-eC9 Proportion of spending on local suppliers at significant locations of operation Sustainable procurement policies 36, 37

FP1 Percentage of purchased volume from suppliers compliant with company’s sourcing policy. Sustainable procurement policies 36, 37

GG4-dMa Disclosure on management approach Use of raw materials 42

G4-eN1 Materials used by weight or volume Use of raw materials 42

G4-eN2 Percentage of materials used that are recycled input materials Use of raw materials 42

G4-dMa Disclosure on management approach Energy management 41, 42

G4-eN3 Energy consumption within the organization Energy management 42

G4-eN5 Energy intensity Product life cycle; energy management 39, 42

G4-eN6 Reduction of energy consumption as a result of energy efficiency initiatives Energy management 41, 42

G4-eN7 Reductions in energy requirements of products and services Product life cycle; energy management 39, 42

G4-dMa Disclosure on management approach Water management 40, 41

G4-eN8 Total water withdrawal by source Water management 40, 41

G4-eN10 Percentage and total volume of water recycled and reused Water management 41

G4-eN12Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas

(n/a)

G4-eN13 Habitats protected or restored None

SPeCIFIC StaNdard dISCLoSUre

eCoNoMIC PerForMaNCe

eNVIroNMeNtaL PerForMaNCe

Market PreSeNCe

INdIreCt eCoNoMIC IMPaCt

ProCUreMeNt PraCtICeS

raW MaterIaLS

eNerGY

Water

BIodIVerSItY

58 59


table

G4-dMa Disclosure on management approach Emissions 46, 47

G4-eN15 Direct greenhouse gas emissions Emissions 46, 47 For the year 2015, the value should not be referred to scope 1 and scope 2 (direct and indirect emissions of greenhouse gases), since the data given refers to co2 associated with the consumption of natural gas only at the bottling sites.

G4-eN16 Energy indirect greenhouse gas emissions Emissions 46, 47 For the year 2015, the value should not be referred to scope 1 and scope 2 (direct and indirect emissions of greenhouse gases), since the data given refers to co2 associated with the consumption of natural gas only at the bottling sites.

G4-eN18 Greenhouse gas emissions intensity Product life cycle 39

G4-eN19 Reduction of greenhouse gas emissions Emissions 46, 47

G4-eN20 Emissions of ozone-depleting substances Emissions 46, 47

G4-eN21 Emission of nitrogen oxides (NOx), sulfur oxides (SOx) and other significant air emissions, by type and weight

There are no significant emissions of NOx and SOx with the exception of those produced by natural gas combustion. These emissions are in any case subject to all the checks required by applicable laws.

G4-dMa Disclosure on management approach Water management; waste management and recycling 40, 41, 45

G4-eN22 Total water discharge by quality and destination Water management 41

G4-eN23 Total weight of waste by type and disposal method Waste management and recycling 45

G4-eN24 Total number and volume of significant spills Water management 41

G4-eN25Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel convention and percentage of transported waste shipped internationally

Water management; waste management and recycling 40, 41, 45

G4-dMa Disclosure on management approach Sustainability of packaging 43, 44

G4-eN27 Extent of impact mitigation of environmental impacts of products and services Sustainability of packaging 44

G4-eN28 Percentage of products sold and their packaging materials that are reclaimed by Category Sustainability of packaging 43, 44

G4-dMa Disclosure on management approach Logistics efficiency 46, 47

G4-eN30Significant environmental impacts of transporting products and other goods and materials for the organization’s operations, and transporting members of the workforce

Logistics efficiency 46, 47


G4-eN32 Percentage of new suppliers that were screened using environmental criteria Sustainable procurement policies 37

In 2015, 100% of new suppliers were monitored based on the supplier guiding principles that provide for respect for human rights, the environment, social customs, and labor laws. Again in 2015, more than 85% of accredited suppliers were found to have signed the Supplier Guiding Principles of Coca-Cola HBC Italia, and 64.8% of new entrants accepted the call for subscription and adherence to the SGPs.

G4-dMa Disclosure on management approach The people of Coca-Cola HBC Italia 23 - 25

G4- La1 Total number and rates of new employee hires and employee turnover by age group, gender and region The people of Coca-Cola HBC Italia 24, 25

G4- La2 Benefits provided to full-time employees that are not provided to temporary or part-time employees Work, energy for growth 23 - 31

G4-dMa Disclosure on management approach The people of Coca-Cola HBC Italia 25

G4- La4 Minimum notice periods regarding operational changes (organizational changes), including whether these are specified in collective agreements

The organizational changes that are necessary for a better management of operations are implemented after informing the union representatives. The national collective bargaining agreement, by contract, entails the setting of a minimum notice period to personnel in the event of operational or organizational changes.

ProdUCtS aNd SerVICeS

traNSPort

SUPPLIer eNVIroNMeNtaL aSSeSSMeNt

eMPLoYMeNt PraCtICeS aNd adeQUate LaBor CoNdItIoNSemployment

SoCIaL PerForMaNCe

eFFLUeNtS aNd WaSte

eMISSIoNS

Industrial relations

60 61


table

G4-dMa Disclosure on management approach Safety and welfare of employees 28 - 31

G4- La5 Percentage of total workforce represented in formal joint management–worker health and safety committees 100%

G4- La6Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender

Occupational health and safety 28

G4- La7 Workers with high incidence or high risk of diseases related to their occupation Occupational health and safety 29, 30

At Coca-Cola HBC Italia, the following terms apply: INJURIES: sales personnel exposed to the risk of road accidents, because of the distances; and OCCUPATIONAL DISEASES: there are no tasks considered at high risk of occupational disease.

G4- La8 Health and safety topics covered in formal agreements with trade unions No specific agreements were signed in regard of occupational health and safety.

G4-dMa Disclosure on management approach People training; people development 25, 26, 27

G4- La9 Average hours of training per year per employee by gender, and by employee category People training 25, 26

G4- La10Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

People development 27

G4- La11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category People development 27


G4- La12Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

The people of Coca-Cola HBC Italia 24


G4- La13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation The people of Coca-Cola HBC Italia 24


G4-La14 Percentage of new suppliers that were screened using labor practices criteria Sustainable procurement policies 37

G4-dMa Disclosure on management approach Tools regulating corporate conduct 16, 17

G4-hr3 Total number of incidents of discrimination and corrective actions taken In 2015, there were no events or reports relating to discrimination.


G4-hr5Operations and suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor

In compliance with Italian law, Coca-Cola HBC Italia makes no use of child labor and in 2015 100% of new suppliers were monitored based on the supplier guiding principles that provide for respect for human rights, the environment, social customs and labor laws.

G4-dMa Disclosure on management approach Tools regulating corporate conduct 16 - 17

G4-hr6Operations and suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor

In compliance with Italian law, Coca-Cola HBC Italia makes no use of child labor and in 2015 100% of new suppliers were monitored based on the supplier guiding principles that provide for respect for human rights, the environment, social customs and labor laws.

G4-dMa Disclosure on management approach Tools regulating corporate conduct 16 - 17

G4-hr8 Total number of incidents of violations involving rights of indigenous peoples and actions taken In 2015, there were no incidents violating rights of indigenous people.

hUMaN rIGhtSNon-discrimination

Child labor

Forced or compulsory labor

training and education

occupational health and safety

diversity and equal opportunity

equal remuneration for women and men

Supplier assessment for labor practices

Indigenous rights


G4-hr10 Percentage of new suppliers that were screened using human rights criteria Sustainable procurement policies 36, 37 In 2015, 100% of new suppliers were monitored based on the supplier guiding principles that provide for respect for

human rights, the environment, social customs, and labor laws.

G4-dMa Disclosure on management approach Local communities, commitment to create value 48 - 52

G4-So1 Percentage of operations with implemented local community engagement, impact assessments, and development programs

The recreational-educational project Fabbriche Aperte (open factories) 52


G4-So3 Percentage of operations assessed for risks related to corruption and the significant risks identified Tools regulating corporate conduct 16, 17 100%

G4-So4 Communication and training on anti-corruption policies and procedures

Corporate governance, business ethics and fight against corruption 15


G4-So9 Percentage of new suppliers that were screened using criteria for impacts on society Sustainable procurement policies 36, 37 In 2015, 100% of new suppliers were monitored based on the Supplier Guiding Principles that provide for respect for

human rights, the environment, social customs, and labor laws.

G4-dMa Disclosure on management approach Complaints resolution 21

G4-So11 Number of grievances about impacts on society filed, addressed, and resolved through formal grievance mechanisms Complaints resolution 21

G4-dMa Disclosure on management approach Responsible marketing; sustainability of packaging 21, 43 - 45

G4-Pr1 Percentage of significant product and service categories for which health and safety impacts are assessed for improvement Food quality and safety; Responsible marketing 20, 21 100%

FP4

Nature, scope and effectiveness of any programs and practices (in-kind contributions, volunteer initiatives, knowledge transfer, partnerships and product development) that promote access to healthy lifestyles; the prevention of chronic disease; access to healthy, nutritious and affordable food; and improved welfare for communities in need

Responsible marketing;Promotion of an active lifestyle 21, 51

FP6 Percentage of total sales volume of consumer products, by product category, that are lowered in saturated fat, trans fats, sodium and added sugars Production and sales 33

G4-Pr2Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcome

Management systems 18 In 2015, there were no incidents of non-conformity that had an impact on food safety.

G4-dMa Disclosure on management approachThe label is under the jurisdiction of the Coca-Cola company, in planning and implementation terms and the adaptation to applicable legislation is ensured by the company. The products of the Coca-Cola company are labeled according to reg. No. 1169/2011 to allow consumers to make appropriate choices.

G4-Pr3Type of product and service information required by the organization’s procedures for product and service information and labeling, and percentage of significant product and service categories subject to such information requirements

Information to consumer is given in compliance with the law.

G4-Pr4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling Product labels are in compliance with the law.

G4-Pr5 Results of surveys measuring customer satisfaction Commercial policy 35

Supplier human rights assessment

SoCIetY

ProdUCt reSPoNSIBILItY

Local communities

anti-corruption

Supplier assessment for impacts on society

Grievance mechanisms for impacts on society

Customer health and safety

Product and service labeling

62 63


table

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