our route to sustainability 2016 / 17 - coca-cola hbc ag · our responsibility corporate social...

OUR ROUTE TO SUSTAINABILITY

2016 / 17GRI Report & Content Index

GRI Report & Content Index 2016 / 172

CONTENT Our Responsibility – 8 Focus Areas p 3

List of Material Topics p 4

Materiality Matrix 2017 p 5

Assurance Statement p 6

GENERAL DISCLOSURES p 7 Organizational Profile p 7 Strategy p 9 Ethics and Integrity p 9 Governance p 10 Stakeholder Engagement p 10 Reporting Practice p 11

TOPIC-SPECIFIC DISCLOSURES – Economic topics p 12 Indirect Economic Impacts p 12 Procurement Practices p 13 Anti-Corruption p 15 Anti-Competitive Behavior p 16

TOPIC-SPECIFIC DISCLOSURES – Environmental Topics p 17 Materials p 17 Energy p 19 Water p 21 Emissions p 23 Effluents and Waste p 24 Environmental Compliance p 25 Supplier Environmental Assessment p 26

TOPIC-SPECIFIC DISCLOSURES – Social Topics p 27 Employment p 27 Labor/Management Relations p 29 Occupational Health and Safety p 30 Training and Education p 31 Diversity and Equal Opportunity p 32 Local Communities p 33 Supplier Social Assessment p 34 Customer Health and Safety p 35 Marketing and Labeling p 37 Socioeconomic Compliance p 37


ProductWe offer our consumers a broad range of

refreshing and high-quality beverages.

Energy and climate changeWe make every effort to use energy as efficiently as possible in the production of our beverages.

Consumer wellbeingWe provide transparent nutritional informa-

tion and market our products responsibly.

Packaging and recyclingWe constantly strive to reduce the envi-ronmental impact of our packaging and the amount of waste we produce

EmployeesWe help our employees achieve their full

potential, continue to develop and act responsibly and safely.

Supplier relationsWe maintain close and sustainability-ori-ented relationships with our most import-ant suppliers.

Water stewardshipWe do everything we can to utilise our most important natural resource as efficiently as

possible.

Social commitmentWe contribute to value creation in Switzer-land. Furthermore we engage in charitable projects like voluntary work and fundraising campaigns.

OUR RESPONSIBILITY

Corporate social responsibility (CSR) is an indispensable part of Coca-Cola HBC's culture. It guides our decisions and investments to ensure our ability to operate in the long term.

Our business strategy is built on the fundamental principle of creating and sharing value with all of our stakeholders - consumers, customers, communities, employees and shareholders - and to develop our collabo-ration continuously.

We have integrated CSR across every aspect of our business. Therefore, we have defined eight CSR focus areas. We set ourselves targets and assess our progress in each of these areas.

Our route to sustainability

CORPORATE SOCIAL RESPONSIBILITY IS AN ESSENTIAL PART OF OUR CORPORATE PHILOSOPHY.


List of material topics

CROSS-REFERENCE TO 8 FOCUS AREAS AND GRI TOPIC-SPECIFIC DISCLOSURES

Focus Areas Material Issues Corresponding topic-specific disclosures (GRI)

Product Consumer wellbeing

Product quality & integrity GRI 416 Customer Health and Safety GRI 417 Marketing and Labeling

Consumer wellbeing Health & nutrition GRI 416 Customer Health and Safety GRI 417 Marketing and Labeling

Consumer wellbeing Responsible marketing GRI 416 Customer Health and Safety GRI 417 Marketing and Labeling

Employees Corporate governance, business ethics & anti-corruption GRI 205 Anti-Corruption GRI 206 Anti-Competitive Behavior GRI 307 Environmental Compliance

Employees Human rights & diversity GRI 405 Diversity and Equal Opportunity

Employees Employee well-being & engagement GRI 401 Employment GRI 402 Labor/Management Relations GRI 403 Occupational Health and Safety GRI 404 Training and Education GRI 419 Socioeconomic Compliance

Water stewardship Water stewardship GRI 303 Water GRI 306 Effluents and Waste GRI 307 Environmental Compliance

Energy and climate change Carbon & Energy GRI 302 Energy GRI 305 Emissions GRI 307 Environmental Compliance

Packaging and recycling Packaging recycling & waste management GRI 301 Materials GRI 306 Effluents and Waste

Supplier relations Sustainable sourcing GRI 204 Procurement Practices GRI 308 Supplier Environmental Assessment GRI 414 Supplier Social Assessment

Social commitment Community investment & engagement GRI 413 Local Communities GRI 419 Socioeconomic Compliance

Social commitment Direct & indirect economic impacts GRI 203 Indirect Economic Impacts GRI 419 Socioeconomic Compliance

Social commitment High Cost Island Switzerland GRI 203 Indirect Economic Impacts GRI 419 Socioeconomic Compliance


Materiality Matrix 2017

Significance of economic, social and environmental impacts on our business

1 Carbon & Energy 2 Packing, Recycling & Waste Management 3 Sustainable Sourcing 4 Water Stewardship 5 Community Invstement & Engagement 6 Employee Wellbeing &Engagement 7 Human Rights & Diversity 8 Corporate Governance 9 Economic Impacts 10 Health & Nutrition 11 Product Quality & Integrity 12 Responsible Marketing 13 High-Price Island Switzerland

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GP5008 Issue 1

SGS CERTIFICATION of the Coca-Cola HBC Schweiz AG 2016/17 GRI Sustainability Report SCOPE SGS was commissioned by Coca-Cola HBC Schweiz AG to conduct an independent assurance of the GRI-based disclosure on sustainability in 2016/17. Our assurance scope included the GRI disclosure obligations and figures in accordance with the GRI Index 2016 - 2017. The scope of the assurance, based on the SGS Sustainability Report Assurance methodology, included all texts and 2016/17 data in accompanying tables contained in the GRI Index 2016 – 2017 and Key Figures Table of Coca-Cola HBC Schweiz AG. The assurance process did not consider any data from previous years. CONTENT The Board of Directors or the Managing Director and the Management of the organisation are responsible for the details provided in the GRI Index 2016 - 2017. SGS was not involved in the preparation of any of the material included in the GRI Index and acted as an independent assuror of the data and text using the «Global Reporting Initiative Sustainability Reporting Standards, 2016», as a standard. The content of this Assuror’s Statement and the opinion(s) it gives is the responsibility of SGS. CERTIFIER INDEPENDENCE AND COMPETENCIES The SGS Group is active as a globally leading company in the areas of assurance, testing, verifying and certifying in more than 140 countries and provides services, including the certification of management systems and services. SGS confirms that it is independent from Coca-Cola HBC Schweiz AG. It is unbiased and no conflicts of interest exist with the organisation, its subsidiaries and beneficiaries. The assurance team was assembled based on knowledge, experience and qualifications for this assignment. METHODOLOGY The SGS Group has developed a set of protocols for the assurance of Sustainability Reports based on current best practice guidance provided in the «Global Reporting Initiative Sustainability Reporting Standard, 2016». SGS has also certified the environmental and health and safety management systems of Coca-Cola HBC Schweiz AG, in accordance with ISO 14001:2004 and OHSAS 18001:2007. The assurance comprised the evaluation of meetings with relevant employees, a verification of the documentation, data and recordings. Financial data was not checked back to its source as part of this assurance process. OPINION The statements in the report refer to the system threshold disclosed (Coca-Cola HBC Schweiz AG). On the basis of the above methodology, we did not detect any instances from which we would have to conclude that the information and data disclosed by Coca-Cola HBC Schweiz AG in accordance with the GRI Index 2016 - 2017 may be incorrect. The information and data disclosed represent, to our mind, a fair and balanced picture of the sustainability efforts made by Coca-Cola HBC Schweiz AG in 2016/17. The implementation of the GRI-relevant instructions was carried out at those parties involved, where Coca-Cola HBC Schweiz AG regarded them to be significant or feasible. In an internal report, we made recommendations in regard to the further development of the sustainability report as well as the management system. We believe that the existing gaps are not significant and the GRI Index 2016 - 2017 meets the requirements of the “core – option” of the GRI Sustainability Reporting Standard, 2016. SIGNED FOR AND ON BEHALF OF SGS Albert von Däniken, Lead Auditor Elvira Bieri, Lead Auditor Zurich, 25 May 2018 www.SGS.COM

CERTIFICATION

Assurance Statement


General Disclosures

Disclosure No. Description Additional content, reference, or reason for omission

Organizational profile

102-1 a. Name of the organization. Coca-Cola HBC Switzerland Ltd.

102-2 a. A description of the organization's activities. ch.coca-colahellenic.com/en/about-us/ coca-cola-hbc-switzerland-at-a-glance/

ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-strategy/

ch.coca-colahellenic.com/en/local-impact/production/ bottling-plants/

b. Primary brands, products, and services, including an explanation of any products or services that are banned in certain markets.

We sell sparkling soft drinks, still drinks, mineral water, energy drinks and – effective 2017 – coffee (see links below and GRI 102-9). ch.coca-colahellenic.com/en/brands/sparkling-soft-drinks/ ch.coca-colahellenic.com/en/brands/still-drinks/ ch.coca-colahellenic.com/en/brands/mineral-water/ ch.coca-colahellenic.com/en/brands/energy-drinks/ ch.coca-colahellenic.com/en/brands/coffee/

Coca-Cola HBC Switzerland Ltd. holds exclusive distribution rights for all Lavazza products in Switzerland. With Lavazza we share a strong commitment to quality and sustainability. Lavazza joined the UN Global Compact in 2017 and reports on its sustainability management and progress in a dedicated Sustainability Report (see: www.lavazza.com.au/en_AU/sustainability.html). An overview of Lavazza's product / process quality and sustainability certifications can be found in its 2016 Sustain-ability Report (p. 85). As one of our strategic suppliers Lavazza has signed our Supplier Guiding Principles (see GRI 204 Procurement Practices).

102-3 a. Location of the organization's headquarters. Brüttisellen, ZH.

102-4 a. Number of countries where the organization operates, and the names of countries where it has significant operations and / or that are relevant to the topics covered in the report.

Switzerland. Production plants in Dietlikon and Vals. Warehouses in Dietlikon, Vals and Zizers. Further we use warehouse capacities in Rümlang and Hunzenschwil, operated by our third-party logistics provider Camion Transport (see GRI 102-8e).

102-5 a. Nature of ownership and legal form. Coca-Cola HBC Switzerland Ltd. is the biggest company in the non- alcoholic beverage industry in Switzerland and is a franchised bottler of The Coca-Cola Company. Our company is a wholly owned subsidiary of Coca-Cola HBC, one of the largest bottling companies in the world, with its global headquarters in Zug, Switzerland. Information and data in this report relate in general to Coca-Cola HBC Switzerland Ltd., including its wholly owned subsidiary Valser Service, the sales organization supplying private households and small businesses. Exceptions are noted.

ch.coca-colahellenic.com/en/about-us/ coca-cola-hbc-switzerland-at-a-glance/

102-6 a. Markets served, including: i. geographic locations where products and services are offered; ii. sectors served; iii. types of customers and beneficiaries.

Our main customers are wholesalers and retail outlets, ranging from small cafes and grocery stores to hypermarkets, as well as households and businesses ('at work').


ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-vision/

ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-strategy/

ch.coca-colahellenic.com/en/local-impact/our-impact-in-numbers/ ch.coca-colahellenic.com/en/customers/

http://ch.coca-colahellenic.com/en/about-us/ coca-cola-hbc-switzerland-at-a-glance/


http://ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-strategy/


http://ch.coca-colahellenic.com/en/local-impact/production/ bottling-plants/

http://ch.coca-colahellenic.com/en/local-impact/production/ bottling-plants/

http://ch.coca-colahellenic.com/en/brands/sparkling-soft-drinks/

http://ch.coca-colahellenic.com/en/brands/still-drinks/

http://ch.coca-colahellenic.com/en/brands/mineral-water/

http://ch.coca-colahellenic.com/en/brands/energy-drinks/

http://ch.coca-colahellenic.com/en/brands/coffee/

http://www.lavazza.com.au/en_AU/sustainability.html

http://www.lavazza.com.au/en_AU/sustainability.html





http://ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-vision/

http://ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-vision/



http://ch.coca-colahellenic.com/en/local-impact/our-impact-in-numbers/

http://ch.coca-colahellenic.com/en/customers/



102-7 a. Scale of the organization, including: i. total number of employees; ii. total number of operations; iii. net sales (for private sector organizations) or net revenues (for public sector organizations); iv. total capitalization (for private sector organizations) broken down in terms of debt and equity; v. quantity of products or services provided.

2016 i. 866 (headcounts year-end). ii. 1. iii. Only reported on Group level (see link below). iv. Only reported on Group level (see link below). v. 264 SKU. 2017 i. 790 (headcounts year-end). ii. 1. iii. Only reported on Group level (see link below). iv. Only reported on Group level (see link below). v. 356 SKU. For the consolidated financial data see the Coca-Cola HBC 2017 Inte-grated Annual Report ( coca-colahellenic.com/Campaigns/ AnnualReport2017/assets/pdf/COC122_CCH_IAR_2017_Final_Web_Ready_PDF_180315.pdf), p. 65.

102-8 a. Total number of employees by employment contract (permanent and temporary), by gender.

2016 Permanent: M-646 / F-200 Temporary: M-12 / F- 8 2017 Permanent: M-595 / F-179 Temporary: M-8 / F- 8

b. Total number of employees by employment contract (permanent and temporary), by region.

2016 Permanent: 846 Temporary: 20 2017 Permanent: 774 Temporary: 16

c. Total number of employees by employment type (full-time and part-time), by gender.

2016 Full time: M-643 / F-152 Part time: M-15 / F-56 2017 Full time: M-588 / F-141 Part time: M-15 / F-46 See Key Figures - Employees: Employee development (Full Time Equivalents average).

d. Whether a significant portion of the organization's activities are performed by workers who are not employees. If applicable, a description of the nature and scale of work performed by workers who are not employees.

None. See GRI 102-8e

e. Any significant variations in the numbers reported in Disclosures 102-8-a, 102-8-b, and 102-8-c (such as seasonal variations in the tourism or agricultural industries).

Differences due to a) the restructuring in Sales to better meet the needs of our changing market environment; b) the transfer of our logistics business to the third party logistics provider Camion Transport. This change process was carried out in a concerted fashion with HR representatives from Coca-Cola HBC Switzerland Ltd. and Camion Transport alike involved. Current employment contracts and terms were transferred to Camion Transport with a moratorium of 12 months. In 2017, 4 contracts were terminated.

f. An explanation of how the data have been compiled, including any assumptions made.

The data have been drawn from our Group-wide reporting system. No assumptions were made.

102-9 A description of the organization's supply chain, including its main elements as they relate to the organization's activities, primary brands, products, and services.

As the franchised bottler of The Coca-Cola Company for Switzerland, we purchase beverage concentrates, ingredients and raw materials, produce the beverages and supply Swiss customers in the retail trade (including discounters), wholesale and outlets such as restaurant chains, hotels and takeaways and also support them in sales promotion. Over 80 % of the beverages sold in Switzerland by Coca-Cola HBC are manufactured locally. Beverages not produced in Switzerland include Monster energy drinks, Powerade sports drinks, cans and other beverages in low volumes. Effective 1 January 2017, we also hold the exclusive Swiss distribution rights for all Lavazza coffee products, which are imported from neighbouring Italy.

http://coca-colahellenic.com/Campaigns/AnnualReport2017/assets/pdf/COC122_CCH_IAR_2017_Final_Web_Ready_PDF_180315.pdf





102-10 Significant changes to the organization's size, structure, ownership, or supply chain, including: i. Changes in the location of, or changes in, operations, including facility openings, closings, and expansions; ii. Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations); iii. Changes in the location of suppliers, the structure of the supply chain, or relationships with suppliers, including selection and termination.

i. / iii. see GRI 102-8e and GRI 102-9a ii. No changes. In order to further improve the cross-country activities, the Country Supply Chain organsation has been transfered into an integrated and cross-country and regional supply chain. The Country Supply Chain function reports into the Group ICSC organization (Integrated Competitive Supply Chain) and with a dotted lined into the country organization.

102-11 a. Whether and how the organization applies the precautionary principle or approach.

The precautionary approach or principle is applied by the organization in all its efforts. For more information, see Coca-Cola HBC 2017 Integrated Annual Report, p. 70 (viability statement). See also GRI 301 to GRI 303 (Materials, Energy, Water) for environmental precaution as well as GRI 403 and GRI 416 (Occupational and Customer Health and Safety) for social precaution.

102-12 a. A list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses.

Coca-Cola HBC Switzerland Ltd. is a member of Öbu, the association for sustainable business in Switzerland bringing together nearly 350 companies, organizations and institutions in their efforts to implement sustainable practices. Coca-Cola HBC is also a member of the UN Global Compact. see also: ch.coca-colahellenic.com/en/local-impact/memberships/ ch.coca-colahellenic.com/en/local-impact/production/quality-assurance/

102-13 a. A list of the main memberships of industry or other associations, and national or international advocacy organizations.

ch.coca-colahellenic.com/en/local-impact/memberships/

Strategy

102-14 a. A statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy for addressing sustainability.

"Running a company is like running a marathon. You need focus, endurance, a long-term mind-set, and the freshness for an occasional sprint." This quote quite eloquently sums up Coca-Cola HBC's secret of success over the past decades. For the fourth consecutive time, our parent company has been listed in the renowned Dow Jones Sustainability Index (DJSI) as the leader in the ever-changing beverage industry. With focus, endurance, a long-term mind-set, and occasional sprints, our Group has systematically integrated social and environmental aspects into its way of doing business. Here in Switzerland, we were at the forefront of these developments. We were the first company in the Group to be certified to ISO 9001 for quality (in 1995), ISO 14001 for the environment (2001) and OHSAS 18001 for occupational health and safety (2003). Today, we remain committed to further driving our business success while at the same time living up to our social and environmental responsibility. The Swiss beverage market is both fascinating and challenging: Customers and consumers alike have high awareness and expectations in terms of the quality, safety and sustainability of the products they sell or consume. We want to meet these expectations and become the undisputed leader in the Swiss beverage market. This GRI Content Index, our Key Figures table and our stories online are proof of this commitment. Nigel Davis, Country General Manager of Coca-Cola HBC Switzerland Ltd.

Ethics and integrity

102-16 a. A description of the organization's values, principles, standards, and norms of behaviour.

ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-values/

ch.coca-colahellenic.com/en/about-us/policies/

http://ch.coca-colahellenic.com/en/local-impact/memberships/

http://ch.coca-colahellenic.com/en/local-impact/production/quality-assurance/

http://ch.coca-colahellenic.com/en/local-impact/memberships/

http://ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-values/

http://ch.coca-colahellenic.com/en/about-us/ our-vision-strategy-and-values/our-values/

http://ch.coca-colahellenic.com/en/about-us/policies/



Governance

102-18 a. Governance structure of the organization, including committees of the highest governance body.

Coca-Cola HBC Switzerland Ltd. is led by the Swiss Senior Leadership Team (SLT). Our Country General Manager reports to the Region Director for Austria, Czech Republic, Hungary, Italy, Slovakia and Switzerland, who is a member of the Operating Committee of Coca-Cola HBC. See Coca-Cola HBC 2017 Integrated Annual Report, p.71f for more information on governance.


ch.coca-colahellenic.com/en/about-us/our-management/

b. Committees responsible for decision-making on economic, environmental, and social topics.

As a cross-cutting issue, sustainability affects all business functions and thus the whole SLT. That is why we have been using our CSR Council as our central steering body for sustainability since 2012. Under the chairmanship of the Country General Manager, all members of the SLT and selected representatives of senior management (e.g. National Environmental and Health and Safety Managers, External Communications Manager) meet three times a year to discuss opportunities and risks, goals and actions as well as results and the communication thereof.

Stakeholder engagement

102-40 a. A list of stakeholder groups engaged by the organization.

Each sustainability topic is ultimately linked to one or more of our stake-holders. As a company, we can therefore only be successful in the long term if we specifically involve our key stakeholders along the value chain in our business activities. By stakeholder, we mean all those actors whom we influence in our daily work or by whom we are influenced today or in the future. Our employees from the various business functions are in close contact with individuals from these groups. Our stakeholders are: customers and consumers, employees, suppliers, Coca-Cola HBC and The Coca-Cola Company (TCCC), local communities and their populations, associations and authorities, non-governmental organizations, our competitors and the media.

102-41 a. Percentage of total employees covered by collective bargaining agreements.

There were no collective bargaining agreements in place in the period under review (2016 / 2017).

102-42 102-43 102-44

• The basis for identifying and selecting stakeholders with whom to engage. • The organization's approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process. • Key topics and concerns that have been raised through stakeholder engagement, including: i. how the organization has responded to those key topics and concerns, including through its reporting; ii. the stakeholder groups that raised each of the key topics and concerns.

In 2017, we renewed our 2015 materiality matrix based on the 12 material topics of Coca-Cola HBC (see reference below), which have all been an integral part of our sustainability management for years. The 12 topics were adapted to the Swiss context in an SLT workshop and supplemented by the topic "High-Price Island Switzerland". The SLT evaluated all topics according to their economic, social and environmen-tal significance for Coca-Cola HBC Switzerland Ltd. As a next step, our stakeholders were also able to comment on the same topics in a stake-holder dialogue in autumn 2017. In our Visitor Center, representatives of suppliers, customers, local communities, municipal water suppliers, authorities, project partners, as well as consumer, industry and recycling associations discussed our 12 topics in detail from their perspective. The results of these two rounds of discussion and evaluation are shown in our Materiality Matrix 2017. All 12 topics are of medium to high importance for our sustainability management, which is why all topics and our respective management approaches are addressed in more detail in this GRI Content Index. The topics of product quality & integrity, health & nutrition, direct & indirect economic impacts, employee wellbeing & engagement, and corporate governance, business ethics and anti-corruption stand out in our matrix. However, the matrix also shows that our stakeholders rate the environ-mental topics of our business higher than we do. This is an incentive for us to continue reducing our environmental footprint with full commitment in the future. See also Coca-Cola HBC 2017 Integrated Annual Report, p. 56 (Our approach to materiality) and p. 80 (How we engage with our stakeholders).



http://ch.coca-colahellenic.com/en/about-us/our-management/



Reporting practice

102-45 a. A list of all entities included in the organization's consolidated financial statements or equivalent documents.

Coca-Cola HBC Switzerland Ltd., including Valser Service Ltd (100 % sub-sidiary), Valser Mineralquellen GmbH (50 / 50 joint venture of Coca-Cola HBC Switzerland Ltd and European Refreshments). The production plant in Vals is owned by Coca-Cola HBC Switzerland Ltd., the Valser brand is owned by Valser Trading GmbH (held 100 % by European Refreshments). See Coca-Cola HBC 2017 Integrated Annual Report, p. 65 and 69. Finan-cial statements from Coca-Cola HBC Switzerland Ltd. are consolidated at the Group level, i.e. Coca-Cola HBC Ltd.

b. Whether any entity included in the organization's consolidated financial statements or equivalent documents is not covered by the report.

see GRI 102-45a

102-46 a. An explanation of the process for defining the r eport content and the topic Boundaries. b. An explanation of how the organization has implemented the Reporting Principles for defining report content.

see GRI 102-42 / 43 / 44

102-47 a. A list of the material topics identified in the process for defining report content.

See the list of material topics and their cross-reference to Coca-Cola HBC Switzerland's 8 focus areas and the topic-specific disclosures in this document.

102-48 a. The effect of any restatements of information given in previous reports, and the reasons for such restatements.

No significant restatements have been made. Minor changes / corrections were made to align environmental data from 2013 to 2015 with Group figures and conversion factors.

102-49 a. Significant changes from previous reporting periods in the list of material topics and topic Boundaries.

In comparison with our Materiality Matrix from 2015, we have aligned our material topics with Coca-Cola HBC's list of material topics. There have not been any significant changes in the list of topics or their boundaries. Changes are mainly due to comparability.

102-50 Reporting period for the information provided. This GRI Content Index covers the calendar years 2016 and 2017. In line with Coca-Cola HBC's guidance for subsidiaries, Coca-Cola HBC Switzerland Ltd. is transitioning its sustainability reporting from a biennial to an annual cycle. Unlike 2016, our company no longer publishes a Sustainability Report (long version) or a Sustainability Brochure (short version). Instead, this GRI Content Index, alongside our Key Figures tables, provides all necessary information and data to an expert audience such as customers, suppliers, governmental and non-governmental bodies. The broader public, and particularly consumers, are informed via written or audiovisual stories on our website and social media channels.

102-51 a. If applicable, the date of the most recent previous report. Sustainability Report 2014 / 2015 published in mid-2016.

102-52 a. Reporting cycle. Annually, see GRI 102-50

102-53 a. The contact point for questions regarding the report or its contents.

Public Affairs & Communications; [email protected]

102-54 The claim made by the organization, if it has prepared a report in accordance with the GRI Standards.

This report has been prepared in accordance with the GRI Standards: Core option.

102-55 The GRI content index, which specifies each of the GRI Standards used and lists all disclosures included in the report.

The GRI Report and Content Index (this document) can be downloaded at: ch.coca-colahellenic.com/en/sustainability/

102-56 a. A description of the organization's policy and current practice with regard to seeking external assurance for the report. b. If the report has been externally assured: i. A reference to the external assurance report, statements, or opinions. If not included in the assurance report accompanying the sustainability report, a description of what has and what has not been assured and on what basis, including the assurance standards used, the level of assurance obtained, and any limitations of the assurance process; ii. The relationship between the organization and the assurance provider; iii. Whether and how the highest governance body or senior executives are involved in seeking external assurance for the organization's sustainability report.

This GRI Content Index, alongside the Key Figures tables and underlying data governance, has been externally assured by SGS Switzerland in a combined audit of the ISO 9001, ISO 14001 and OHSAS 18001 systems. For more information, see the SGS's Assurance Statement.

mailto:csr.ch%40cchellenic.com?subject=GRI-Report%20%26%20Content%20Index%202016/17

http://ch.coca-colahellenic.com/en/sustainability/



Indirect Economic Impacts

103-1 103-2 103-3

The reporting organization shall report its management approach for indirect economic impacts using GRI 103: Management Approach.

Explanation of the material topic and its boundary: For several years, our industry has been particularly challenged. The unexpected appreciation of the Swiss franc in early 2015 accentuated Switzerland's role as an island of high prices and high costs. Against this background, more than ever, we work closely with our customers to develop and satisfy consumer demand in order to grow their business as well as ours. As the market leader in Switzerland, our direct and indirect economic impact is significant. We generate income in Switzerland through employee wages, taxes paid, supplier and contractor payments, and investing in community engagement. The management approach and its components: • Policies, Commitments, Responsibilities, and Monitoring Our industry in Switzerland has had to cope with grey-market imports and cross-border shopping for many years. To better quantify our contri-butions, we commissioned the renowned US-Dutch consulting firm Steward Redqueen to conduct a study on the socio-economic effects of the Coca-Cola system in Switzerland. The first edition was released in 2012, the second in 2015. The authors assessed all our economic activities related to production, packaging, marketing and distribution to consumers. They then calculated the direct and indirect private income generated by the Coca-Cola system and the state tax revenues. Key findings are listed below: GRI 203-2. • Goals and Targets We are committed to renewing the socio-economic study in the near future. See GRI 413 Local Communities for information on our community investment and engagement.

203-2 a. Examples of significant identified indirect economic impacts of the organization, including positive and negative impacts.

The aforementioned socioeconomic study (see management approach disclosure) found that Coca-Cola contributes CHF 916 million to local value creation and to the safeguarding of 9.200 jobs. Each Swiss franc directly earned by Coca-Cola results in about seven more Swiss francs of value creation in Switzerland. The study concludes that each bottle of Coca-Cola imported means a value creation loss of 40 %. In other words, each bottle produced in Switzerland generates CHF 0,70 added value, and each bottle imported only CHF 0,50.

b. Significance of the indirect economic impacts in the context of external benchmarks and stakeholder priorities, such as national and international standards, protocols, and policy agendas.

see GRI 203-2a The socioeconomic study did not benchmark its findings against any other findings.

ECONOMIC TOPICS

Topic-specific Disclosures



Procurement Practices

103-1 103-2 103-3

The reporting organization shall report its management approach for procurement practices using GRI 103: Management Approach.

Explanation of the material topic and its boundary: We are a bulk buyer of a range of raw materials and goods. We purchase concentrates (from TCCC), beet sugar and sweeteners, carbon dioxide and drinking water for our beverages. We use PET preforms and (reusable) glass bottles, plastic closures, steel crowns, aluminium caps and plastic or paper labels as primary packaging materials. Plastic stretch and shrink films, wooden pallets and cardboard are used for transport. We purchase these raw materials and packaging materials through our Group. Coolers and vending machines, marketing materials and various services, such as logistics services from our strategic partner Camion Transport, we pur-chase locally. The carbon dioxide in the beverages we produce is of Swiss origin, as is, of course, the (spring) water. Moreover, high-quality sugar is still exclusively sourced from Switzerland, despite significantly lower prices in the EU. Only the concentrates come from abroad. In total, 95 % of our produced beverages' content (by weight) comes from Swiss suppli-ers. Local sourcing is the cornerstone of our joint value creation initiative with our suppliers. Local sourcing helps us control quality and costs. See also topics: - GRI 203 Indirect Economic Impacts - GRI 308 Supplier Environmental Assessment - GRI 414 Supplier Social Assessment The management approach and its components: • Policies, Commitments, Responsibilities, and MonitoringOur suppliers are required to uphold our high standards regarding human rights, labour practices, environmental impacts, health and safety, ethics and quality. We have guidelines and tools for supplier selection and governance:- A written acceptance of our Supplier Guiding Principles (SGP) is a pre-

requisite for a vendor to be registered as a new supplier in our system;- In the tendering process for strategic sourcing, potential suppliers need

to fill in an ESG self-assessment questionnaire covering the aspects laid out in the SGPs;

- In the strategic supplier selection process, we assign a 5 % to 10 % weight to ESG criteria in the overall evaluation;

- Contractual confirmation of adherence to the SGPs;- Where required / recommended, TCCC checks compliance with the

SGPs by means of regular audits;- In the assessment of purchasing prices, we conduct whole-of-life

costing analyses (also known as total cost of ownership);- In our capital expenditure assessment process, we take hard (carbon

price and total cost of water) and soft environmental and social aspects into account. • Goals and Actions: To minimize our impact and drive performance, we partner with suppli-ers. Working collaboratively, we are better able to meet the expectations of customers and consumers, supporting business growth. We see ourselves as the driving force behind increasing the resource efficiency of our goods. That is why we build up close (innovative) partnerships with key suppliers. In our annual supplier evaluation, the product or service is evaluated by four representatives of Coca-Cola HBC Switzerland Ltd. based on the criteria of quality, price, cooperation and environment. The results and possible measures are then discussed with the supplier (see GRI 302 Energy and GRI 305 Emissions for examples). In 2017, we piloted a sustainability day with strategic suppliers at our Visitor Center in Dietlikon. We seized the opportunity to share infor-mation about our sustainability commitments, achievements and best practices, and began discussing joint targets and initiatives. Also in 2017, Coca-Cola HBC introduced the EcoVadis CSR platform, a third-party assessment tool, to evaluate suppliers' performance management systems for corporate social responsibility. In 2018, this platform will be expanded further to our strategic suppliers in Switzerland. The EcoVadis platform will enable us to further incorporate CSR into our supplier relationship management process and systems and to intensify our collaboration with suppliers to improve their CSR performance.



204-1 a. Percentage of the procurement budget used for significant locations of operation that is spent on suppliers local to that operation (such as percentage of products and services purchased locally).

Our practice is to source locally, provided that goods and services are available that meet our requirements and quality standards in an economically viable way. In Switzerland we spent roughly 190 million for suppliers (2016: 178 million). Swiss suppliers accounted for 81 % (2016: 83 %) of this spend. Moreover, approx. 68 % of the total Swiss spend is managed by our procurement function, the rest is managed directly by other functions or the Coca-Cola HBC. Further information can be found on the Group website: coca-colahellenic.com/en/operations/supply-chain/our-suppliers/

b. The organization's geographical definition of 'local'. Switzerland. There are Group tenders which are managed centrally, but which impact Switzerland as well. In the majority of indirect spending, even if there are central negotiations, the implementation is done in Switzerland by the local branch of the supplier, i.e. a Swiss-based supplier.

c. The definition used for 'significant locations of operation'. Brüttisellen, Bussigny, Kestenholz, Ostermundigen, and Vals. Not included in these figures is Valser Service Ltd.

http://coca-colahellenic.com/en/operations/supply-chain/our-suppliers/



Anti-corruption

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The reporting organization shall report its management approach for anti-corruption using GRI 103: Management Approach.

Explanation of the material topic and its boundary: Conducting all business activities in Switzerland with integrity and respect for society is of primary importance for us. Being a good Swiss corporate citizen means having a strong foundation in business ethics and main-taining well-established processes and systems for managing financial and non-financial dimensions of performance, which in turn builds our reputation and trust. The management approach and its components: • Policies, Commitments, Responsibilities and Monitoring We have an Anti-Bribery Policy and Compliance Handbook as well as a comprehensive Code of Business Conduct (COBC) emphasizing that compliance is our way of doing business with integrity. On the intranet in the legal corner (ethics & compliance), all relevant policies (AB, COBC, Whistleblowing, Corporate Hospitality, Human Rights and Competition Law) are always accessible by all employees. The policy around corporate hospitality defines the thresholds up to which employees are allowed to receive and give out gifts, when they need to notify and / or received specific approvals. Every employee is obliged to complete an e-learning related to the Anti-Bribery Policy as well as an e-learning related to the Code of Business Conduct every two years. Risk zone employees, i.e. those who regularly deal with authorities, in addition receive an annual in-class training on anti-bribery. Our Whistleblowing Policy (which is based on the COBC) lays down several options for raising issues and concerns in confidence, e.g. via our Code Compliance Officers (Country Legal Manager and Country GM) or through the Group-wide confidential SpeakUp! line. The latter is managed by a third party and is available to all employees, customers and suppliers and can be accessed at any time via phone or internet. Further, the COBC defines the procedure in case of suspected breaches of the COBC or the Anti-Bribery Policy. Depending on the job grade of the involved employee as well as on the expected financial impact, it is either the local internal audit or then the group internal audit which is leading the investigation. Based on the same factors, it is then either the local or the group ethics & compliance committee who decides on the measures after the investigation has been finalized. All cases are collected by the group internal audit, anonymized and made available to all the countries for the annual case study training of senior managers. Additionally, our COBC emphasizes that we do not seek competitive advantages through illegal or unethical business practices. The Compe-tition Law Handbook contains the respective do's and don'ts. Sales and procurement employees are individually trained during the onboarding process. On an annual basis, one training session in competition law is held by the Group Competition Law & Commercial Legal Director for the commercial population. In addition, commercial employees need to complete a competition law e-learning every year. • Goals and Targets: We have a zero-tolerance policy on corruption and anti-competitive behaviour. • Actions: In 2016 / 2017, we continued a) to make our employees aware of risks in connection with corruption and anti-competitive behaviour b) to enable them to act in compliance with our principles and c) to speak up in case of potential non-compliant behaviour within the organization.



205-1 a. Total number and percentage of operations assessed for risks related to corruption.

All operations of Coca-Cola HBC Switzerland Ltd.

b. Significant risks related to corruption identified through the risk assessment.

Our risk register, which is discussed quarterly in SLT meetings, currently does not contain risks related to corruption.

205-2 a. Total number and percentage of governance body members that the organization's anti-corruption policies and procedures have been communicated to, broken down by region.

approx. 100 % (policies are available on the intranet).

b. Total number and percentage of employees that the organization's anti-corruption policies and procedures have been communicated to, broken down by employee category and region.

approx. 100 % (policies are available on the intranet).

c. Total number and percentage of business partners that the organization's anti-corruption policies and procedures have been communicated to, broken down by type of business partner and region. Describe if the organization's anti-corruption policies and procedures have been communicated to any other persons or organizations.

New suppliers need to agree to our SGPs stating among other things that "supplier[s] acting on behalf of Coca-Cola Hellenic must comply with all applicable laws dealing with bribery of government officials. (...) the supplier must not transfer anything of value, directly or indirectly, to any government official, employee of a government-controlled company, or political party, in order to obtain any improper benefit or advantage. Suppliers must keep a written accounting of all payments (including any gifts, meals, entertainment or anything else of value) made on behalf of Coca-Cola Hellenic, or out of funds provided by Coca-Cola Hellenic. (...)". see also GRI 204 Procurement Practices

d. Total number and percentage of governance body members that have received training on anti-corruption, broken down by region.

Approx. 100 % (e-learning; SLT members receive a class training once a year); due to fluctuation a small number of people have not yet completed the e-learning.

e. Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region.

Approx. 100 % (e-learning; SLT members receive a class training once a year); due to fluctuation a small number of people have not yet completed the e-learning.

205-3 a. Total number and nature of confirmed incidents of corruption.

There were no confirmed incidents during the reporting period.

b. Total number of confirmed incidents in which employees were dismissed or disciplined for corruption.

see GRI 205-3a

c. Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption.

see GRI 205-3a

d. Public legal cases regarding corruption brought against the organization or its employees during the reporting period and the outcomes of such cases.

see GRI 205-3a

Anti-competitive behavior

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The reporting organization shall report its management approach for anti-competitive behavior using GRI 103: Management Approach.

see GRI 205 Anti-corruption

206-1 a. Number of legal actions pending or completed during the reporting period regarding anti-competitive behavior and violations of anti-trust and monopoly legislation in which the organization has been identified as a participant.

There is one pending legal procedure in connection with the Swiss Competition Commission. The procedure is about the question of whether the Competition Commission is allowed to publish a final report on the closure of a preliminary investigation against Coca-Cola HBC Switzerland Ltd. which ended in no consequence for our organization as no competition law issues have been detected.

b. Main outcomes of completed legal actions, including any decisions or judgments.

The above-mentioned legal procedure is still pending.



Materials

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The reporting organization shall report its management approach for materials using GRI 103: Management Approach.

Explanation of the material topic and its boundary: We place a significant amount of packaging in the marketplace. Packaging plays a central role in our business, ensuring the quality and safety of our products, but innovative light-weight packaging reduces costs and the environmental impact. In order to remain at the frontier of innovation, we engage with our key suppliers to develop cutting-edge packaging. More-over, we work with our industry peers to address post-consumer waste. We use primary packaging materials such as PET, glass bottles and closures, which come into direct contact with the product, and secondary packaging materials such as wooden pallets, cardboard and shrink-film, which are mainly used for transport. See also topics: - GRI 204 Procurement Practices - GRI 308 Supplier Environmental Assessment The management approach and its components: • Policies, Commitments, and Responsibilities In our environmental policy, we make a commitment to apply the pre-cautionary principle and to achieve steady improvement in meeting our environmental standards while working to minimize any negative impact on the local and global environment as we grow our business. Among other things we identify and implement ways to improve the efficiency with which our company uses materials and resources, prevents pollution, minimizes emissions and recycles waste. Also laid out in our policy is our commitment to playing a leading role in our industry in promoting sustainable packaging. We take a holistic approach to packaging, intended to minimize our impact at every stage of the lifecycle by reducing weight, increasing the use of recyclable materials and increasing the overall recyclability of packaging. Furthermore, we are an active board member of the Swiss PET Recycling Association (PRS) and the IGORA cooperative in charge of the voluntary collection and disposal systems for PET and aluminium cans in Switzerland. Environmental management and waste management in particular are the responsibility of the Country Sustainability & QSE Manager (member of the Senior Leadership Team) and the manager's team of specialists. They drive and oversee the quality, safety and environmental (QSE) manage-ment of the entire company. We are certified to ISO 9001 for quality and ISO 14001 for the environment. The systems are maintained and devel-oped nationally and locally by those responsible for QSE and implemented with the help of specialized employees at the bottling plants. • Goals and Targets: We track both material use and waste intensity ratios at our two bottling plants in Dietlikon and Vals and set ourselves annual and long-term targets to continuously reduce waste from production. For 2017 we aimed for a ratio of 13.70 g/lpb. For 2018 our target ratio is 11.18 g/lpb. • Actions and Achievements: Our efforts to reduce our use of packaging materials and waste continued in 2016 / 2017. Although the price for virgin PET remains significantly lower than the price for recycled PET (rPET), we still commit to maintaining our high ratio of rPET in our bottles. In 2017, we had a ratio of 40 % PET from recycled / renewable sources and thus significantly overachieved the Group's overall target of 20 % for 2020. In 2017 we had a total solid waste ratio in our plants of 8.89 g/lpb.

ENVIRONMENTAL TOPICS




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Evaluation of the management approachWe evaluate our management approach through:- Monitoring: Coca-Cola HBC Switzerland measures its use of resources

and the various environmental impacts on a regular basis. - Environmental management system ISO 14001: Our two bottling plants

are certified to ISO 14001 (audited by SGS Switzerland) and perform materiality and impact assessments, target setting and management reviews of the effectiveness of the management system regarding all relevant environmental impacts.

- Audits: Independent inspectors regularly check our quality, environmen-tal and safety systems. Moreover, we are bound by the KORE guidelines of TCCC. These guidelines on quality, environmental and occupational safety go beyond the legal requirements of ISO 14001. TCCC and 'cross-border auditors' from the Coca-Cola system use unannounced audits to verify compliance.

- Benchmarking: Our results are regularly benchmarked against the results of the other 53 plants in the remaining 27 countries of Coca-Cola HBC.

301-1 a. Total weight or volume of materials that are used to produce and package the organization's primary products and services during the reporting period, by: i. non-renewable materials used; ii. renewable materials used.

see Key Figures - Environment: Materials used

301-2 a. Percentage of recycled input materials used to manufacture the organization's primary products and services.

Recycled Sources Primary Packaging 2016: 32.7 % recycled 2017: 35.3 % recycled

301-3 a. Percentage of reclaimed products and their packaging materials for each product category.

Data is the sum of empty returned PET bottles and rejects from production / trials. 2016: 1104 tons (recovered PET bottles) 2017: 1039 tons (recovered PET bottles) 2016: Reclaimed vs. Sold: (Net Weight total = Beverage) - Can: 0.00 % - Non-Returnable Glass bottle: 0.30 % - Returnable Glass Bottle: 0.00 % - PET & PET Deposit: 0.01 % - Tank: 0.18 % - Grand Total: 0.12 % 2017: Reclaimed vs. Sold: (Net Weight total = Beverage) - Can: 0.03 % - Non-Returnable Glass bottle: -0.15 % - Returnable Glass Bottle: 0.02 % - PET & PET Deposit: 0.15 % - Tank: 0.12 % - Grand Total: 0.12 %

b. How the data for this disclosure have been collected. Monthly Waste Management - PET Recycling Report from Plants.



Energy

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The reporting organization shall report its management approach for energy using GRI 103: Management Approach.

Explanation of the material topic and its boundary Our direct energy use and CO₂ emissions are linked to our bottling plants, to remote properties such as the headquarters in Brüttisellen or our warehouses, and to our fleet of delivery, sales and management cars. Additionally, our indirect energy use and CO₂ emissions stem from purchased electricity in the above-mentioned facilities as well as from the transport of our beverages (see note below). Furthermore, indirect CO₂ emissions also come from our fleet of Cold Drink Equipment, i.e. coolers, vending machines and dispensing equipment, in operation at our customers' premises, the primary and secondary packaging and the ingredients we use for our beverages. Please note: The scope of this topic has significantly changed with the transition of our logistics department to our strategic third-party logistics provider Camion Transport. Nevertheless, we are committed to maintaining our reporting of our key Scope 3 CO₂ emissions. See also topics: - GRI 301 Materials - GRI 305 Emissions - GRI 308 Supplier Environmental Assessment The management approach and its components • Policies and Commitments In our environmental policy, we make a commitment to apply the precautionary principle and to achieve steady improvement in meeting our environmental standards while working to minimize any negative impact on the local and global environment as we grow our business. Among other things we commit to including environmental strategies and objectives in our business planning process, to identifying material environmental aspects, to setting targets, and to monitoring our performance, as well as to protecting the climate by reducing energy use and coolant emissions from our cooler fleet. Our focus is on optimizing not only production infrastructure and processes, but also our fleet of Cold Drink Equipment and vehicles. Our efforts in the latter case have not come to a halt with the transition of our logistics department to Camion Transport. On the contrary, we are still looking for ways to reduce the fuel consumption of our fleet of delivery, sales and management cars (see Actions and Achievements). Moreover, in our capital expenditure assessment process we take hard (carbon price and total cost of water) and soft environmental aspects into account. At our two bottling plants our efficiency efforts are supported by a moderator from the Energy Agency of the Swiss Private Sector (EnAW). In the period under review, we entered into binding target agreements with the EnAW and the Swiss Federal Office of Energy for the bottling plant in Vals. Due to the various changes at the bottling plant in Dietlikon, we have prepared our propsoal for a binding agreement in 2017 and sent it to the federal department of energy in Feb 2018. We ensure our legal compliance with relevant national, cantonal and municipal legislation through our quality assurance process, the mainstay of which is our regular monitoring of all relevant quality, health and safety, as well as environmental laws and regulations. For environmental compli-ance we use the legal compliance tool 'lexonline' of Sanu, a Swiss-based sustainability services provider. In our daily business we consult with the Federal Office for the Environment and cantonal law enforcement enti-ties (see GRI 307 Environmental Compliance), among others. Similar to our Health and Safety Weeks (see GRI 403) we carry out annual Energy Weeks to raise awareness amongst our employees for an efficient use of energy in the workplace and beyond.



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Environmental management, particularly energy and emissions manage-ment, are the responsibility of the Country Sustainability & QSE Manager (member of the Senior Leadership Team) and the manager's team of specialists. They drive and oversee the quality, safety and environmen-tal (QSE) management of the entire company. We are certified to ISO 14001 for the environment. The systems are maintained and developed nationally and locally by those responsible for QSE and implemented with the help of specialized employees at the bottling plants. • Goals and Targets We track both energy consumption of and CO₂ emissions from our bot-tling plants, remote properties and our own fleet. Moreover, we track the energy intensity ratio in our production and set ourselves annual and long-term targets to continuously reduce our energy consumption and energy intensity from production. Our target for 2017 was 0.24 MJ/lpb. For 2018 we aim for a ratio of 0.223 MJ/lpb. • Actions and Achievements Our efforts to reduce our energy consumption and emissions continued in 2016 / 2017. In 2017, we had an energy intensity ratio of 0.23 MJ/lpb (2016: 0.24 MJ/lpb; -3 %) in our production plants in Dietlikon and Vals. Our CO₂ emissions from direct and indirect energy use (Scope 1 and 2) also came down from 5,718t in 2016 to 4,724t in 2017 (-17 %). At the end of 2017 we received the 'CO₂ Optimised' label from Swiss Climate for our Valser mineral springs. This is a reward for our many years of effort to reduce operational CO₂ emissions. As part of this certifica-tion, we set ourselves clear and ambitious reduction targets for Valser. CO₂ emissions per litre of beverage are to be reduced by 30 % between 2016 and 2030. We intend to achieve this goal by increasing the use of rail for transport, a pilot project for the use of electric trucks for our haulage from Vals to our warehouse in Zizers, the conversion of heating systems from oil to renewable energies and the replacement of the Cold Drink Equipment with the latest generation of our energy-efficient iCoolers. Also at the end of 2017 we introduced our first two electric pool cars. Our procurement is also looking to exchange our fleet of forklifts with fully electric models, and a first concept has been drafted to substitute our Valser Service delivery vans with fully electric models, too. Coca Cola HBC Switzerland achieved the third-best result of the 500 largest Swiss companies in a 2017 study commissioned by the Federal Office for the Environment (FOEN) on the topic 'Environmental Objectives of Companies in Switzerland'. The study primarily reviewed whether the companies have recognized the environmental topic as a strategic success factor and incorporated it systematically in corporate management. Our company was particularly praised for its exemplary environmental targets. In 2016 we also received a Group Environment Award for ranking second in terms of our environmental management and performance. Finally, with our annual Energy Weeks we reached out to all employees of Coca-Cola HBC Switzerland. In our last edition 2017 we focused on mobility / energy efficiency.

Evaluation of the management approachWe evaluate our management approach through:- Environmental management system ISO 14001: Our two bottling

plants perform materiality and impact assessments, target setting, and management reviews of the effectiveness of the management system regarding all relevant environmental impacts.

- Audits: Independent inspectors regularly check our quality, environmen-tal and safety systems. Moreover, we are bound by the KORE guidelines of TCCC. These guidelines on quality, environmental and occupational safety go beyond the legal requirements of ISO 14001. TCCC and 'cross-border auditors' from the Coca-Cola system use unannounced audits to verify compliance.




302-1 a. Total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used.

see Key Figures - Environment: Energy

b. Total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used.

see GRI 302-1a

c. In joules, watt-hours or multiples, the total: i. electricity consumption ii. heating consumption iii. cooling consumption iv. steam consumption

see GRI 302-1a

d. In joules, watt-hours or multiples, the total: i. electricity sold ii. heating sold iii. cooling sold iv. steam sold

Not applicable. We do not sell any heating, steaming or cooling energy.

e. Total energy consumption within the organization, in joules or multiples.

see GRI 302-1a

f. Standards, methodologies, assumptions, and / or calculation tools used.

Measurements = electricity / gas / heating oil meter readings; invoices = electricity / gas used; tank cards = fuel used.

g. Source of the conversion factors used. Conversion factors agreed with Group. See Coca-Cola HBC 2017 GRI Content Index, p. 14.

302-2 a. Energy consumption outside of the organization, in joules or multiples.

see Key Figures - Environment: Energy

b. Standards, methodologies, assumptions, and / or calculation tools used.

Measurements = electricity / gas / heating oil meter readings; invoices = electricity / gas used; tank cards = fuel used.

c. Source of the conversion factors used. Conversion factors agreed with Group. See Coca-Cola HBC 2017 GRI Content Index, p. 14.

302-3 a. Energy intensity ratio for the organization. see Key Figures - Environment: Energy

b. Organization-specific metric (the denominator) chosen to calculate the ratio.

Litres produced beverage.

c. Types of energy included in the intensity ratio; whether fuel, electricity, heating, cooling, steam, or all.

All energy used in manufacturing in our two plants in Dietlikon and Vals.

d. Whether the ratio uses energy consumption within the organization, outside of it, or both.

see GRI 302-3c

Water

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The reporting organization shall report its management approach for water using GRI 103: Management Approach.

Explanation of the material topic and its boundary: Water is our primary ingredient and is central to our manufacturing process. Safe, good quality, accessible water is essential to the health of people and ecosystems, sustaining communities and supporting economic growth. Our two bottling plants use water from municipal water suppliers (Dietlikon and Vals) and from an artesian aquifer, i.e. groundwater (Vals). Waste water is sent to municipal waste water treatment plants. The management approach and its components: • Policies, Commitments, and Responsibilities In our environmental policy, we make a commitment to apply the pre-cautionary principle and to conserve watersheds by saving water and treating wastewater. Our two bottling plants are Gold Standard certified by the European Water Stewardship (EWS). With this label we provide proof that we comply with Swiss legislation and the EU Water Framework Directive. Ultimately, the label is a seal of quality for sustainable use of (mineral) water. In Switzerland, we are the only bottler that meets the high EMS requirements. Furthermore, Dietlikon and Vals undertake a regular Source Vulnerability Assessment (done in collaboration with independent experts and consultants) to ensure the sustainability of the water supply.



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Environmental management and water management in particular are the responsibility of the Country Sustainability & QSE Manager (member of the Senior Leadership Team) and the manager's team of specialists. They drive and oversee the quality, safety and environmental (QSE) management of the entire company. We are certified to ISO 14001 for the environment. The systems are maintained and developed nationally and locally by those responsible for QSE and implemented with the help of specialized employees at the bottling plants. We ensure our legal compliance with relevant national, cantonal, and municipal legislation through our quality assurance process, the mainstay of which is our regular monitoring of all relevant quality, health and safety, as well as environmental laws and regulations. For that purpose, we use the legal compliance tool 'lexonline' of Sanu, a Swiss-based sustainability services provider. In our daily business we consult with the Federal Office for the Environment and cantonal law enforcement entities, among others (see GRI 307 Environmental Compliance). • Goals and Targets: We track water use and waste water volumes at our two bottling plants in Dietlikon and Vals and set ourselves annual and long-term targets to continuously reduce both figures. Our targets for 2017 were 1.66 l/lpb (water intensity ratio plants) . For 2018 we at a ratio of 1.63 l/lpb. • Actions and Achievements: In 2016 / 2017, we continued our efforts to reduce our water consumption and waste water volumes. During the period under review we completed all feasible initiatives from the manda-tory Top 10 Water Saving Initiatives of the Group. Also in 2017, we had our Source Water Protection Program (SWPP) recertified. SWPP is a TCCC requirement to gain a clear understanding of where our water comes from, the amount of water available, its quality, water infrastructure condition and needs, policies that govern water and more, all to determine the current or future stress on the water supply. In 2017 we had a water intensity ratio of 1.63 l/lpb (2016: 1.70) at our two bottling plants.

Evaluation of the management approachWe evaluate our management approach through:- Environmental management system ISO 14001: Our two bottling

plants perform materiality and impact assessments, target setting and management reviews of the effectiveness of the management system regarding all relevant environmental impacts.

- Reviews: Both bottling plants undertake the following reviews: annual water footprint assessments, water map and water balances, bi-annual risk assessments and Source Vulnerability Assessments. All are subject to internal audit.

- Audits: Independent inspectors regularly check our quality, environmen-tal and safety systems. Moreover, we are bound by the KORE guidelines of TCCC. These guidelines on quality, environment and occupational safety go beyond the legal requirements of ISO 14001. TCCC and 'cross-border auditors' from the Coca-Cola system use unannounced audits to verify compliance.


303-1 a. Total volume of water withdrawn, with a breakdown by the following sources: i. Surface water, including water from wetlands, rivers, lakes, and oceans; ii. Ground water; iii. Rainwater collected directly and stored by the organization; iv. Waste water from another organization; v. Municipal water supplies or other public or private water utilities.

see Key Figures - Environment: Energy i. n / a. ii. Dietlikon: 2016: 404079 m³, 2017: 377931 m³; supplied by the municipal water supplier. iii. n / a. iv. n / a. v. Vals (artesian sources): 2016: 56156 m³ (+ extracted water: 106894.088 m³), 2017: 513717 m³ (+ extracted water: 112121.395 m³); Total Vals 2016: 163050 m³; 2017: 163438 m³; supplied by the municipal water supplier Data without remote properties.

b. Standards, methodologies, and assumptions used. Invoices, water meter readings.



303-2 a. Total number of water sources significantly affected by withdrawal by type: i. Size of the water source; ii. Whether the source is designated as a nationally or internationally protected area; iii. Biodiversity value (such as species diversity and endemism, and total number of protected species); iv. Value or importance of the water source to local communities and indigenous peoples.

None. See management approach for Water (GRI 303)

b. Standards, methodologies, and assumptions used. see GRI 303-2a above and management approach for Water (GRI 303)

303-3 a. Total volume of water recycled and reused by the organization.

see Key Figures - Environment: Water

b. Total volume of water recycled and reused as a percentage of the total water withdrawals specified in Disclosure 303-1.

see GRI 303-3a

c. Standards, methodologies, and assumptions used. Water re-use calculation tool / measurements.

Emissions

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The reporting organization shall report its management approach for emissions using GRI 103: Management Approach. When reporting on GHG emissions targets, the reporting organization shall explain whether offsets were used to meet the targets, including the type, amount, criteria or scheme of which the offsets are part.

see GRI 302 Energy

305-1 a. Gross direct (Scope 1) GHG emissions in metric tons of CO₂ equivalent.

see Key Figures - Environment: Emission

b. Gases included in the calculation; whether CO₂, CH₄, N₂O, HFCs, PFCs, SF₆, NF₃, or all.

The following are included in our CO₂eq factor: CO₂, NH4, N₂O, HFCs, PFCs.

c. Biogenic CO₂ emissions in metric tons of CO₂ equivalent Biogenic CO₂ is not used and reported.

d. Base year for the calculation, if applicable, including: i. the rationale for choosing it; ii. emissions in the base year; iii. the context for any significant changes in emissions that triggered recalculations of base year emissions

2010

e. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.

Conversion factors agreed with Group. See Coca-Cola HBC 2017 GRI Content Index, p. 14.

f. Consolidation approach for emissions; whether equity share, financial control, or operational control.

Scope 1 includes the activities under our operational control, mentioned in our carbon footprint manual.

g. Standards, methodologies, assumptions, and / or calculation tools used.

We use the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. CO₂eq factors: mobile and stationary combustion: GHG tool. Refrigerants: GWP IPCC 2007.

305-2 a. Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO₂ equivalent.


b. If applicable, gross market-based energy indirect (Scope 2) GHG emissions in metric tons of CO₂ equivalent.


c. If available, the gases included in the calculation; whether CO₂, CH₄, N₂O, HFCs, PFCs, SF₆, NF₃, or all.

The following are included in our CO₂eq factor: CO₂, NH₄, N₂O, HFCs, PFCs.

d. Base year for the calculation, if applicable, including: i. the rationale for choosing it; ii. emissions in the base year; iii. the context for any significant changes in emissions that triggered recalculations of base year emissions.

2010.

e. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.


f. Consolidation approach for emissions; whether equity share, financial control, or operational control.

Scope 2 includes the activities under our operational control, mentioned in our Carbon footprint manual.


We use the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. CO₂eq factors: mobile and stationary combustion: GHG tool. Electricity: following GHGP Scope 2 Guidance; market-based from suppliers and grid operators.



305-3 a. Gross other indirect (Scope 3) GHG emissions in metric tons of CO₂ equivalent.

see Key Figures Environment: Emission

b. If available, the gases included in the calculation; whether CO₂, CH₄, N₂O, HFCs, PFCs, SF₆, NF₃, or all.

In our CO₂eq factor are included: CO₂, NH4, N₂O, HFCs, PFCs.

c. Biogenic CO₂ emissions in metric tons of CO₂ equivalent. Biogenic CO₂ is not used and reported.

d. Other indirect (Scope 3) GHG emissions categories and activities included in the calculation.


e. Base year for the calculation, if applicable, including: i. the rationale for choosing it; ii. emissions in the base year; iii. the context for any significant changes in emissions that triggered recalculations of base year emissions.

2010.

f. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.



We use Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. CO₂eq factors: mobile and stationary combustion: GHG tool; Electricity: from IEA Location-based; Ingredients / Pack materials: LCA studies made by TCCC.

305-4 a. GHG emissions intensity ratio for the organization. Not calculated. See Coca-Cola HBC 2017 GRI Content Index, p.17.

b. Organization-specific metric (the denominator) chosen to calculate the ratio.

see GRI 305-4a

c. Types of GHG emissions included in the intensity ratio; whether direct (Scope 1), energy indirect (Scope 2), and / or other indirect (Scope 3).

see GRI 305-4a

d. Gases included in the calculation; whether CO₂, CH₄, N₂O, HFCs, PFCs, SF₆, NF₃, or all.

see GRI 305-4a

Effluents and Waste

103-1 103-2 103-3

The reporting organization shall report its management approach for effluents and waste using GRI 103: Management Approach.

see GRI 301 Materials and GRI 303 Water

306-1 a. Total volume of planned and unplanned water discharges by: i. destination; ii. quality of the water, including treatment method; iii. whether the water was reused by another organization.

a. see Key Figures - Environment: Effluents. i. Destination: municipal waste water treatment plants (WWTP) in Dietlikon and Vals. ii. Our plants neutralize pH and monitor the temperature before sending waste water to the municipal WWTP. iii. Waste water is not re-used by another organization.

b. Standards, methodologies, and assumptions used. Data from municipal WWTP, annual waste water analysis, online monitoring pH/temperature.

306-2 a. Total weight of hazardous waste, with a breakdown by the following disposal methods where applicable: i. Reuse ii. Recycling iii. Composting iv. Recovery, including energy recovery v. Incineration (mass burn) vi. Deep well injection vii. Landfill viii. On-site storage ix. Other (to be specified by the organization)

a. see Key Figures - Environment: Waste

b. Total weight of non-hazardous waste, with a breakdown by the following disposal methods where applicable: i. Reuse ii. Recycling iii. Composting iv. Recovery, including energy recovery v. Incineration (mass burn) vi. Deep well injection vii. Landfill viii. On-site storage ix. Other (to be specified by the organization)

see GRI 306-2a



c. How the waste disposal method has been determined: i. Disposed of directly by the organization, or otherwise directly confirmed ii. Information provided by the waste disposal contractor iii. Organizational defaults of the waste disposal contractor.

We work with authorized waste contractors in Switzerland. We have no landfilled waste as it is forbidden by law. Our sludge is dried, analysed, and, depending on the result, incinerated or sent to a federally controlled disposal site. Moreover, we actively search for solutions for reusing or recycling each type of waste we generate in our direct operations. The biggest part of our waste is reused / recycled.

306-3 a. Total number and total volume of recorded significant spills. No significant spills were recorded.

b. The following additional information for each spill that was reported in the organization's financial statements: i. Location of spill; ii. Volume of spill; iii. Material of spill, categorized by: oil spills (soil or water sur-faces), fuel spills (soil or water surfaces), spills of wastes (soil or water surfaces), spills of chemicals (mostly soil or water surfaces), and other (to be specified by the organization).

see GRI 306-3a

c. Impacts of significant spills. see GRI 306-3a

306-4 a. Total weight for each of the following: i. Hazardous waste transported ii. Hazardous waste imported iii. Hazardous waste exported iv. Hazardous waste treated"

We do not transport, import, export, or treat hazardous waste itself, nor do we ship it internationally.

b. Percentage of hazardous waste shipped internationally. see GRI 306-4a

c. Standards, methodologies, and assumptions used. see GRI 306-4a

306-5 a. Water bodies and related habitats that are significantly affected by water discharges and / or runoff, including information on: i. the size of the water body and related habitat; ii. whether the water body and related habitat is designated as a nationally or internationally protected area; iii. the biodiversity value, such as total number of protected species

No natural habitat is significantly affected by wastewater discharge, as 100 % of our waste water is treated in municipally owned waste water treatment plants.

Environmental Compliance

103-1 103-2 103-3

The reporting organization shall report its management approach for environmental compliance using GRI 103: Management Approach.

see GRI 302 Energy

307-1 a. Significant fines and non-monetary sanctions for non-compliance with environmental laws and / or regulations in terms of: i. total monetary value of significant fines; ii. total number of non-monetary sanctions; iii. cases brought through dispute resolution mechanisms.

There were no significant fines and non-monetary sanctions for non-compliance during the reporting period.

b. If the organization has not identified any non- compliance with environmental laws and / or regulations, a brief statement of this fact is sufficient.

No breaches of environmental laws and / or regulations are currently known.



Supplier Environmental Assessment

103-1 103-2 103-3

The reporting organization shall report its management approach for supplier environmental assessment using GRI 103: Management Approach.

see GRI 204 Procurement Practices

308-1 a. Percentage of new suppliers that were screened using environmental criteria.

In 2017, we added 199 (2016: 290) new suppliers to our supplier base. All of them signed and therefore accepted our Supplier Guiding Principles. It is not until our next report (2018) that we are going to be able to present the exact percentage of new suppliers that were screened (ESG self- assessment questionnaire). See GRI 204 Procurement practices for more information. The majority of the new suppliers are small spending without contract requirements. Significant spending and strategic suppliers are checked during the tendering process, or there are CSR-related clauses in the contracts, particularly for transportation and raw materials suppliers.

308-2 a. Number of suppliers assessed for environmental impacts.

We perform internal annual evaluations including social and environmental aspects of selected suppliers (based on criticality, risk, and spend). In 2017, we evaluated 47 (2016: 23) of our suppliers.

b. Number of suppliers identified as having significant actual and potential negative environmental impacts.

0; no significant actual or potential negative impacts identified.

c. Significant actual and potential negative environmental impacts identified in the supply chain.

see GRI 308-2b

d. Percentage of suppliers identified as having significant actual and potential negative environmental impacts with which improvements were agreed upon as a result of assessment.

see GRI 308-2b

e. Percentage of suppliers identified as having significant actual and potential negative environmental impacts with which relationships were terminated as a result of assessment, and why.

see GRI 308-2b


SOCIAL TOPICS


Employment

103-1 103-2 103-3

The reporting organization shall report its management approach for employment using GRI 103: Management Approach.

Explanation of the material topic and its boundary: We have a diverse workforce of roughly 800 employees working in various functions across Switzerland. Our people are employed at one of the following locations: Brüttisellen, Bussigny, Kestenholz, Ostermundigen, or Vals. See also: - GRI 402 Labour / Management Relations - GRI 403 Occupational Health and Safety - GRI 404 Training and Education - GRI 405 Diversity and Equal Opportunity The management approach and its components: • Policies, Commitments, Responsibilities, and Monitoring Our people strategy supports the long-term success of our business by emphasizing workforce engagement and growth behaviours, and developing the capabilities, leadership and talent that are necessary for the evolution of Coca-Cola HBC Switzerland Ltd. Our Human Resources Director (member of the Senior Leadership Team) and the director's team of specialists are responsible for all our efforts to attract, develop and retain the best people. With regard to safety, they collaborate closely with our National Health and Safety Manager. Employee Engagement At Coca-Cola HBC Switzerland we foster an open culture in which employees are empowered to make decisions at the lowest level pos-sible, and they can raise their concerns with line managers or Human Resources. Moreover, our people in middle management are engaged in a change management community ('Guiding Coalition') and provide feed-back to the Senior Leadership Team. On an annual basis we conduct an employee engagement survey ('My Voice'), benchmark our performance against other subsidiaries in the Group, and review the survey results in order to identify future improvements or solutions to remove barriers to our performance. We also conduct My Voice focus groups where employee representatives across functions can actively provide feedback on different issues. Key indicators from this survey are the Employee Engagement Index and the Values Index. With the latter we capture our employees' awareness of and commitment to our six core values: authen-ticity, excellence, learning, caring for our people, performing as one and winning with customers. These values represent the foundation of our culture.

Training and Education Having the best people in every position today and tomorrow is an important issue, and it is the underlying principle of our decision-making processes, placing the development of our people at the centre of every-thing we do. Our People Development Programme enables us to system-atically and effectively develop the relevant skills, capabilities and growth mindsets we need to be successful in the long run. A key element of our programme is the so-called People Development Forum (PDF). Within the framework of a PDF, managers and senior managers meet to discuss the strengths and development options as well as the potential for future positions of their directly subordinate employees. The PDF results form the basis for an individual development plan, which also records the need for further training and consistent implementation. In order to offer our employees on-demand qualification and training opportunities, we maintain a comprehensive range of training opportunities for individual employees or teams. According to our 70-20-10 approach, 70 % of learn-ing should be on the job, 20 % learning from others, 10 % formal learning – classroom, virtual, online and self-study. To accelerate the development of our people with leadership potential, we offer experiential learning to build new skills through our Fast Forward programmes. …




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To accelerate the development of our people with leadership potential, we offer experiential learning to build new skills through our Fast Forward programmes. Moreover, we have targeted learning programmes for each leadership layer. With our Operator Development Program we offer can-didates without apprenticeship certificate or lateral entrants an entry into their professional life or their career at of our two plants, respectively. With (on-the-job) training the employees can move from a basic entry-level certificate to an advanced and expert certificate in three to five years. In the case of terminations we collaborate with MOVIS (see Actions and Achievements), which provides job placement services on a case-by-case basis. We also offer internal pre-retirement training performed by the Pension Fund and our external pension fund administrator. Well-being We know that an enabling and socially supportive work environment fos-ters sustained engagement. To address this, we seek to create a culture of well-being that exemplifies our values and enhances productivity and our reputation (see Actions and Achievements). Diversity and Equal Opportunity Our business benefits greatly from the diverse range of people who work for us, and we actively seek to attract and retain employees with a range of backgrounds, skills and experiences. This is why respect for individuals is at the core of our values, and why we foster behaviours that create an inclusive culture. These behaviours are enshrined in our formal Inclusion and Diversity Policy, our Code of Business Conduct and our Human Rights Policy. Local policies, such as the sexual harassment policy, ensure protection and grievance procedures. Moreover, we ensure equal pay through regular assessments (see Actions and Achievements). • Goals and Targets We also set ourselves targets and track our performance along several key indicators. see Key Figures – Employees • Actions and Achievements In our most recent My Voice study (September 2017) the participation rate remained at a very high 95 %. However, our Employee Engagement Index fell from 86 % in 2016 to 85 % in 2017 and our Values Index from 83 % to 82 %. In addition, employee feedback in other areas of the survey have also become increasingly critical. Consequently, we have taken steps to discuss the results and root causes of this criticism with our employees in person through several 'lunch sessions'. In 2018 we will address the key areas where we see room for improvement. Under the umbrella of 'Be Well' we have launched a new well-being toolkit in 2017. Be Well combines initiatives and services tailored to the physical, emotional and social well-being of our employees, from our Health and Safety Weeks to personal, financial or career counselling provided by MOVIS as well as flexible working hours and home office options. For the latter, a company-wide policy was introduced in 2016. In 2016 / 2017 one of our Management Trainee projects was dedicated to the question 'do we pay our employees equally?' A study with the equal pay self-test tool 'Logib' showed that we only have an average deviation of 1 % between salaries paid to men and women. Nevertheless, we are committed to further improving equal pay ( www.ebg.admin.ch/ebg/en/home/services/equal-pay-self-test-tool--logib.html).

401-1 a. Total number and rate of new employee hires during the reporting period, by age group, gender and region.

2016 < 30: Female Number: 14, Rate: 47 %; Male Number: 29, Rate: 41 % 30 – 50 : Female Number: 16, Rate: 53 %; Male Number: 35, Rate: 49 % > 50: Female Number: 0, Rate: 0 %; Male Number: 7, Rate: 10 % 2017< 30: Female Number: 17, Rate: 49 %; Male Number: 28, Rate: 36 % 30 – 50 : Female Number. 18, Rate: 51 %; Male Number: 42, Rate: 55 % > 50: Female Number: 0, Rate: 0 %; Male Number. 7, Rate: 9 %

http://www.ebg.admin.ch/ebg/en/home/services/equal-pay-self-test-tool--logib.html

http://www.ebg.admin.ch/ebg/en/home/services/equal-pay-self-test-tool--logib.html



b. Total number and rate of employee turnover during the reporting period, by age group, gender and region.

2016 < 30: Female Number: 7, Rate: 22 %; Male Number: 20, Rate: 23 % 30 – 50 : Female Number: 16, Rate: 52 %; Male Number: 50, Rate: 58 % > 50: Female Number: 8, Rate: 26 %; Male Number: 16, Rate: 19 % Turnover rate see Key Figures - Employees: Turnover 2017< 30: Female Number: 8, Rate: 17 %; Male Number: 14, Rate: 18 % 30 – 50 : Female Number. 37, Rate: 80 %; Male Number: 47, Rate: 62 % > 50: Female Number: 1, Rate: 2 %; Male Number. 15, Rate: 20 % Turnover rate see Key Figures - Employees: Turnover

401-2 a. Benefits which are standard for full-time employees of the organization but are not provided to temporary or part-time employees, by significant locations of operation. These include, as a minimum: i. life insurance; ii. health care; iii. disability and invalidity coverage; iv. parental leave; v. retirement provision; vi. stock ownership; vii. others.

2016 / 2017. i. no. ii. no. iii. yes. iv. yes. v. yes. vi. yes. vii. home office and mobile phones.

ch.coca-colahellenic.com/en/careers/ why-join-coca-cola-hbc-switzerland/

b. The definition used for 'significant locations of operation'. Brüttisellen, Bussigny, Kestenholz, Ostermundigen, Vals.

401-3 a. Total number of employees that were entitled to parental leave, by gender.

2016 F: 15 / M: 24 2017 F: 10 / M: 17

b. Total number of employees that took parental leave, by gender.

2016 F: 15 / M: 24 2017 F:10 / M: 17

c. Total number of employees that returned to work in the reporting period after parental leave ended, by gender.

2016 F: 8 / M: 24 2017 F:11 / M: 17

d. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work, by gender.

2016 F: 7 / M: 24 2017 F:10 / M: 16

e. Return to work and retention rates of employees that took parental leave, by gender.

2016 F: 67 % / M: 100 % 2017 F: 92 % / M: 95 %

Labor / Management Relations

103-1 103-2 103-3

The reporting organization shall report its management approach for labor / management relations using GRI 103: Management Approach.

see GRI 401 Employment

402-1 a. Minimum number of weeks' notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them.

2016 / 2017. 8 weeks.

b. For organizations with collective bargaining agreements, report whether the notice period and provisions for consultation and negotiation are specified in collective agreements.

There are no collective bargaining agreements in place.

http://ch.coca-colahellenic.com/en/careers/ why-join-coca-cola-hbc-switzerland/

http://ch.coca-colahellenic.com/en/careers/ why-join-coca-cola-hbc-switzerland/



Occupational Health and Safety

103-1 103-2 103-3

The reporting organization shall report its management approach for occupational health and safety using GRI 103: Management Approach.

Explanation of the material topic and its boundary: The health and safety of our employees is paramount. Our people in pro-duction and sales working with machinery and being on the road during their working hours are particularly exposed to health and safety risks. In addition to the individual suffering caused by accidents, we as a company also incur direct costs (insurance premiums and continued salary pay-ments) and indirect costs (time expenditure, absences, fluctuation- related costs or reputation risks). See also: GRI 401 Employment The management approach and its components: • Policies, Commitments, Responsibilities, and Monitoring We maintain a modern safety management system guided by the pre-cautionalry principle and in accordance with the OHSAS 18001 standard and anchored in our Occupational Health and Safety Policy. In addition, we comply with TCCC's KORE guidelines. And finally, we are a member of the 'company group solution beverages' (EKAS-Betriebsgruppenlösung Getränke), which was validated as a system solution by the Swiss Federal Coordination Commission for Occupational Safety FCOS. Every accident requiring medical treatment is recorded in our statistics and we report it to our insurance company Suva. In addition, every occu-pational accident is analysed by our responsible health and safety manag-ers. Where possible and necessary, they take measures for improvement. We therefore have a strong interest in preventing accidents by focusing on those situations that can lead to accidents: unsafe actions, hazards from machines or equipment as well as reports of near-misses. Our line managers in production conduct regular 'walk the talk' supervisions where they observe their employees' behaviour and give feedback. And with 'Toolbox Talks' our safety managers raise awareness for safe behaviour and handling of tools and machinery. Finally, near-misses – although not reported to Suva – are recorded, systematically evaluated and processed in our statistics. We ensure our legal compliance with relevant national, cantonal and municipal legislation through our quality assurance process, the mainstay of which is our regular monitoring of all relevant quality, health and safety, as well as environmental laws and regulations. For observing legal compli-ance in the health and safety domain we track legislative amendments at the website of the Swiss Federation. In our daily business we consult with the Federal Office of Public Health and our casualty insurance company Suva, among others. Our occupational health and safety programme is the responsibility of the Country Sustainability & QSE Function (member of the Senior Lead-ership Team). The programme is maintained and developed nationally and locally by those responsible for QSE and implemented with the help of specialized employees at the bottling plants and representatives in commercial, CDO and Valser Service. That said, the responsibility for a successful implementation of the programme belongs to every one of our employees at each level and function in the organization. • Goals and Targets Every accident is one too many. We therefore have the long-term vision to operate without accidents. We set annual measurable occupational health and safety objectives to ensure continuous improvement and compliance with all standards. Our target for 2017 was 1.1 LTA > 1day/100 FTE. For 2018 our target is still pending. • Actions and Achievements In the period under review we were able to considerably reduce the num-ber of accidents with more than 1 day of absence and the total time lost due to these accidents. In 2017, we suffered 7 of these accidents (2016: 12; -42 %) and a lost time incidence rate (accidents with >1 day absence per 100 FTE) of 0.93 (2016: 1.43; -73 %) across our Swiss operations, which demonstrates that our occupational health and safety programme is effective.



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We are convinced that this gratifying development is a direct result of our continuous investment in our Game Change Plan, an initiative which started back in 2015. Among other things we joined the Suva 'Charta: save lives – say stop', built a cross-functional safety committee of over a dozen (senior) managers to increase ownership, established six general 'life-saving rules' and intensified our 'Toolbox Talks' for our employees in production and sales. In 2017, we started to transition our Game Change Plan to what is known Group-wide as the Behaviour-Based Safety System. In the future we will profit from this system and the practical experience from pilot plants in other countries. Finally, with our annual Health and Safety Weeks we reached out to all employees of Coca-Cola HBC Switzerland. In our last two editions of these awareness-building weeks we focused on 'zero harm' / behaviour based safety and safe driving.

403-1 a. The level at which each formal joint management-worker health and safety committee typically operates within the organization.

There is a cross-functional and company-wide Safety Committee and a plant-level 'Behaviour-Based Safety' Steering Committee in place. A special role is played by our local occupational safety specialists, i.e. safety officers, paramedics and contact persons for hazardous substances. Among other tasks, they influence the behaviour of their co-workers with the Toolbox Talks.

b. Percentage of workers whose work, or workplace, is con-trolled by the organization, that are represented by formal joint management-worker health and safety committees.

n / a.

403-2 a. Types of injury, injury rate (IR), occupational disease rate (ODR), lost day rate (LDR), absentee rate (AR), and work- related fatalities, for all employees, with a breakdown by: i. region; ii. gender.

see Key Figures - Employees: Health and Safety

b. Types of injury, injury rate (IR), and work-related fatalities, for all workers (excluding employees) whose work, or work-place, is controlled by the organization, with a breakdown by: i. region; ii. gender.

No workers were affected by injuries in 2016 and 2017.

c. The system of rules applied in recording and reporting accident statistics.

According to the white book definition and the Swiss Accident Insurance Act, accidents (occupational and non-occupational) have to be reported immediately by the employee.

403-3 a. Whether there are workers whose work, or workplace, is controlled by the organization, involved in occupational activities who have a high incidence or high risk of specific diseases.

Our workers do not have a high incidence or high risk of specific diseases.

403-4 a. Whether formal agreements (either local or global) with trade unions cover health and safety.

There are no formal agreements with trade unions in place.

b. If so, the extent, as a percentage, to which various health and safety topics are covered by these agreements.

see GRI 403-4a

Training and Education

103-1 103-2 103-3

The reporting organization shall report its management approach for training and education using GRI 103: Management Approach.




404-1 a. Average hours of training that the organization's employees have undertaken during the reporting period, by: i. gender; ii. employee category.

2016 i. hours: female: 52 h, male: 31 h. ii. Training hours / FTE manage-self layer: 30.29 h Training hours / FTE manager of others layer: 67.18 h Training hours / FTE manager of managers layer: 59.70 h Training hours / FTE CFH: 4.49 h Training hours / FTE CGM / CEO: 23.13 h. 2017 i. hours: female: 42.6 h, male: 30.68 h. ii. Training hours / FTE manage-self layer: 30.87 h Training hours / FTE manager of others layer: 42.36 h Training hours / FTE manager of managers layer: 43.23 h Training hours / FTE CFH: 8 h Training hours / FTE CGM / CEO: 8 h.

404-2 a. Type and scope of programs implemented and assistance provided to upgrade employee skills.

see management approach GRI 401 Employment

b. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.

In the case of terminations we collaborate with MOVIS, which provides career counselling and job placement services on a case-by-case basis. We also offer internal pre-retirement training performed by the Pension Fund and our external pension fund administrator.

404-3 a. Percentage of total employees by gender and by employee category who received a regular performance and career development review during the reporting period.

2016 - performance review total number 812, by gender: male 74 % (604), female 26 % (208), by employee category: MS & MSP 81 % (659), MoO 13 % (109), MoM 4 % (30), CFH 0.9 % (7), CGM 0.1 % (1) - career development review total number 386, by gender: male 69 % (266), female 31 % (120), by employee category: MS & MSP 65 % (251), MoO 26 % (99), MoM 7 % (28), CFH 2 % (7), CGM 0.3 % (1) 2017 - performance review total number 689, by gender: male 75 % (516), female 25 % (173), by employee category: MS & MSP 76 % (522), MoO 15 % (100), MoM 4 % (29), CFH 1 % (8) - Career Development review: Data not yet available at publication date.

Diversity and Equal Opportunity

103-1 103-2 103-3

The reporting organization shall report its management approach for diversity and equal opportunity using GRI 103: Management Approach.


405-1 a. Percentage of individuals within the organization's governance bodies in each of the following diversity categories: i. Gender; ii. Age group: under 30 years old, 30-50 years old, over 50 years old; iii. Other indicators of diversity where relevant (such as minority or vulnerable groups).

2016 i. F: 25 % / M: 75 %. ii. < 30 years old: 0; 30 – 50 years old: 87.5 %; > 50 years old: 12.5 %. iii. n / a. 2017 i. F: 30 % / M: 70 %. ii. < 30 years old: 0; 30 – 50 years old: 90 %; > 50 years old: 10 %. iii. n / a. see Key Figures: Employees - Equality and Diversity

b. Percentage of employees per employee category in each of the following diversity categories: i. Gender; ii. Age group: under 30 years old, 30-50 years old, over 50 years old; iii. Other indicators of diversity where relevant (such as minority or vulnerable groups).

2016 (Without governance bodies; with governance body see Key Figures: Employees) i. F: 24 % / M: 76 %. ii. < 30 years old: 16 %; 30 – 50 years old: 60 %; > 50 years old: 24 %. iii. n / a. 2017 (Without governance bodies; with governance body see Key Figures: Employees) i. F: 24 % / M: 76 %. ii. < 30 years old: 16 %; 30 – 50 years old: 59 %; > 50 years old: 25 %. iii. n / a.

405-2 a. Ratio of the basic salary and remuneration of women to men for each employee category, by significant locations of operation.

see management approach GRI 401 Employment

b. The definition used for 'significant locations of operation'. Brüttisellen, Bussigny, Kestenholz, Ostermundigen, Vals.



Local Communities

103-1 103-2 103-3

The reporting organization shall report its management approach for local communities using GRI 103: Management Approach.

Explanation of the material topic and its boundary: Our business success depends on the strength and well-being of the communities in which we operate. Our 'local communities' are first and foremost the municipalities we work in, but also Swiss society and the economy as a whole. A close and good relationship with our stakeholders is essential. Trust is the foundation of our relationships with customers, consumers, employ-ees, neighbours, institutions and business partners, and we build trust through the responsible, sustainable management of our business. See also GRI 102-40f Stakeholder Engagement

The management approach and its components:• Policies, Commitments, and Monitoring We have chosen to focus on the following aspects in our community investment and engagement:- Community well-being (see GRI 413-1 for more information)- Youth development (see GRI 413-1 for more information)- Environmental and water stewardship (see GRI 301 Materials,

GRI 302 Energy, and GRI 303 Water for more information)

In 2016, we opened our Visitor Center next to our plant in Dietlikon. Visitors can experience our daily activities first-hand, marvel at the sheer velocity of our high-speed PET line, test their Coca-Cola trivia, and find out more about our sustainability efforts. For school classes with pupils above the age of 12 we offer special tours. Our plant in Vals also offers tours for interested parties and a water exhibition. In 2017, we established a new partnership with Pro Juventute. This foundation supports and promotes children and young people with their parents through targeted projects. Our collaboration is targeted toward young people aged 18 to 25. With a specially designed programme, including a certificate of completion, we want to make it easier for them to take the step from initial education into work. In the one-day "Youth Empowered" training course, experienced teachers and our employees accompany the participants as "Coke Coaches" and provide advice and practical support (for more information see: ch.coca-colahellenic.com/en/news-and-media/news/new-partnership-between-coca-cola- switzerland-and-pro-juventute/) Our support to communities is led by our Country Public Affairs & Communications Function (part of the Senior Leadership Team) in close cooperation with Country Sustainability & QSE (Environmental and Water stewardship). All our community contributions are tracked and reported in a dedicated monitoring tool. • Goals and Targets Each year we want to achieve a 10 % employee participation rate in our corporate volunteering projects. • Actions See GRI 413-1 for details

413-1 a. Percentage of operations with implemented local community engagement, impact assessments, and / or development programs, including the use of: i. social impact assessments, including gender impact assessments, based on participatory processes; ii. environmental impact assessments and ongoing monitoring; iii. public disclosure of results of environmental and social impact assessments;

Switzerland is one of the 'established markets' of Coca-Cola HBC (see Coca-Cola HBC 2017 Integrated Annual Report, p. 9). With regard to local communities, our organization has implemented the following initiatives / procedures: i. socio-economic impact study (see GRI 203 Indirect Economic Impacts). ii. / iii. environmental impact assessments, incl. water stewardship (see GRI 301 Materials, GRI 302 Energy, GRI 303 Water).

http://ch.coca-colahellenic.com/en/news-and-media/news/new-partnership-between-coca-cola- switzerland-and-pro-juventute/





413-1 iv. local community development programs based on local communities' needs; v. stakeholder engagement plans based on stakeholder mapping; vi. broad based local community consultation committees and processes that include vulnerable groups; vii. works councils, occupational health and safety committees and other worker representation bodies to deal with impacts; viii. formal local community grievance processes.

iv. - Youth development: We financially supported 1:1 coaching by our new

Partner Pro Juventute to benefit young adults in search of a job and develop / carry out application workshops for young adults to improve their opportunities in the job market. 111 young adults benefitted from these services.

- Community well-being: a) As part of our strategic partnership with the Swiss Red Cross (SRC),

we supported '2xChristmas' (a joint project of the SRC, Swiss Post and Swiss Television and Radio). The idea behind this project is that people who spend their everyday lives surrounded by an excess of material goods should share their good fortune. We supported this event by donating gifts and 3 days of voluntary work by our employees. In addition to 2x Christmas, we are the proud beverage sponsor for SRC's famous VIP Galas.

b) Partnership with PUSCH (Swiss Foundation for Practical Environmental Protection): PUSCH's water exhibition has been developed especially for schools and communities to raise awareness of our valuable water resources. In 2017, thanks to our financial and in-kind support, this exhi-bition reached over 25,200 visitors.

c) Through our Visitor Center in Dietlikon and plant visits in Vals, we reached a total of 9,794 people, including 2,544 students, in 2017.

d) Sponsoring of the local football clubs FC Brüttisellen, SC Steinhausen and FC Vals. In return, we were able to place our logo on their jerseys and publish free articles in their respective club magazines.

e) Sponsoring of local events and festivities in the fields of sports, culture and education, e.g. culture night of Brüttisellen and other typical Swiss village fairs. In most events, Coca-Cola was visible as the beverage sponsoring partner on flyers, posters and banners. In 2017, we made cash and in-kind contributions totalling approx. CHF 450.000, and 155 employees of Coca-Cola HBC Switzerland took part in volunteering activities during working hours. v. / vi. / viii. see GRI 102-43 vii. see GRI 403

Supplier Social Assessment

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The reporting organization shall report its management approach for supplier social assessment using GRI 103: Management Approach.

see GRI 204 Procurement practices

414-1 a. Percentage of new suppliers that were screened using social criteria.

In 2017, we added 199 (2016: 290) new suppliers to our supplier base. All of them signed and therefore accepted our Supplier Guiding Principles. It is not until our next report (2018) that we are going to be able to present the exact percentage of new suppliers that were screened (ESG self-as-sessment questionnaire). See GRI 204 Procurement practices for more information. The majority of the new suppliers are small spending without contract requirements. Significant spending and strategic suppliers are checked during the tendering process, or there are CSR-related clauses in the con-tracts, particularly for transportation and raw materials suppliers.

414-2 a. Number of suppliers assessed for social impacts. We perform internal annual evaluations including social and environmental aspects of selected suppliers (based on criticality, risk, and spend). In 2017, we evaluated 47 (2016: 23) of our suppliers.

b. Number of suppliers identified as having significant actual and potential negative social impacts.

0; no significant actual or potential negative impacts identified.

c. Significant actual and potential negative social impacts identified in the supply chain.

see GRI 414-2b

d. Percentage of suppliers identified as having significant actual and potential negative social impacts with which improvements were agreed upon as a result of assessment.

see GRI 414-2b

e. Percentage of suppliers identified as having significant actual and potential negative social impacts with which relationships were terminated as a result of assessment, and why.

see GRI 414-2b



Customer Health and Safety

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The reporting organization shall report its management approach for Customer Health and Safety using GRI 103: Management Approach.

Explanation of the material topic and its boundary: We offer a wide selection of soft and still drinks with added sugar, low-cal-orie and sugar-free options, mineral water, energy and sports drinks, as well as coffee. For us product quality, safety – particularly safe ingredients – and integrity are necessary to build consumer trust, maintain market leadership, and generate sales volumes and revenues. Also, marketing our brands responsibly but effectively is of great importance to our business. The quality and safety of our distributed coffee is within the responsibility of our strategic partner Lavazza. For more information see GRI 102-2b. Swiss consumers are highly health-conscious. The latest, fourth issue of the "Nutrition and Exercise Monitor" (2017) compiled by gfs.bern, an inde-pendent social research company, shows that 82 % of those surveyed (N = 1007) consider personal responsibility to be a central value when it comes to nutrition issues. 63 % of those surveyed, however, also see the food and beverage industry as responsible. Furthermore, 68 % find the current labelling of nutritional reference values in Switzerland sufficient. Against this background we diligently track the public and political discus-sions about a potential sugar tax in Switzerland and two popular initiatives against the use and / or subsidization of synthetic pesticides as they could have a negative impact on sugar supply from Switzerland. The management approach and its components: • Policies, Commitments, Responsibilities, and Monitoring Product quality and integrity for us means offering the highest quality beverages that satisfy customers' and consumers' expectations in every aspect. In addition to product functionality, quality, safety, taste and design, integrity also includes intangibles such as brand equity. Product quality and safety is the responsibility of our Country Sustainabil-ity and QSE Function. Independent inspectors regularly check our quality, safety and environmental systems - guided by the precautionary principle - and compliance with the recently revised strict Swiss Foodstuffs Act (see below). SGS Switzerland verifies compliance with the ISO 9001 quality standard and the FSSC 22000 and PAS220 food safety standards during the annual monitoring or recertification audit. Furthermore, we are bound by the KORE guidelines of TCCC. TCCC and 'cross-border auditors' from the Coca-Cola system use unannounced audits to verify compliance. In addition, we conduct internal product traceability exercises twice a year. In order to guarantee the high quality of our products at the point of sale, our sales representatives also regularly check the quality of our products with special 'mystery shoppers' who make anonymous test purchases or visits to gastronomic establishments. In addition, we receive feedback from customers and consumers via our Customer Care Center or Infoline and track the number of complaints per million containers sold. With the clear and easy-to-understand nutrition declaration on all bever-age packages, including the Guideline Daily Amount (GDA) for an average adult, we give our consumers the opportunity to regulate their calorie intake independently. Moreover, through our corporate website and social media accounts consumers can obtain additional information about our products and the safety of our ingredients.



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We also assume our responsibility towards consumers in marketing and sales. The global Coca-Cola system applies uniform marketing principles aimed at protecting children. As a subsidiary of Coca-Cola HBC we comply with TCCC's global Responsible Marketing Policy. In Switzerland, we have been part of the 'Swiss Pledge' since 2010. Our commitments through this voluntary industry initiative are: 1. Limited product advertis-ing to children under 12 years; only products that meet specific nutritional criteria are advertised. 2. No product-specific communication at primary schools (children under 12 years), unless this is expressly requested or approved by the school administration for educational purposes. On an annual basis, the independent market research company Media Focus checks compliance with our Swiss Pledge commitments (see GRI 417-3). In addition, we track our school sales and check compliance with our commitment not to sell sugary drinks in primary schools. • Goals and Targets First and foremost, we have zero tolerance for quality and food safety non-compliance. Moreover, we strive to continually enlarge selection for our consumers and reduce the calorie content of our beverages portfolio. Our product quality target for 2017 was 0.26 consumer complaints per million containers sold. For 2018, we aim at 0.37 consumer complaints per million containers sold. • Actions and Achievements In 2016 and 2017 we took all necessary steps to ensure compliance with the revised Swiss Foodstuffs Act, which came into effect in May 2017. This is a demanding task for us: not only have the requirements for us as a producer, importer and distributor been increased (risk-based self-super-vision of food and beverage producers), but also our portfolio has become more complex with new beverage categories such as coffee (Lavazza). Our system was reviewed by the public authorities. In the past five years we have reduced the use of sugar from 22.048t in 2013 to 15.224t in 2017. Our consumer complaints per million containers sold rose from 0.31 in 2016 to 0.41 in 2017. In 2017 we received 8 more complaints than in 2016. The most common reason was improper handling of our products.

416-1 a. Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.

100 %; There are no safety impacts associated with our products, and all health impacts are always assessed for all products.

416-2 a. Total number of incidents of non-compliance with regulations and / or voluntary codes concerning the health and safety impacts of products and services within the reporting period, by: i. incidents of non-compliance with regulations resulting in a fine or penalty; ii. incidents of non-compliance with regulations resulting in a warning; iii. incidents of non-compliance with voluntary codes.

a) 2016 / 2017: 0. i none. ii none. iii none.

b. If the organization has not identified any non- compliance with regulations and / or voluntary codes, a brief statement of this fact is sufficient.

see GRI 416-2a



Marketing and Labeling

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The reporting organization shall report its management approach for marketing and labeling using GRI 103: Management Approach.

see GRI 416 Customer Health and Safety

417-1 a. Whether each of the following types of information is required by the organization's procedures for product and service information and labeling: i. The sourcing of components of the product or service; ii. Content, particularly with regard to substances that might produce an environmental or social impact; iii. Safe use of the product or service; iv. Disposal of the product and environmental or social impacts; v. Other (explain).

The printed packs and labels of all products sold in 2017 had front-of-pack calorie and sugar information, and back-of-pack Guideline Daily Amounts (GDA) information. All of significant product or service categories are covered by and assessed for compliance with such procedures.

b. Percentage of significant product or service categories covered by and assessed for compliance with such procedures.

100 %.

417-2 a. Total number of incidents of non-compliance with regulations and / or voluntary codes concerning product and service information and labeling, by: i. incidents of non-compliance with regulations resulting in a fine or penalty; ii. incidents of non-compliance with regulations resulting in a warning; iii. incidents of non-compliance with voluntary codes.

i. none. ii. none. iii. n / a. In 2016 we had five and in 2017 one minor issue, however no incidents of non-compliance.


see 417-2a

417-3 a. Total number of incidents of non-compliance with regulations and / or voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by: i. incidents of non-compliance with regulations resulting in a fine or penalty; ii. incidents of non-compliance with regulations resulting in a warning; iii. incidents of non-compliance with voluntary codes.

2016: 1; 2017: 0

i none. ii 2016: 1. iii Swiss Pledge compliance: According to the independent market research company Media Focus, 99 % of the commercials broadcast by Swiss Pledge members met the criteria of the Swiss Pledge in 2017. The member companies also achieved good results for advertising in children's magazines and on brand websites, once again fulfilling their voluntary commitment to responsible advertising towards children under 12 years of age. Monitoring results are not broken down by individual brands.


see GRI 417-3a

Socioeconomic Compliance

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The reporting organization shall report its management approach for socioeconomic compliance using GRI 103: Management Approach.

see GRI 302 Energy see GRI 401 Employment see GRI 413 Local Communities

419-1 a. Significant fines and non-monetary sanctions for non-compliance with laws and / or regulations in the social and economic area in terms of: i. total monetary value of significant fines; ii. total number of non-monetary sanctions; iii. cases brought through dispute resolution mechanisms.

No fines and penalties during the reporting periods.

b. If the organization has not identified any non- compliance with laws and / or regulations, a brief statement of this fact is sufficient.

We are not aware of any breaches.

c. The context against which significant fines and non-monetary sanctions were incurred.

see GRI 419-1b

Contact:

Public Affairs & Communications Coca-Cola HBC Switzerland Ltd. www.coca-colahellenic.ch www.coca-cola.ch [email protected]

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