practical examples...practical examples we publicly committed to train 100% of all employees by end...

PRACTICAL EXAMPLES

CONTENT

AHOLDJOHNSON & JOHNSONNESTLEMIGROSPEPSICO SOBEYS

NUTRITION AND PRODUCT FORMULATION

EMPLOYEE HEALTH & WELLNESS

PRODUCT LABELLING AND CONSUMER INFORMATION

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10

14

3

HEALTH AND WELLNESS TOOLKIT

ADVERTISING TO CHILDREN

SCALING UP COMMUNITY PROGRAMMES

WALLMARTUNILEVERAHOLDPEPSICO

GRUPO BIMBOCOCA-COLAMARS

MARSPEPSICONESTLÉAHOLD

NESTLÉTESCOMARKS & SPENCERUNILEVERCAMPBELL´SCOLGATEWALLMARTCOCA- COLAGRUPO BIMBO

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CHAPTER 1EMPLOYEE HEALTH AND WELLNESS

AHOLD’S FIT & FUN PROGRAM FOR ASSOCIATE HEALTH AND WELLNESS

Health & wellness is at the core of Ahold’s responsible retailing strategy.

Healthy associates are likely to have more energy and lower absenteeism, and contribute more at home and at work.

We encourage our associates to lead healthier lifestyles and engage in the healthy living programmes in place.

WHY WE WERE MOTIVATED TO CHANGE

HOW WE DID IT

Fit & Fun is a health programme offered to Ahold associates in the Netherlands, through which they can register and get access to a variey of fitness activities on a variety of fitness activities.

Fit & Fun offers clinics on nutrition and smoking cessation, as well as more traditional fitness activities such as dance and movement, boot camp, and other exercise classes. Water sports are also offered.

Each operating unit of Ahold has specific programmes in place to support our associates to live healthily .

Health & wellness programmes have been developed by HR in close cooperation with internal and external experts.

We offer initiatives to encourage our associates to lead healthier lifestyles and take part in the healthy-living programmes offered

IMPACT WE HAVE SEEN

The healthy programs and initiatives are appreciated by associates and result in them having a more positive outlook at work and providing better service to our customers.

We found that a group of early adopters can motivate others within the company to participate and play an important role in further engagement.

Over 28,000 associates took part in healthy living initiatives offered by the company in 2014 (over 10%).

PRACTICAL EXAMPLES

The healthy programmes and initiatives are appreciated by our associates and have resulted in them having a more positive outlook while at work and providing a better service to our customers

CHAPTER 1

EMPLOYEE HEALTH AND WELLNESS

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JOHNSON & JOHNSON HAS EXECUTED A CENTER-LED,REGIONALLY TAILORED HEALTH AND WELLNESS PROGRAMME ACROSS 60 COUNTRIES

Johnson & Johnson is committed to investing in the health of its employees in order to promote a happier, more engaged, productive and happier workforce


To support a Culture of Health, a 12-programme framework initiative with the stated goals of the programme across all locations.

HOW WE DID IT

Fundamental to the success of the initiative was the focus on customising the programme to suit the culture and specific health needs of the participating regional business units.

The programes including: a tobacco-free workplace, HIV policy, health profile, medical surveillance, physical activity, health promotion, and stress/energy management

IMPACT WE HAVE SEEN

In total, the programme directly reached over 128,000 members globally across 60 countries

The success of the initiative has been largely influenced by the degree of involvement from senior leadership

The organisation is actively progressing against the stated goals to:

The CEO plays an active role in promoting the initiative globally across the entire organisation

Targeted discussions with Health Champions are focused on how to meet the objectives of the initiative

Ensure that 90% of employees have access to the Culture of Health programme

Achieve a low health risk rating across 80% of members who have completed the health-risk profile

See that 80% of the employees have successfully completed a health risk profile and know their key health indicators

PRACTICAL EXAMPLES



HOW WE DID IT

IMPACT WE HAVE SEEN

To promote Healthy Living, PepsiCo has centered focus within four key areas:

Eat Healthy (nutrition).

Find Balance (mental health).

Get Moving (physical activity).

Be Well (prevention).

Healthy Money is another key aspect of PepsiCo’s wellness programme, providing tools and resources to improve the financial fitness of PepsiCo’s employees.

The Healthy Living programme encourages employees and their families to focus on healthy lifestyles at home, work and play.

Wellness activities and initiatives are tailored by country according to local culture and norms.

The Healthy Living programme plays an important role in PepsiCo’s overall healthcare strategy of promoting the health of their employees and families. To ensure success the program is continually examined in order to identify ways to enhance the program to keep it innovative and effective.

The programme has been a tremendous success, increasing employee awareness of and participation in their health and well-being.

PepsiCo’s global wellness strategy is designed to engage employees and their families in developing and sustaining healthy behaviors to improve their overall quality of life.

Healthy Living includes access to preventive screenings and rewards for completing personal health assessments and for participating in health improvement programmes or competition.

PRACTICAL EXAMPLES

PEPSICO HAS IMPLEMENTED A REGIONALLY TAILORED INITIATIVE GLOBALLY TO PROMOTE HEALTHY LIVING TO THEIR EMPLOYEES TO THEIR FAMILIES


IMPACT WE HAVE SEEN

PRACTICAL EXAMPLES

HOW WE DID IT

In 2015, the global steps challenge is seeing higher participation compared to 2014. On current pace, TCCC participants are expected to collectively take over 2 billion steps over 8 weeks. Full results and impact will be available in July 2015. In a recent pilot activity challenge, Coca-Cola performed in the 85th percentile compared to other organizations and similar results are expected.

THE COCA-COLA COMPANY HAS SUCCESSFULLY PROGRESSED A GLOBAL EMPLOYEE HEALTH AND WELLNESS PROGRAMME

Well-being is a core element of The Coca-Cola Company’s (TCCC) values and we strongly believe in supporting the well-being of our employees. In 2013, we renewed our focus on well-being with a more cohesive and global strategy and infrastructure.

The overall strategy (and the global activity challenge) are driven from our global HR team, cross-functional support, and a network of well-being champions across the organization – both at headquarters and the field.

Our approach to employee well-being is to be holistic (physical, emotional, social, and financial well-being), offer personalized support, enable social engagement, and make resources available.

To implement this approach, we defined six global initiatives, one of which was an annual global activity challenge.In 2014, our global activity challenge was “Go for the Employee Cup” in alignment with TCCC sponsorship of the FIFA World Cup.

In 2015, we launched our first global steps challenge. The steps challenge is team-based, with a business-level prize of a donation to the winning team’s selected charity. In the US, the challenge is also part of the BiPartisan Council’s Health initiative across multiple organizations to measure the impact of global activity challenges.

To implement, we partnered with Virgin Pulse. In addition, many business units provided subsidized Coca-Cola branded Misfit Shines. Through participation in the steps challenge, employees also have access to the full Virgin Pulse platform with well-being tips on topics such as nutrition, stress, and managing finance. Additionally, employees can track a variety of well-being behaviors such as fruit and vegetable consumption, hydration, sleep, meditation, and more.

In 2014’s Go for the Employee Cup had over 5,600 global participants with teams in over 55 countries. Results included improved employee engagement and new focus on activity in many locations.

To date, the challenge has resulted in a greater sense of comradery in the business and a greater focus on adding movement and walking into the course of normal business days.



NESTLÉ COMMITTED TO TRAINING ALL ITS EMPLOYEES BY THE END OF 2015 IN EMPLOYEE WELLNESS – NUTRITION QUOTIENT

Nutrition Health and Wellness (NHW) is at the heart of the business strategy and a true commitment for employee wellness.


HOW WE DID IT

IMPACT WE HAVE SEEN

PRACTICAL EXAMPLES

We publicly committed to train 100% of all employees by end 2015 – even temporary ones. Our goal is to encourage nutrition empowerment for all employees and, over the long term, for their families too.

We have a broad program that embraces Safety and Health activities across all operations globally.

In 2007, as part of our holistic approach to employee wellness, we launched a training programme called Nutrition Quotient (NQ) for all Nestlé employees for these two reasons:

To empower employees to make better informed food and beverage decisions everyday for themselves and their family.

To ensure product developers and marketers embed NHW into products and communications.

We developed a whole series of different modules and different formats to cover all needs and working situations. There are numerous local adaptations in different languages featuring local nutrition authority references (e.g. food guides) around the world. Past trainees also receive regular knowledge boosters.

We have crafted all our training modules and formats to make them engaging and interactive in some form.

Workshops (led by registered nutritionists) and e-learning modules allow for pre and post quiz plus feedback to improve “score” (understanding).

The “social marketing” campaign format is a series of 12 thematic educational posters which come with complementary hand-outs to bring home and engage the family. With this, we also stage short participative health and wellness activities in work sites.

Over 310K employees have been trained globally on NQ since launch, making nutrition training intrinsic to the Company culture.



IMPACT WE HAVE SEEN

PRACTICAL EXAMPLES

Page 4

HOW WE DID IT

We believe that:

Healthy Employee means happy employee.

Happy Employee means happy teams with better results and less absentism.

Happy teams mean happy workplace with fewer accidents.

Happy workplace means happy customers and happy share holders.

HR / Employee Relation Management team holds the responsibility

Programme features included: Healthy and Secure /Safe workplace, Sportive Activities, Health related activities and Social / Fun activities

As KPI’s we follow:

Work accidents

Lost workdays

Participation rate

Financial results

MIGROS HAVE SUCCESSFULLY PROGRESSED AN EMPLOYEE HEALTH AND WELLNESS PROGRAMME THROUGH « WELL(BEING)»

Migros have successfully progressed an Employee Health and Wellness programme through « Well(being) Cycle»

ACTIVITY TYPE WHAT AND HOW PERSON

Sport Tournaments, Sailling Club, Indoor Cup Atletism, Instanbul Avrasia Marathon, Table Tennis.

SPORTIVE ACTIVITIES 2.000 +

Dietician Services, hospital/pharmacy discounts, diabetes & eye/sight screening, massages, healthy way of life conferences.

HEALTH RELATED ACTIVITIES 2.253 +

Hobby Clubs (s.a.outdoor, camping, skiing, fishing, dancing (salsa, zumba)).

SOCIAL/ FUN ACTIVITIES 366 +

OSHO rules and health and safety trainings, sanitary control. 40 OSHO certified inspecters and 45 health supervisor (doctors, nurses).

HEALTH & SAFETY 16.000 +


PRACTICAL EXAMPLES

IMPACT WE HAVE SEEN

HOW WE DID IT

SOBEYS HAS FOCUSED EFFORTS ON IMPROVING THE HEALTH AND WELLBEING OF THEIR EMPLOYEES AS WELL AS CUSTOMERS

Sobeys is committed to improve the health and wellbeing of their employees and patrons through tailored programs that drive nutritional awareness and empower individuals to make informed decisions on how to Eat Better, Feel Better, and Do Better

Empowering the customer base centers on committing to offering Registered Dietitians and Registered Holistic Nutritional Consultants in the stores to provide customer education and make it easier for customers to make informed decisions surrounding food and supplement products.

Sobeys has formed a MY Wellness working group to provide all employees with desk drops including recipes, Healthy Eating tips and even product sampling.

Successfully launched a National program for Celiac Awareness Month and hosted cross-country Gluten Free Food Fairs to raise awareness of this cause in collaboration with the Canadian Celiac Association.

Partnering with Health Canada to increase Canadian’s awareness and knowledge of the Nutrition Facts Table (NFT) using in store events and label reading tours.

Proud supporter of Jamie Oliver’s Food Revolution Day, a global day of action encouraging the public to stand up for the importance of food education. With over 290 schools signed up across the country to host a potluck to celebrate Food Revolution Day, the program is driving positive change by increasing nutritional awareness


PRACTICAL EXAMPLES


At Walmart, our journey with nutrition begins with our customers and our mission of helping people save money and live better.

Around the world, communities are increasingly challenged by rising obesity and other nutrition-related illnesses. Since 2011, we’ve been delivering on a series of public commitments aimed at making healthier food options both accessible and affordable in the U.S.

We envision a world where nobody has to choose between products that are better for them and ones they can afford.

CHAPTER 2NUTRITION AND PRODUCT FORMULATION

WALMART HAS REFORMULATED THOUSANDS OF EVERYDAY PACKAGED FOOD ITEMS TO50 MILLION POUNDS OF SODIUM DIETS.

HOW WE DID IT

We are working with suppliers to reduce salt and sugar and eliminate trans fats in key products, starting with our own Great Value brand.

We are working to improve the nutritional quality of our Great Value brand and national food brands in the U.S. by reducing sodium by 25% and added sugars by 10%, as well as removing all industrially produced trans fats by the end of 2015 (FY2016), compared to our 2008 baseline.

IMPACT WE HAVE SEEN

Our estimates indicate that if the reformulations are adopted by the entire grocery industry, adults in the U.S. will consume approximately 47 million fewer pounds of sodium each year.

Progress: by the end of FY2014

Reduced sodium by more than 16%.

What does a 16% reduction in sodium look like? A few examples…

Continue to exceed our goal for sugar reduction.

Than 6% of products sold in U.S. stores contain partially hydrogenated oils.

Bread – 29mg reduction.

Rice & Beans – 287mg reduction.

Frozen Single-serve Meals – 147mg reduction.

Sometimes it’s challenging to find food substitutes or processes to make the desired advances without compromising taste, convenience, texture and other important qualities. We’re committed to finding solutions for healthier foods without sacrificing the characteristics our customers expect, and that takes time.


IMPACT WE HAVE SEEN

PRACTICAL EXAMPLES

HOW WE DID IT

Unilever’s strategy for nutrition is better products help people to enjoy better diets and live better lives.

We currently focus our efforts on three key areas where our portfolio and scale allow us to have the biggest impact: heart health, obesity and undernutrition.

BETTER DIETS – BETTER LIVES - Product reformulation alone is not enough to stimulate dietary changes among consumers. We work with many health influencers (ranging from chefs to public health authorities) to explain how our products fit into a healthy diet and to encourage healthier eating.

When developing and launching our products and campaigns, we seek the advice of nutrition and health experts. Our global community of around 170 nutritionists maintain relationships with local experts and public health organisations to share knowledge and insights on the scientific, nutritional and health issues relevant to our brands.

Named leader of our industry group in the 2014 RobecoSAM Corporate Sustainability Assessment.

In 2014, we achieved a 100% score within the Health & Nutrition criterion for the fifth year in a row in the Dow Jones Sustainability Indices (DJSI).

In 2013 we came second in the inaugural Access to Nutrition Index (ATNI) which publicly rates the world’s 25 largest food and beverage manufacturers.

Specific goals include:

Double the proportion of portfolio meeting highest nutritional standards by 2020.

75% of Foods to meet 5g salt per day by 2020.

Saturated fat ≤33%* in 90% soft vegetable oil margarines by 2017.

Trans fats from Partially Hydrogenated Vegetable Oil removed from all products by 2012.

Reducing sugar by 25% in Ready to Drink Powdered Ice Tea and Milk Tea by 2020.

All children´s ice creams ≤ 110kcals/portion by 2014 and 80% packaged ice creams ≤250 kcals/ portion by 2015.


UNILEVER HAS REFORMULATED ITS PRODUCTS GLOBALLY

http://www.robecosam.com/en/sustainability-insights/about-sustainability/robecosam-corporate-sustainability-assessment.jsp

AHOLD WORKED COLLABORATIVELY WITH INDUSTRY PARTNERS TO ACHIEVE PRODUCT FORMULATION AND REFORMULATION ACROSS THE NETHERLANDS

Based on the National Food Consumption Survey, the health authorities developed recommendations on the overall consumption of specific nutrients and the related percentage in specific products.

These recommendations are the foundation for our Nutrition and Product Formulation policies. We apply this to all our own brand products.

We execute the formulation in a jointly approach with the industry organizations to achieve the highest impact.


HOW WE DID IT

Our Quality department worked in close cooperation with industry organizations CBL (retailers) and FNLI (manufacturers) to achieve product formulation and reformulation nation-wide.

The parties signed an agreement for 2014-2020 to reduce the amounts of salt, saturated fat and calories in certain product groups, with the overall ambition to bring healthier products to market.

For every product group, the involved parties agreed on reduction targets, taking in consideration that product quality should be maintained or even improved. For example, in the product groups Bread, Cheese and Meat products, the parties already made major steps.

IMPACT WE HAVE SEEN

We lead together with others. As an industry, we can have a huge impact on the daily lives of our customers by working hand-in-hand.

This example clearly illustrates that we have a great opportunity to make a difference to people’s health by joining efforts.

A step-based approach contributes to consumer acceptance.

More information on the agreement:http://bit.ly/1tRc5rR

PRACTICAL EXAMPLES



IMPACT WE HAVE SEEN

PRACTICAL EXAMPLES

HOW WE DID IT

PepsiCo believes we have a role to play in addressing some of the world’s most pressing public health challenges, including nutritional imbalances, obesity and other lifestyle‐related diseases.

These issues are changing the food and beverage industry and shifting consumers toward more nutritious products.

In 2009, we established targets for the reduction of sodium, saturated fat and added sugars in key global brands and countries, including:

Increase the amount of whole grains, fruits, vegetables, nuts, seeds and low-fat dairy in our global product portfolio.

PepsiCo has increased investment in R&D and built new capabilities to help us develop breakthrough innovation that supports global product innovation and renovation.

We have made progress on all of our goals. However, we have more work to do to meet our sodium reduction goal.

PEPSICO ACHIEVE PRODUCT FORMULATION AND REFORMULATION ACROSS KEY BRANDS AND MARKETS GLOBALLY, AND SUPPORTED INNOVATION


Reduce the average amount of sodium and sugar per serving in key global food brands by 25 percent and average amount of saturated fats per serving by15 %.

Internal team was formed composed of members from our R&D, Nutrition, Sales, Legal, Communications, Finance, and Public Policy & Government Affairs groups which implements, tracks and reports progress against goals.

Our Global Nutrition Group (GNG) drives innovation and brand development in fruits and vegetables, grains, and dairy. GNG develops nutrition-focused innovations that are crafted into product concepts.


Prompt, clear and sufficient information for consumers to helps them make the best decision about products that are included in their daily diet.

Grupo Bimbo has a global labelling policy that encompasses important issues that concern people.

GRUPO BIMBO HAVE SUCCESSFULLY IMPROVED PRODUCT LABELLING AND CONSUMER INFORMATION

CHAPTER 3PRODUCT LABELLING AND CONSUMER INFORMATION

HOW WE DID IT

The Grupo Bimbo labeling policy includes the following:

Strict compliance with official labelling provisions in the countries where we are present.

Information on the most important nutrients with a public health impact on products where space permits.

Simple and accessible front labelling Guideline Daily Amount (GDA).

Adoption of the highest standards in countries where there is no regulation policy applicable to a certain issue.

Promotion of physical activity.

IMPACT WE HAVE SEEN

Grupo Bimbo conducts assessment that help to determine: the origin of the components of its products; the content that refers to substances that may have environmental or social impacts; consumption and safety instructions and product disposal and environmental impact.

Information assessed in product labelling:

Origin of product or service components.

Content, particularly regarding substances that may have a certain environmental or social impact

Safety instructions on the product or service.

Disposal of the product and its environmental or social impact.

PRACTICAL EXAMPLES

CHAPTER 5ADVERTISING TO CHILDREN


PRACTICAL EXAMPLES

HOW WE DID IT

MARS HAS SUCCESSFULLY CHANGED ITS PRODUCT LABELLING AND CONSUMER INFORMATION.

Growing concerns about the global rise of obesity and calls for consumers to eat a healthy balanced diet prompted Mars to act.

Consumer research indicated that Energy labelling with Calories was the most meaningful and useful information for consumers.

Mars was part of an industry alliance called ‘Be Treatwise’ that formed in 2006 in the UK to discuss the viability of GDA labelling.

As a principle-driven business there was support from senior leaders to make the GDA commitment global to help consumers to live healthy lives and adopt a balanced diet.

Top-down leadership and close integration with Marketing and Corporate Affairs drove adoption.

As a responsible manufacturer, we are compelled to make a bold global commitment that empowers consumers by providing information about our products so that they can make the right choices for their own diet and lifestyle.

IMPACT WE HAVE SEEN

The Mars Incorporated commitment to provide Front of Pack energy labelling across all Chocolate, Food, and Confectionery packs globally was led top-down and launched in 2008, with a 3 year implementation timeline.

Global guidelines based on principles and best practice were developed to support all markets in delivering the commitment

A central point of contact in Marketing was established for questions and queries.

Ensuring that consumers understood and found GDA labelling meaningful was a critical success factor.

Mars worked through local and global trade associations to encourage industry to buy in and support GDA labelling initiatives across their portfolio.

An industry hyphen wide approach with aligned style guidelines for a consistent approach to provide the information was essential to make it successful and useful for consumers.

Further research was commissioned to ensure GDA information remained relevant for consumers.

Measurement was reported through an annual summary of progress against the commitment with the Mars board and the Principles in Action.



IMPACT WE HAVE SEEN

PRACTICAL EXAMPLES

HOW WE DID IT

THE COCA-COLA COMPANY HAS CHANGED OUR PRODUCT LABELLING AND CONSUMER INFORMATION BY PROVIDING CALORIE (ENERGY) INFORMATION ON THE FRONT OF OUR PACKAGING

The need to raise consumer awareness on the importance of calories in achieving a healthy energy balance and providing the information in an easy and ‘at a glance’ format the motivation for our labeling and information efforts.

TCCC voluntarily changed labeling format to provide front-of-pack (FOP) calories (energy) on packages (total calories for single serve containers; calories/serving size for all other packages).

Communication efforts were geared towards raising awareness on calories contributed in the context of a healthy diet and making choices to achieve a healthy energy balance.

Our approach expanded to the US beverage industry.

Committed to FOP labeling (Company policy) in 2009; met goal in 2011. Formalized same in 2013 with our global well-being commitments.

Internally assessed compliance; expanding to external assessments for compliance with our global well-being commitments.

Costs were low; integrated with label reprinting over time.

Cross-functional team led by SRA was key to success.

Efforts extended to other voluntary efforts including caffeine content labeling.

We communicated our TCCC nutrition labeling policy, including FOP calorie labeling, via our Company website (since 2009). Progress on our calorie labeling efforts and our expanded 2013 global well-being commitments are reported in our annual sustainability reports.

In some markets, national regulations prohibited provision of FOP calorie information. Over time, most global markets have allowed voluntary FOP calorie information.

We learned it is essential to establish a visible public policy, collaborate between internal policy and communications functions, assess status internally, and conduct external validation/assurance of our product labeling and consumer information commitment.


Global commitment on no marketing to children under 12 for all Mars food products (chocolate, confectionery, gum and main meal products).

Encouraged the wider industry to follow our lead through trade association discussions.

Promoted self regulation as a viable alternative to regulation for marketing and advertising restrictions.

Lessons learned:

Top down leadership/sponsorship for the marketing code essential.

Owned by Marketing rather than Corporate Affairs to truly embrace the Code.

To win over heart and minds to make it work.

Governed by annual board review of compliance.

‘Drivers license’ approach gave personal responsibility to all associates involve in marketing communications.

Growing concern in Europe on the marketing of High Fat, Salt and Sugar foods to children prompted Mars to act.

Between 2000 and 2006, Mars examined the academic evidence on marketing to children and concluded that from age 12 onwards, the majority of children can think critically about advertising

Growing body of scientific literature and the consensus on age 12 forms the basis of the Mars Marketing Code.


HOW WE DID IT

A bold commitment: we do not market to children under 12 years old.

Regular code updates and strong governance.

Developed an online ‘drivers license’ test to certify all associates in marketing & corporate affairs plus external agencies.

Initiated industry-wide discussions through World Federation of Advertisers.

The Mars Marketing Code was developed by Marketing, and Corporate Affairs leaders and launched in 2007.


IMPACT WE HAVE SEEN

MARS HAS SUCCESSFULLY IMPLEMENTED A GLOBAL COMMITMENT ON NO MARKETING TO CHILDREN UNDER 12

PRACTICAL EXAMPLES



IMPACT WE HAVE SEEN

HOW WE DID IT

Albert was the first retailer in the Czech Republic to introduce a healthy product line for children and anticipated a growing customer interest in eating healthy.

With the Smurf characters, popular among children, Albert stressed the importance of fruit and vegetables, and also offered its customers recipes for healthy breakfast and snacks.

Creating the Smurf campaign and healthy kids product line allowed us to teach children the principles of a healthy diet in a fun and positive way.

42 own brand products were selected or formulated together with suppliers, based on the strict “I know what I eat” national health criteria.

The packaging was changed into Smurf-themed packaging to make them easy to spot and attractive to children.

A campaign was created to create a Smurf ‘mania’ in the Czech Republic using various media coverage, creating fun games and a real buzz around healthy products, Smurf gifts and other merchandise.

The healthy product line for children was a great success and the Smurf coverage was greatly appreciated by customers, both parents and children.

The campaign illustrates how own brand healthy products for children can be successful in increasingawareness of healthy products and diets for children and their families.

The impact has been measured via additional sales and customer response.

Main take away is that as a retailer one can have direct impact and support healthier lives of children and their families and drive commercial success at the same time.


PRACTICAL EXAMPLES

AHOLD HAS INTRODUCED A HEALTHY PRODUCT LINE FOR CHILDREN


PRACTICAL EXAMPLES

As a leading nutrition, health and wellness company, we have a responsibility to promote our products in ways that encourage balanced consumption, especially by children.

Over the last 15 years we have strengthened our commitment to responsible advertising and marketing by publishing detailed policies and principles to be followed across Nestlé. In In 2008 we introduced our first Marketing Communication to Children Policy. The policy was subsequently updated in 2011 and in January 2015.

The revised Policy on Marketing Communication to Children (http://bit.ly/1S7V3zo) comes into effect in December 2015.

Nestlé has a process in place to better ensure compliance with our Consumer Communication Principles and Policy on Marketing Communication to Children. This includes a set of Implementation Guidelines, support and a monitoring system including reporting. All Nestlé markets have received a comprehensive document aimed at facilitating the understanding of the Policy and Principles and thus facilitating the accurate implementation. These guidelines include the briefing of advertising and media agencies as well as guidance on the development, planning and execution of communication initiatives for products targeted at children.

Nestlé’s internal process for monitoring compliance is in addition to the external third party monitoring taking place within the framework of industry pledges.

End 2014, Nestlé had signed pledges on responsible marketing to Children covering more than 50 countries.

In addition, our efforts were communicated as an external commitment, part of our Creating shared value report (http://bit.ly/1HfA1eL).

The development of the Policy was informed by feedback received directly from our stakeholders. Industry Pledges that Nestlé is a signatory to also proved to be a useful tool for Nestlé to receive third party feedback.

Internally, a working group was set up driven by the Marketing and Consumer Communication department, the Public Affairs department and the Corporate Wellness Unit. This group involved on a regular basis the different business units (categories) as well as the Regional Operations.

HOW WE DID IT


IMPACT WE HAVE SEEN

NESTLÉ HAVE BEEN PROMOTING RESPONSIBLE MARKETING TO CHILDREN ACROSS MORE THAN 50 COUNTRIES


IMPACT WE HAVE SEEN

PRACTICAL EXAMPLES

HOW WE DID IT

THE COCA-COLA COMPANY HAS SUCCESSFULLY PROGRESSED POLICY IN ADVERTISING TO CHILDREN

The Coca-Cola Company has a long standing commitment to the responsible marketing of its products and respects the rights of parents and caregivers by not marketing any of its brands directly to children under 12.

In response to stakeholders expectations (e.g. WHO and the EU Commission) to reduce the exposure of children to advertising for products high in fat, salt or sugar, this commitment was formalized in 2010 and is part of the Companies 4 global commitments to promote healthy, balanced and active lifestyles.

To respond to evolving stakeholders expectations and changing media environment, an enhanced Responsible Marketing Policy was announced in 2014 covering all media.

The commitment and how to implement, are consistently part of any briefing to our teams on our broader strategy to promote healthy, balanced and active lifestyles. Toolkits and trainings have been developed and a corporate audit is in place.

As responsible marketing is a challenge for the entire F&B industry, we have worked with partners such as WFA and IFBA to align practices across industry in view of having the highest possible impact . This has lead to the EU Pledge.

We constantly listen and engage with stakeholders and consumers and consider their views and expectations when evolving our commitments to ensure they stay relevant.

Our responsible marketing commitment applies to all 200+ countries & territories in which we operate.

Best Practice: EU Pledge:

The EU Pledge has 21 signatory companies that represent over 80% of food ad spend in Europe.

Lessons learned: not everything can be codified, colleagues need to consider both the letter as well as the spirit of the commitment.


The Coca-Cola Company is a founding member of the EU Pledge (launched in 2007), a voluntary initiative by major F&B manufactures to reduce the exposure of children younger than 12 to advertising for products high in fat, sugar and salt.

The commitments are monitored by an independent third party. This monitoring shows not only high compliance but importantly a 88% reduction in advertising for covered products.


IMPACT WE HAVE SEEN

HOW WE DID IT

Children are a special audience and we wanted to take special care to support parents and caregivers in making appropriate decisions for their children.

We have adopted global policies regarding responsible advertising to children and direct beverage sales to schools that ensure that we communicate responsibly with children and their caregivers.

In 2008, we adopted a global voluntary commitment to advertise to children under the age of 12 only products that meet specific science-based nutrition criteria.

In 2012, we strengthened our Responsible Advertising to Children Policy by defining advertising to children to mean that we will not buy advertising in programs with an audience profile greater than 35 percent children under the age of 12.

This policy change was fully implemented by the end of 2013. In globally representative markets such as Russia, China, Colombia, Malaysia, Saudi Arabia, South Africa, Thailand and six countries in the EU, we achieved 99 percent compliance with our Responsible Advertising to Children Policy.

PepsiCo maintains a Global Policy on the Sale of Beverages to Schools. Our global policy provides that our direct sales to schools focus on water, juice, milk and low-calorie beverages that support healthy nutrition habits among students.

In 2013, Frito- Lay developed 14 products to meet the U.S. Department of Agriculture’s Healthy, Hunger-Free Kids Act of 2010 and its Smart Snacks in Schools guidelines to assist the government in its goal of feeding kids nutritious foods in school and combating childhood hunger. In addition, PepsiCo Europe extended its “Good Parent” range of snacks.

PRACTICAL EXAMPLES

PEPSICO HAS MET ITS POLICY CHANGE ON ADVERTISING TO CHILDREN IN ITS KEY GLOBAL MARKETS



IMPACT WE HAVE SEEN

PRACTICAL EXAMPLES

HOW WE DID IT


CAMPBELL SOUP COMPANY HAS SUCCESSFULLY ENGAGED IN A COMMUNITY PROGRAMME

The Healthy Communities program embodies the company purpose. We share our work and community impact to demonstrate our commitment to Health and Wellbeing.

We decided to first focus on our hometown of Camden, NJ where Campbell has been since 1869. It is a very challenged city with high crime and poverty. Upon building a model in Camden we are scaling to our other hometown communities.

Campbell's leadership decided in 2010 that we were in a unique position to do more for the health and wellbeing of the families and children of Camden, which has been our home for more than 145 years.

The approach is based on Collective Impact: an approach to complex social issues that includes 5 criteria: A common agenda, shared measures, mutually reinforcing activities, constant communication and a backbone org.

Financial investments against 4 strategic focus areas; leveraged relationships across multi sector stakeholders and leveraged funding from public and private sources.

A Director was hired to design and run the programme.

Campbell has differentiated itself by creating a signature program to “measurably improve the health of young people in its hometown communities by reducing childhood obesity and hunger by 50%.”

Created a program based on Collective Impact that has been scaled to two other CSC communities in OH and WA to date.

We are seeing the needle begin to move on stabilizing and in some instances lowering BMI. We measure BMI and food insecurity annually and report incremental changes and outputs quarterly. We developed a measurement tool used by all of our partners.

Employees are not only engaged but have built complementary programs to extend the impact of the Healthy Communities program. For example, Career Paths at CSC (we have a toolkit for this program).

Annual Press Releases on Results, CSC Website, HC Annual Report, Blogs, Video, speaking engagements and weekly community commitments.

The Collective Impact approach has guided the work and is largely responsible for the success of the program.


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As malnutrition and obesity continue to be public health concerns, we are committed to engage with communities to promote healthier lifestyles. This is part of our Creating Shared Value proposition.

NESTLÉ HAS SUPPORTED A HEALTHY KIDS PROGRAMME GLOBALLY

Nestlé implemented Nutrition education programmes in Brazil, France, Russia and Portugal for 15 years. On that basis, in 2009 a global programme was launched with global guidelines and branding.

Nestlé committed to implement Healthy Kids Programmes in 80 countries by the end of 2015.

An infographic and an animation help understand how the programme works. A series of Case Studies are also available on http://www.nestle.com/csv/case-studies.

76 million children from 73 countries were reached through Nestlé Healthy Kids in 2014 alone.

Programmes are locally relevant by including the community in design and implementation to address specific local needs.

Monitoring and Evaluation framework and indicators are defined at a local level with the support of external scientific partners. For example, results of the pilot study in Lebanon were published in peer-reviewed journal and showed positive improvement in children’s eating habits and nutrition knowledge compared to a control group.

Employees are engaged in 22 countries through activities that range from taking part in sports events with children and parents to building community gardens.

Results are communicated externally at local and global levels. Healthy Kids progress is also communicated in the Creating shared value report. released annually.

A global Evaluation Committee reviews each programme on a yearly basis and advises on areas for improvement.

Programmes are run locally with the support of over 290 partners. These are national authorities, scientific institutes, sports organizations and NGOs. At a global level, Healthy Kids partners with the EPODE International


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MARKS & SPENCER HAVE SUCCESSFULLY ENGAGED IN A COMMUNITY PROGRAMME THROUGHDEMENTIA FRIENDS

A Dementia Friend learns about living with dementia and then turns that understanding into action – A campaign run by the Alzheimer’s Society to challenge the way we think and act about this disease across the UK.

A quarter of people in our community with dementia feel that they can no longer go shopping, despite it being the local activity that they enjoy most.

We knew that M&S had to play a part in changing this for the better engaging our employees as part of our employee wellbeing programme.

Ran a companywide engagement campaign using internal communications and social media providing employees with access to become a Dementia Friend (DF) via a simple 5 minute video and ‘knowledge card’ and ways to share how it made them feel and pledge action they would take.

We worked with the Alzheimer’s Society to obtain high quality information and free Dementia Friend badges for all employees to wear with pride on becoming a DF.

The campaign led by our Employee Wellbeing team saw unprecedented levels of engagement across the business.

We were overwhelmed with the feedback from key employee voice groups, managers and social media on both the personal impact of the campaign and the impact on in store customer service awareness where 1 in 14 of our customer who are 65 or above will be living with this disease. Individuals have received service awards turning their training in to action and have taken on local community initiatives to drive Dementia awareness and support.

The impact of the Dementia Friends campaign led to an annual Dementia Friends week on our Wellbeing calendar and investment in Dementia Friend Champions enrolling 85 representatives on to a 1 day champion workshop in October 2014 – with commitment to roll this training out across 2015/16 across every store.

We have contributed to a number of external initiatives around Dementia Friends including collaboration on a national charter to support other Retailers to become more Dementia Friendly.


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GRUPO BIMBO HAVE SUCCESSFULLY PROGRESSED POLICY IN ADVERTISING TO CHILDREN THROUGH SPORT

Physical activity is a key driver to have a healthy lifestyle. The sooner people start having healthy habits, the easier it will be to maintain those habits in the future.

Kids are the future of our society, and one of the most important targets for us in Grupo Bimbo. Having them involved in physical activation initiatives will create a strong link between the brand and sports.

In Grupo Bimbo we care for our society’s health and wellness.

It also creates strong values like team-work, fair play and respect.

It’s an interscholastic soccer tournament and an unforgettable experience for children.

It promotes physical activity and also creates strong relationships between school colleagues and also with children from other schools on every country.

The eight finalist teams won regional championship trophies: a five-day soccer camp in Mexico City where they learned about soccer techniques and were given talks on different topics, among them nutrition.

It’s an international tournament (USA, Mexico, Chile, Guatemala). The winning team of the tournament in Mexico won an all-experience paid trip to Orlando, Florida.

In 2014, 41,357 boys and girls from 45 cities in Mexico took part in the Futbolito Bimbo tournament, which lasted 3 months.

Inspired by the success of this project, other countries have held their own tournaments: Chile, Guatemala and the USA.

In 2014, 11,725 children participated in these countries.

In 2015 we are promoting this initiative again, and we hope to have a greater impact, reaching more children and having more countries involved.

This year the Mexican champion will also win a trip to the US to play a friendly game with the US champion.

http://www.grupobimbo.com/en/a-better-world/health.html


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TESCO HAS SUCCESSFULLY PROGRESSED A COMMUNITY PROGRAMME ENCOURAGING HEALTHY FOOD CHOICES FOR CHILDREN

The Tesco Eat Happy Project is our long-term commitment to 4 to 11 year olds have a healthier and happier relationship with food. We believe that if children understand more about food and where it comes from, they can make better decisions about what they put on their plates when they grow up.

The Tesco Eat Happy Project is accessible to all 4 – 11 year olds across the UK

Our Farm to Fork Trails offer interactive, educational fun at a Tesco store or Supplier Partner’s farm or factory. Children learn how bread is made, taste new food and see how cows are milked.

Our Online Field Trips are broadcast live from farms and factories across the globe. Children use technology in the classroom to stand in a muddy field and chat to real growers and producers.

In partnership with the Children’s Food Trust, Let’s Cook helps to equip children with the skills and passion to cook, by exploring different recipes and ingredients in a fun and interactive way.

£8 million was invested during the first year of the project

We have a team of nine people working on the project at head office. We also call upon the experience and expertise of our colleagues across the business

We work with Farming and Countryside Education (FACE) who provide us with a consultancy service. They share their expertise on running educational farm visits and provid training for our Supplier Partners before they deliver visits at their sites

665,000 children had an Eat Happy experience, in the first year.

There are 800 Trail Guides in our stores delivering Farm to Fork Trails.

96% of Trail Guides, who deliver Farm to Fork Trails in our stores, say they feel proud to work for Tesco, versus 74% all store colleagues. A clear indication that colleagues involved in the project are more engaged as a result

Teachers tell us that a Farm to Fork Trail provides their class with a memorable, learning experience. The children taste, smell and touch foods they haven't experienced before.

And parents tell us that their children are much more likely to eat a healthy meal if they've helped to prepare it.


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COLGATE-PALMOLIVE SUCCESSFULLY PROGRESSED A COMMUNITY PROGRAM

Many children around the world do not have access to basic dental care and education.

The World Health Organization calls caries (cavities) the “most chronic global disease,” affecting 60 to 90 percent of school children and nearly 100 percent of adults.

As a leading provider of oral care products, Colgate has the unique ability to address this major social issue and to educate and improve the oral health of children and their families.

Colgate’s “Bright Smiles, Bright Futures”TM (BSBF) program was launched in 1991 and is among the most far-reaching, successful children’s health initiatives in the world.

Through BSBF, Colgate distributes toothpaste and toothbrushes and videos, books, software and activities in over 30 languages for use in the classroom or at home. Volunteer dentists visit local communities to conduct free dental screenings, treatment referrals and educate children and their families about the importance of maintaining good oral health.

Colgate partners with government health agencies, non-governmental associations (NGOs) and dental associations to expand the reach of our programs and oral care education.

BSBF has reached more than 800 million children and their families across 80 countries since 1991, with a goal to reach 1.3 billion children by 2020.

Through our partnership with the Ministry of Education and Training in Vietnam, we have reached more than 22 million kindergarten and elementary age children and trained 20,000 teachers across the country since 1996.

Colgate partners with the Brazil Ministry of Health to train “Community Health Agents” to teach oral care and handwashing education in the community. Over 20,000 agents have been trained since the program’s inception, reaching 12 million people in more than twelve cities in Brazil.

Colgate partnered with the New York University College of Dentistry and the Henry Schein Cares Global Student Outreach Program on a two-and-a-half year program to improve the oral health of children across the country of Grenada. The program reached children in all Grenada schools and resulted in an 80% decrease in tooth decay.

A clinical trial in Thailand has demonstrated the importance of early intervention and education for reducing cavities, and the potential for school-based intervention to have a significant impact.


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UNILEVER HAS SUCCESSFULLY SHOWN BEHAVIOURAL CHANGE IN ITS COMMUNITY PROGRAMMES TARGETING OBESITY


Unilever is committed to building awareness of the importance of looking after health health, as well as providing guidance on how to do so.

A key risk factor for the development of heart disease is raised cholesterol.

Although raised cholesterol is a key risk factor for the development of heart disease, research shows that in some countries up to six in 10 people actually do not know their cholesterol level.

We have developed a number of different approaches to raise awareness of heart health, for instance, rolling out our It Takes a Village campaign, establishing National Cholesterol Days as well as developing and distributing cholesterol-lowering starter kits and digital tools. More and more of these activities are run in partnership with health organisations, such as the World Heart Federation.

Residents of the villages and communities taking part in the initiative are educated, motivated and supported throughout their three-week cholesterol-lowering journey via a number of activities including:

On-the-spot cholesterol testing (at the beginning and end of the period).

Expert advice from a nutritionist and a fitness instructor.

Hands-on cooking guidance and lessons from a well-known chef.

Community breakfast clubs.

We started this intensive behaviour change programme in the village of Redueña in Spain in 2013. Since then, we have run it in a further nine countries (Germany, Greece, Australia, Brazil, Belgium, Ireland, South Africa, France and the UK).

In 2014 alone, 150 million people were exposed to our media and PR communications around cholesterol-lowering. Some 990 people have already joined the intense three-week challenge, and 85% of those who took part succeeded in lowering their cholesterol.

Lessons learned: promoting awareness of heart health and providing guidance on how to take action for consumers is often more effective when messages are communicated in partnership with health authorities than when promoted by a stand-alone brand.


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WALMART HAS SUCCESSFULLY ENGAGED IN A COMMUNITY PROGRAMME THROUGH HEALTHIER EATING AND NUTRITION EDUCATION

Walmart and the Walmart Foundation strive to create a more affordable, accessible, healthier, safe and transparent food system.

In 2011, Walmart put forward five public commitments around healthier food, which included reformulation of products, working to save customers money on fresh produce, increasing access to food by building stores in food deserts, launching an easy to understand “Great For You” icon to help identify healthier products and investing in nutrition education.

In September 2014, the Walmart Foundation announced a renewed commitment to nutrition education, with the goal of reaching 4 million people over the next 5 years.

The Walmart Foundation initially began investing in community based nutrition education programs which could achieve scale and meaningful behavioural change.

The new approach focuses on two key outcomes: increased consumption of fruits and vegetables, and an increase in the number of meals consumed at home. These indicators were chosen because of the depth of research available, the ability of community programmess to impact these behaviours, and the ability to leverage business assets.

Programmes are supported based on their ability to drive towards these outcomes, as well as their ability to reach low income and underserved populations.

Walmart and the Walmart Foundation have supported a wide variety of community programmes, such as:

Cooking classes.

Shopping tours.

Classroom and after school-based programmes. .School gardens.

Summer nutrition programs (in partnership with Park & Recreation departments).

Nutrition classes at senior citizen centres and in underserved diverse communities.

Online learning formats.

All grantees have transitioned to the new evaluation framework, strengthening the ability to create a community of practice for partners. Nearly 1 Million people were reached through nutrition education partners in FY 2015. Results are communicated annually through our Global Responsibility Report, found here.

http://bit.ly/1QG9rl4


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THE COCA-COLA COMPANY HAS SUCCESSFULLY COMMUNICATED, ENGAGED, MEASURED HEALTH & WELLNESS WITH THE HWCF

HEALTHY WEIGHT COMMITMENT FOUNDATION – 6.4 TRILLION CALORIES CUT

Recognizing that all of us have a role in improving the well-being of our communities, The Coca-Cola Company (TCCC) joined food and beverage companies from across the United States to cut 1.5 trillion calories on the supermarket shelf by 2015.

Working together across the food and beverage industry and with the Healthy Weight Commitment Foundation (HWCF), the Partnership for a Healthier America and the Robert Wood Johnson Foundation, we were able to exceed our goal and cut a total of 6.4 trillion calories.

The approach was based on the core belief that we can do more together than we can do on our own. TCCC, through participation in the HWCF Calorie Commitment project, continued to advance the “Golden Triangle” approach and engage business, government and civil society to work together to achieve the goal through a variety of practices to effect positive change in communities large and small to not only meet, but exceed the original commitment earlier than anticipated.

The HWCF initiative brought together a diverse group of voices – from public health institutions to industry to civil society – and created a blueprint that is being used in other countries around the world.

Members in total were able to jointly cut 6.4 trillion calories out of the “calorie in” side of the balanced lifestyle equation, which nets out to a reduction of 78 calories per person in the United States per day. In addition, we were also able to clearly communicate around our diverse portfolio of beverages, including our reduced-, low- and no calorie drinks as well as our smaller, portion-controlled packages.


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THE COCA-COLA COMPANY HAS SUCCESSFULLY ENGAGED IN A STAKEHOLDER ENGAGEMENT/PARTNERSHIP COMMUNITY PROGRAMME THROUGH THE TIME 2 MOVE INITIATIVE (LATIN CENTER)

Levels of physical activity (PA) among school children are alarmingly low. 30% max of the school population in the region is exposed to regular physical activity.

In 2006 our Latin Center Business Unit launched the program, Apuntate a Jugar (Sign to Play), to promote PA thru movement and play in primary schools. The program required more science behind it and effective measurement. These requirements were added and the programme was renamed, Hora de Moverse (Time to Move).

The program is promoted by the Marketing, PAC and Technical (SRA) functions in Latin Center.

We contacted the CDC for the global expert on physical activity for children. We were directed to the Department of Exercise Science at the Arnold School of Public Health, at the University of North Carolina.

The University of North Carolina developed the program, trained the trainers, development themeasurement criteria and will aggregate local data and produce a final report.

This AHL Program is a Grassroots un-branded programme.

It is inclusive and benefits children regardless of gender, physical health & activity level.

The Program is in its first year of implementation.

Goal: 10 main markets in 2015. 500k children during the first year of implementation.

Data collection launched this year. Goal: to demonstrate the impact of one hour of moderate to intense physical activity on children participating in the children.

Local authorities, particularly Ministries of Health, Education and Sports are supportive of the initiative.

Lessons Learned” so far:

Securing the support of the authorities is key.

Measuring is imperative, but difficult to execute at the beginning.

Each country launch involves a ceremony and a press conference. Further communications are being developed.

Supporting government authorities are updated on progress on a regular basis.

No employees involved so far.



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PONTE AL 100 (GET TO 100)

75% of the deaths in Mexico are associated with overweight and obesity

Costs of not developing workable solutions to prevent overweight and obesity are estimated to exceed 200 billion pesos by 2018

There are those who believe certain products are the cause of the problem and actions taken to date have not resulted in meaningful change.

Many experts have provided evidence that this multifactorial problem requires multi-disciplined solutions and all sectors must be part of the solution.

Public affairs and Communications has been responsible for driving the program through Coca-Cola Foundation with bottlers.

The Golden Triangle Model of business, government and civil society working together has succeeded in driving this program, specifically:

Coca-Cola Foundation.

Movimiento es Salud Foundation.

Universities and 3rd party experts.

Government authorities representing Education, Health, and Sports.

Design, execution and measurement have been done by independent 3rd party experts (universities, etc.)

Participants receive information on their results, and recommendations/guidance wrt to exercise and diet.

Materials and metrics are essential to success.

The study began in 2013. Data to date show the prevalence of participants’ overweight and obesity has not increased.

Fat percentage decreased 3 to 4 percentage points in 48% of evaluated participants.

Fat percentage decreased over 2 percentage points in 69% of evaluated participants.

Over 4000 evaluation centers were created.

Cost of all bio-impedance scales was covered by Coca-Cola Foundation.


SCHEMATIC

CONTD.

Mexico has General Guidelines for Physical Activity approved by the Ministry of Health.

Over 70% of the participants in this study are students, 6-17 yo.

The President of Mexico will launch a new strategy against physical inactivity, promoting the evaluation of all government workers and expediting the integration of 20,000 full-time public schools.

Communication efforts included an International Forum which resulted in more than 251 publications, 1,857.236 USD Ad Equivalency, 274 Million impressions. There continues to be articles in the media.

Recommendations:

A programme of this magnitude must include the support and involvement of Civil Associations and government, in the areas of education and health, both at the regional, local and national levels.

We have learned that to achieve a change in behavior and culture, it is essential to begin with schools, since this allows for measurements to be done every three months, and the students could have an hour of exercise daily in order to improve their results. This focus is absolutely necessary for ‘proof of concept’.

It is important to involve the parents, in order to ensure follow-up and support for both the diet and activity requirements.

PERSONS WITH 1 EVALUATION

PERSOND WITH 2+ EVALUATIONS

EVALUATIONS PERSONS M+18 F+18 M+18 F+18

PERSONS EVALUATED

PERSONS WITH 2 EVALUATIONS

2,001,700 1,255,191 124,206 158,157 486,860 485,968

1,255,191 124,206 158,157 486,860 485,968

597,385 9,985 284,355 293,1769,869

149,124 640 609 71,401 76,474


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THE COCA-COLA COMPANY HAS SUCCESSFULLY ENGAGED IN A STAKEHOLDER ENGAGEMENT/PARTNERSHIP PROGRAMME

Physical activity (PA) delivers a range of health and well-being benefits—both physical and mental. Further, it is an essential component of energy balance and thus weight management, but is also contributing to mental well-being and is important for social cohesion.

PA is increasingly recognized as a global health pandemic which warrants specific interventions to optimize the health and well-being of the public globally.

Health care professionals have an opportunity to improve population health and prevent disease states by routinely prescribing increased PA for patients/clients who are not getting enough activity. In short, to make PA a standard in healthcare.

The Coca-Cola Company has a commitment to support active, healthy living programs in the +200 markets globally we operate in.

These programmes are conceived and implemented in close partnership with professional organizations and community based stakeholders that know what works best in their local settings to address the barriers to being more physical active/increasing PA

Best Practice: EIM, is currently in 43 countries and has eight Regional Centers.

EIM was founded by the American College of Sports Medicine in 2007 with The Coca-Cola Company (TCCC) as a Founding sponsor. Based on interest in the healthcare community it became a global initiative in 2010. In 2014, the EIM on Campus program was launched to encourage colleges to implement the EIM Solution to reach students. Recently, the The Exercise is Medicine® Solution has been launched to further advance PA as a standard in healthcare.

EIM provides resources to meet the needs of physicians, exercise professionals and community leaders in regularly assessing PA levels and offering specific activity programs based on individual needs.

Support includes training sessions and tool kits for professionals, educational materials that can be shared with patients and advocacy for the value of exercise in preventative health. Additionally, representatives strive to share the evidence-based science regarding the role of exercise in health, well-being and chronic disease prevention.

To date, EIM has trained over 21,000 professionals and through that network has impacted over 22.9 million people.

TCCC continues to support EIM by providing introductions and contacts within the countries to accelerate EIM’s global expansion and through unrestricted educational grants to enable communication and raise awareness of the EIM principles.


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THE COCA-COLA COMPANY HAS SUCCESSFULLY ENGAGED IN A STAKEHOLDER ENGAGEMENT/PARTNERSHIP PROGRAMME

Physical activity delivers a range of health benefits: it is an essential component of energy balance and thus weight management, but also contributes to mental well-being and is important for social cohesion.

Physical inactivity is increasingly recognized as a discrete public health challenge in itself; one which warrants specific interventions.

Worldwide, 80% of adolescents aged between 13-15 years do not achieve the recommended levels of physical activity (Hallal et al, 2012)..Against these guidelines, the proportions of physically-inactive children and young people tends to rise with age, 13yo to 15yo to be a particular vulnerable age group (HBSC survey)

The Coca-Cola Company has a commitment to support active, healthy living programs in the over 200 markets in which we operate globally.

These programmes are conceived and implemented in close partnership with community based stakeholders that know what works best in their local settings to address the barriers to increasing physical activity among the public.

Best Practice: Olympic Moves, the Netherlands.

An inclusive, school based, multi-sports program with a specific objective to inspire teens to move more and stop the decline in sports participation after age 13.

Olympic Moves was founded by Coca-Cola Netherlands in 2003, in partnership with the Dutch Olympic Committee and KVLO, the national umbrella organization of physical education teachers.

Olympic Moves aims to help young people experience the benefits of an active lifestyle by playing sports together – many for the first time. The games celebrate the value of participation, with students choosing from 18 different sports such as badminton, tennis, street dance and swimming. Regional competitions take place during the school year and culminate with a festival in the iconic Olympic Stadium in Amsterdam just before summer break.

The 2014 edition saw 150,000 students from 300 schools participate, reaching almost half of all schools in the Netherlands. Olympic Moves is the nation’s largest school program promoting physical activity

Of those who participated, over 90% said that Olympic Moves had gotten them more involved with sports.

80% said that Olympic Moves made sports really fun.

practical examples...practical examples we publicly committed to train 100% of all employees by end...

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