2019 GRI Content Index - Coca-Cola HBC

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2019 GRI Content IndexPage 1 of 36

Coca-Cola HBC 2019 GRI Content IndexThis section provides more detail to internal and external stakeholders on Coca-Cola HBC’s sustainability-related policies,programmes and performance. The report is in accordance with the Global Reporting Initiative (GRI) Standards, comprehensiveoption. In addition, in conjunction with our 2019 Integrated Annual Report, it complements and serves as part of our 2019Communication on Progress (COP) to the United Nations Global Compact (UNGC).GRI INDICATORSWe report according to the GRI Standards and the related general and specific disclosures as defined in 2016. Some data isprovided directly in the Index, while for other we indicate where the data and a more detailed discussion of the topic can befound in the Integrated Annual Report (IAR). Unless stated otherwise, the period covered is the calendar year 2019 and thestatus described is as at 31 December 2019.GENERAL DISCLOSURES (based on GRI Standards 2016)DisclosurenumberDescriptionReference tothe 2019 IARAdditional content, reference, or reason foromissionOrganisational profile102-1102-2Name of the organisationPrimary brands, products and services2, 3, 23616-1726-29102-3Location of the organisation’sheadquarters1592-3102-4Location of operations102-5Ownership and legal form70-71Markets servedRefer to the “Our business model” and “Leveraging our unique24/7 portfolio” sections of the 2019 IAR, as well as the Brandssection of our website at:www.coca-colahellenic.com/en/brandsFurther note that none of our products are banned in the marketswhere we operate, and we comply with all local legal requirementsfor the sale and marketing of those products. Wherever there isstakeholder concern expressed relating to beverage industryingredients, we address those concerns through our industryassociations and other alliances.Refer to the “About us” section of our website at: -hbc-at-a-glance/Please see also the List of principal subsidiaries in the 2019 IAR.We operate in 28 countries in Europe, Asia and Africa. Refer to the“Our business at a glance”, as well as the “Segment highlights”sections of the 2019 IAR. Our markets are split by three segments:established, developing and emerging. These three reportingsegments constitute our significant areas of operations and form thebasis of consolidation for reporting purposes.217, 233, 236 Refer to the “About our report” section of the 2019 IAR, and the“Shareholder information” section in the 2019 IAR.16-17102-6Refer to the “Our business at a glance” and “About our report”section of the 2019 IAR.70-71Our main customers are wholesalers and mainly retail outlets,ranging from small cafes and grocery stores, to hypermarkets.These help us refresh our consumers across our 28 countries. Referto the “Our business model” overview, as well as the “established”,”developing” and “emerging” markets sections of the 2019 IAR(“Segment highlights” section).Further, refer to the “About us” section of our website cola-hbc-at-aglance/.1, 16-17102-7Scale of the organisation70-71137-143Refer to the “Our business at a glance”, “Our business model”,“Segment highlights” sections, and the Financial statementssections of the 2019 IAR.Page 2 of 36

102-8a. Total number of employees byemployment contract (permanent andtemporary), by gender.b. Total number of employees byemployment contract (permanent andtemporary), by region.c. Total number of employees byemployment type (full-time and parttime), by gender.d. Whether a significant portion of theorganization’s activities are performed byworkers who are not employees. Ifapplicable, a description of the natureand scale of work performed by workerswho are not employees.e. Any significant variations in thenumbers reported in Disclosures 102-8a, 102-8-b, and 102-8-c (such asseasonal variations in the tourism oragricultural industries).f. An explanation of how the data havebeen compiled, including anyassumptions made.-a.Permanent FTE: 26863*Temporary FTE: 1209*Male FTE: 20185Female FTE: 7887Permanent male FTE: 19307Permanent female FTE: 7556Temporary male FTE: 878Temporary female FTE: 331b.Regions without BSO and CSC:Region 1 FTE: 7521Region 2 FTE: 7945BU Russia FTE: 6777Italy FTE: 1767Nigeria FTE: 2849Region 1 Permanent FTE: 7184Region 1 Temporary FTE: 337Region 2 Permanent FTE: 7220Region 2 Temporary FTE: 725BU Russia Permanent FTE: 6648BU Russia Temporary FTE: 129Italy Permanent FTE: 1760Italy Temporary FTE: 7Nigeria Permanent FTE: 2846Nigeria Temporary FTE: 3Developing market segment FTE: 4722Emerging market segment FTE: 16726Established market segment FTE: 6624Developing permanent FTE: 4554Developing temporary FTE: 167Emerging permanent FTE: 16018Emerging temporary FTE: 708Established permanent FTE: 6290Established temporary FTE: 334c.Full time FTE: 27898Part time FTE: 202Full time FTE male: 20158Part time FTE male: 37Full time FTE female: 7740Part time FTE female: 165d.Contractors FTE: 4129Self-employed: 6Seasonal: 311% of seasonal employees vs. Total Group FTE: 1%f.All data present FTE (Full-time equivalent) calculation, and it’s based onIFRS (international financial reporting standards).(*): Excluding new acquisitions where there are 317 FTE. Total number FTE withacquisitions is 28,389.102-9Description of the organisation’s Supply ChainOur supply chain function plays a central role in our business, ensuring that in all our processes and activities we minimise our environmentalimpact and ensure sustainability in our value chain, all the way from sourcing raw materials to manufacturing the end-product and distributing itto our customers.We operate in a territory stretching across 28 countries in three continents. While providing us with opportunity, this footprint also challenges usto constantly optimise our operational infrastructure. Our aim is to build a borderless supply chain that will serve our territory at optimum costand will have the capability to embed innovative technologies fast. As we look for opportunities to optimise our infrastructure, we seek to buildor transform existing plants into efficient mega-plants, where it makes sense, which can effectively serve a country or an entire region. Suchoptimisation takes into consideration the Group supply chain as a whole, in an integrated manner, from the number of plants and the numberand nature of filling lines to the number of distribution centres and warehouses.Under a unified procurement framework, we segment our supply base universe of approximately 19,500 actively used suppliers into direct andindirect spend suppliers. Direct spend suppliers include ingredients and packaging suppliers. Indirect suppliers include categories such as IT,production equipment, spare parts, maintenance services, logistics providers, fleet vehicles, utilities and temporary labour. CCHBC alsosegments suppliers into three categories based on criticality and potential opportunities.We define as Group Critical Suppliers those that fulfil all, or part of the following criteria: high percentage of spend; limited alternatives; andpartnership supporting our business strategies. These suppliers are critical to the overall competitiveness and success of Coca-Cola HBC andof the total supply base. Country Strategic Suppliers are those which have strategic importance at a local or regional level. Tactical Suppliersrepresent low-volume, low-spend suppliers where there are many alternative sources available, enabling a flexible supply base. Both GroupCritical & Country Strategic suppliers are considered critical to the overall competitiveness and success of Coca Cola HBC.Total supplier spent reached 3.3 billion in 2019. Our practice is to source locally, providing that goods and services are available to meet ourrequirements and quality standards in an economically viable way. As of 2015, over 95% of our spend is local in our countries of operation orfrom within the European Union, which is considered local for EU countries.We maintain transparency throughout our supply base through The Coca-Cola Company’s Supplier Guiding Principles compliance audits andour membership in EcoVadis from 2017 onwards. We also recognise supplier certifications as per international standards including ISO 9001,14001, 50001, FSSC 2200 and OHSAS 18001. For agricultural commodities, we are aligning with the wider industry to recognise the Rain ForestAlliance, Fair Trade, Bon Sucro and the Sustainable Agriculture Initiative Platform (SAI Platform). Through our Workplace accountability auditswithin 3-years audit cycle, all of the long-term contractors and contracted services on-site are assessed in human rights. Additional informationcan be found in the “Fuel growth through competitiveness and investment” section of the 2019 IAR (pages 36-37).Page 3 of 36

102-10Significant changes to the organization’ssize, structure, ownership, or supplychain, including:- Changes in the location of, or changesin, operations, including facility openings,closings, and expansions;- Changes in the share capital structureand other capital formation,maintenance, and alteration operations(for private sector organizations);- Changes in the location of suppliers,the structure of the supply chain, orrelationships with suppliers, includingselection and termination.34-37217Also refer to GRI indicators 102-9.56-61102-11102-12The precautionary approach or principleis addressed by the organisationExternally developed economic,environmental and social charters,principles, or other initiatives to which theorganisation subscribes or which itendorses64List the main memberships of industry orother associations, and national orinternational advocacy organizations.Refer to the Viability statement of the 2019 IAR and “Effectivemanagement of risk” section.Refer to the “Market review” and “Managing risk and materiality”20-21/54-63 sections, as well as the Chairman’s letter and the Chief ExecutiveOfficer’s letter of the 2019 IAR.Refer to our gory 161414-15102-13There were no significant changes in the organization and in theoverall supply chain. The company bought two mineral waterbusinesses in Czech Republic and Italy and added a confectionaryproducing business in Serbia (Bambi).Further, refer to the “Fuel growth through competitiveness andinvestment” and “Shareholder information” sections of the 2019IAR, as well as the relevant notes to the consolidated financialstatements.22-2330-31Refer to the Chairman’s letter and the Chief Executive Officer’sletter, as well as the “Leveraging our unique 24/7 portfolio” sectionof the 2019 IARRefer to our ility/partnerships-andmemberships/?category 1614Strategy102-14A statement from the most senior decisionmaker of the organization (such as CEO,chair, or equivalent senior position) aboutthe relevance of sustainability to theorganization and its strategy foraddressing sustainability.102-15Description of key impacts, risks, andopportunities14-1522-2372-80Refer to the Chairman’s letter and the Chief Executive Officer’sletter, as well as the Board Social Responsibility CommitteeChairman letter and overview of the 2019 IAR in “CorporateGovernance Report” section.20-2354-63Refer to the Chief Executive Officer’s letter and “Our stakeholders”,“Market review” and “Managing risk and materiality” sections of the2019 IAR.Ethics and integrityRefer to the Chairman’s letter and the Chief Executive Officer’sletter, as well as the “Cultivate the potential of our people” section14-15/22-23 of the 2019 IAR.Reference to the Code of Business be the organisation’s values,principles, standards and norms ofbehaviour such as codes of conductand codes of ethics102-17Describe the internal and externalmechanisms for:- Seeking advice about ethical andlawful behaviour, and organizationalintegrity;- Reporting concerns about unethical orunlawful behaviour, and organizationalintegrity76-79We have compliance officers from whom employees can seekadvice on ethical and lawful behaviour. In addition, we have a Codeof Business Conduct and specific processes related to that. Wehave also an established confidential whistle-blowing line which isavailable both internally and externally. Additionally, consumerscan use the dedicated complaint lines, available in our countries.Refer to the relevant specific standard disclosures in the GRIContent Index for more details, as well as the CorporateGovernance section of the 2019 IAR.102-18Report the governance structure of theorganization, including committees of thehighest governance body. Report theCommittees responsible for decisionmaking on economic, environmental, andsocial topics.76-87Refer to the “Corporate Governance report” section of the 2019 IAR.102-19Process for delegating authority foreconomic, environmental, and socialtopics from the highest governance bodyto senior executives and otheremployees.85106-107Refer to the “Corporate Governance Report” section and particularlythe role and responsibilities of the Board’s Social ResponsibilityCommittee of the 2019 IAR.GovernancePage 4 of 36

102-20Report whether the organisation hasappointed an executive-level position orpositions with responsibility for economic,environmental and social topics, andwhether post holders report directly to thehighest governance body.85106-107Refer to the “Corporate Governance Report” section of the 2019IAR.102-21Report processes for consultationbetween stakeholders and the highestgovernance body on economic,environmental and social topics. Ifconsultation is delegated, describe towhom and any feedback processes to thehighest governance body.54-55Refer to the “Materiality” section of the 2019 IAR, as well as the“Stakeholder engagement” section of our website.102-22Report the composition of the highestgovernance body and its committees by:Executive or non-executiveIndependenceTenure on the governancebodyNumber of each individual’sother significant positions andcommitments, and the nature ofthe commitmentsGenderMembership of underrepresented social groupsCompetences relating toeconomic, environmental andsocial impactsStakeholder representation78-8285106-107Refer to the “Corporate Governance Report” section of the 2019IAR.102-23Report whether the Chair of the highestgovernance body is also an executiveofficer85106-107Refer to the “Corporate Governance Report” section of the 2019IAR.102-24Report the nomination and selectionprocesses for the highest governancebody and its committees, and thecriteria used for nominating andselecting highest governance bodymembers, including:Whether and how diversity isconsideredWhether and howindependence is consideredWhether and how expertiseand experience relating toeconomic, environmental andsocial topics are consideredWhether and how stakeholders(including shareholders) are involved84-85Refer to the “Corporate Governance Report” section of the 2019IAR.Report processes for the highestgovernance body to ensure conflicts ofinterest are avoided and managed.102-25102-26Report whether conflicts of interest aredisclosed to stakeholders, including, asa minimum:Cross-board membershipCross-shareholding withsuppliers and otherstakeholdersExistence of controllingshareholderRelated party disclosuresReport the highest governance body’sand senior executives’ roles in thedevelopment, approval, and updating ofthe organization’s purpose, value ormission statements, strategies,policies, and goals related to economic,environmental, and social topics.76-130226-23354-63Refer to the “Corporate Governance Report”“Supplementary information” sections in our 2019 IAR.andtheRefer to the “Managing risk and materiality” and “CorporateGovernance Report” sections of our 2019 IAR.Page 5 of 36

102-27Report the measures taken to developand enhance the highest governancebody’s collective knowledge ofeconomic, environmental and socialtopics.85106-107Refer to the “Corporate Governance Report” section of our 2019IAR.102-28a. Report the processes for evaluatingthe highest governance body’sperformance with respect togovernance of economic,environmental, and social topics.b. Whether such evaluation isindependent or not, and its frequency.c. Whether such evaluation is a selfassessment.d. Actions taken in response toevaluation of the highest governancebody’s performance with respect togovernance of economic,environmental, and social topics,including, as a minimum, changes inmembership and organizationalpractice.76-130Refer to the “Corporate Governance Report” section of our 2019IAR.102-29a. Report the highest governancebody’s role in the identification andmanagement of economic,environmental and social impacts,risks, and opportunities. Include thehighest governance body’s role in theimplementation of due diligenceprocesses.b. Report whether stakeholderconsultation is used to support thehighest governance body’sidentification and management ofeconomic, environmental and socialimpacts, risks, and opportunities.76-130Refer to the “Corporate Governance Report” and “Effectivemanagement of risk” sections of our 2019 IAR.102-30Report the highest governance body’srole in reviewing the effectiveness ofthe organisation’s risk managementprocesses for economic, environmentaland social topics.84-8598-10354-63Refer to the “Corporate Governance Report” and “Effectivemanagement of risk” sections of our 2019 IAR.102-31Report the frequency of the highestgovernance body’s review of economic,environmental and social impacts,risks, and opportunities.54-63106-107Refer to the “Managing risk and materiality” and “CorporateGovernance Report” sections of our 2019 IAR.102-32Report the highest committee orposition that formally reviews andapproves the organisation’ssustainability report and ensures thatall material topics are covered.102-33Report the process for communicatingcritical concerns to the highestgovernance body.98-103102-34Nature and total number of criticalconcerns that were communicated tothe highest governance body and themechanism(s) used to address andresolve them.-54-63Refer to the “Managing risk and materiality” and “Corporate85, 106-107 Governance Report” sections of our 2019 IAR.Refer to the “Corporate Governance Report” section of our 2019IAR.There were no critical concerns communicated to the highestgovernance body in 2019.Page 6 of 36

102-35Remuneration policies for the highestgovernance body and senior executivesfor the following types of remuneration:Fixed pay and variable pay,including performance-basedpay, equity-based pay,bonuses, and deferred orvested shares;Sign-on bonuses or recruitmentincentive payments;Termination payments;Clawbacks;Retirement benefits, includingthe difference between benefitschemes and contribution ratesfor the highest governancebody, senior executives, and allother employees.How performance criteria in theremuneration policies relate to thehighest governance body’s and seniorexecutives’ objectives for economic,environmental, and social topics.102-36Process for determining remuneration.Report whether remunerationconsultants are involved in determiningremuneration and whether they areindependent of management.Report any other relationships whichthe remuneration consultants have withthe organisation.102-37Report how stakeholders’ views aresought and taken into accountregarding remuneration, including theresults of votes on remunerationpolicies and proposals, if applicable.102-38Ratio of the annual total compensation forthe organisation’s highest-paid individualto the median annual total compensationfor all employees, by segment102-39Ratio of percentage increase in annualtotal compensation for theorganisation’s highest-paid individual tothe median percentage increase inannual total compen

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