Refresh the World. Make a Difference - THE COMPANY
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Refresh the World.
Make a Difference.
2020 Business &
THE COMPANY Environmental, Social and
Governance Report
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Our purpose and passion have
always been refreshment.
Being there when people enjoy and share in life’s
best moments. And as we and the world look to
renew ourselves, we must continue to work together
and strive to make the world a better place for
every person, everywhere.
3 Chairman & CEO Message 46 Enabling Women:
5 Board of Directors A Decade of Achievement
6 Our Response to COVID-19 48 Supporting Micro-Businesses
8 Our Priorities & Progress in the Philippines
49 Employee Safety & Health
12 At a Glance
50 Diversity, Equity & Inclusion
13 How We Operate
52 Promoting Racial Equity at Our Company
14 Financial Highlights
and in Our Communities
15 Building a Total Beverage Company
53 Giving Back to Communities
16 Innovating to Become a
Total Beverage Company 54 Operations Highlights
17 Governance & Management 55 Asia Pacific
18 Priority Environmental, Social & 56 Europe, Middle East & Africa
Governance (ESG) Issues 57 Latin America
19 Stakeholder Engagement & Partnerships 58 North America
59 Global Ventures/
20 Water Leadership
Bottling Investments Group
25 RAIN: A Decade of Clean Water
Projects Across Africa 60 About This Report
26 Our Portfolio/Reducing Added Sugar 61 Data Appendix
62 Financial & Portfolio Data
30 World Without Waste
68 2020 Sustainability Goals
34 Addressing Climate Change and the
70 Packaging
Circular Economy Through Public Policy
71 Water
35 Climate 72 Greenhouse Gas Emissions & Waste
39 Supplier Engagements Advance 73 Workplace, Safety & Giving Back
Climate Action 75 Human Rights, 5by20 & Agriculture
40 Sustainable Agriculture 76 Assurance Statements
44 People & Communities 81 Reporting Frameworks & Sustainable
45 Human Rights Development Goals (SDGs)
The Coca–Cola Company 2020 Business & ESG Report 2
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Historians of the future will decide how the events of
2020 reshaped the world. I already know this—the year of
the pandemic has changed our business and our industry
in ways that will endure. We’ve learned much in the last
year, and it will help us continue to change for the better.
Today, when I reflect on 2020, one of the words that
comes to mind is resilience. Our people and our business
were resilient in the face of extraordinary challenges. Our
people quickly adapted to new conditions to support our
communities and our business.
We also showed great resolve in continuing to pursue
goals that did not change—all guided by the purpose of
our company: to refresh the world and make a difference.
Environmental, Social & Governance
Our environmental, social and governance (ESG) goals
are embedded in how we operate as a business—they
are part of our very foundation. In 2020, I was commonly
asked whether ESG goals would change or take a back
seat to other priorities during the crisis. The answer—then
Chairman &
and now—is that ESG remains core to what we do.
For example, we continued our World Without Waste
CEO Message
efforts in 2020, even in the midst of many temporary
disruptions. Across markets representing 30% of our
global volume, we offer 100% recycled plastic packaging
options in at least one brand. This number grew in 2020,
and we’re now offering packages made of 100% recycled
PET in around 30 markets.
I’ve long believed that history
provides lessons that can apply In 2020, we also developed a goal to reduce our use of
virgin PET by a cumulative 3 million metric tons globally
to life today. by 2025. This is the equivalent of taking out one whole
year’s worth of virgin plastic over the next five years.
And the Netherlands and Norway became the second
Looking back, The Coca-Cola and third markets after Sweden to announce that we’ll
manufacture entire local portfolios in 100% recycled PET.
Company has weathered
many difficult times over its 135 Packaging has a close link to climate, and 2020 also saw
important progress in defining our goals. The company
years. Each time, we’ve turned supports a vision to be net-zero carbon by 2050, and
we have set a 2030 science-based target to reduce our
adversity into opportunity. greenhouse gas emissions by 25% as compared to a
2015 baseline.
JAMES QUINCEY
Chairman and Chief Executive Officer
In 2020, we experienced history We’ve been on a journey to drive progress against
once again. intersecting priorities like water and building resilient
communities. We’ve developed a science-based 2030
The Coca–Cola Company 2020 Business & ESG Report 3
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
water strategy focused on achieving water security Great brands begin with a deep understanding The Coca-Cola Foundation, total more than $90 million,
where the company operates and sources ingredients. of consumers, what they want and converting that benefiting more than 25 million people in 118 countries
We will maintain 100% replenishment globally, focusing insight into superior, quality products. We will continue and territories.
on improving watershed health in water-stressed areas to grow our brands through focused execution and
that are critical to the business and that support our targeted innovation. But the pandemic wasn’t the only crisis of 2020. Last year,
agricultural supply chain. Since 2010, our water, sanitation we were again reminded that there’s no place in our world
and hygiene programs have also reached more than Despite the challenges we faced in 2020, we saw strong for racism. We have a duty to strive for greater justice
13.5 million people globally. performance in key segments of our portfolio, including: and equity within our own company as well as within the
communities where we operate. Our pledge is that we will
Finally, 2020 marked an exciting milestone in our social • T
rademark Coca-Cola returned to growth in the do our part to listen, learn and act. Our company must
impact work. We surpassed our goal of enabling the back half of the year, with strong performance from play a visible and proactive role in creating change.
economic empowerment of 5 million women through our Coca-Cola Zero Sugar, which grew volume 4% for
5by20® program, creating shared value for these women, the year. A diverse and inclusive workplace is both the right thing
their families and communities. to do and a strategic business priority. Diversity fosters
• As consumers shifted to drinking more beverages creativity, innovation and connection to the communities
at home, we saw Simply and fairlife grow double digits we serve. To that end, we have announced our 2030
Changing to a Networked Organization in North America. aspirations:
Our ongoing commitment to ESG goals in 2020 was an • Certain water brands saw strong growth, including • To mirror the diversity of the markets we serve.
example of where we left critical objectives unchanged— AHA and Topo Chico Sparkling Mineral Water.
indeed, we enhanced them. • In the United States, our ambition is to align our
We also made strides in innovation. For example, we race and ethnicity representation to census data
In other places, there were vast changes, including in the introduced our first touchless Freestyle machines in the across all job levels.
way we operate our business. United States, which allow consumers to choose and pour
drinks from their phones in just a few seconds without the • For our company to be 50% led by women globally.
In 2020, we announced plans to build a new, networked need to create an account or download an app.
organization that combines the power of scale with the In this report, we share data that reflects our company’s
deep knowledge required to win in markets locally. Nine We also continued to change the recipes of our beverages current diversity across both race (in the United States)
operating units were established to focus on regional and reduce added sugar, along with offering smaller and gender for the general employee population, as well
and local execution, working closely with five marketing portion sizes. We removed approximately 125,000 as at the leadership level. We will continue to report this
category leadership teams that span the globe. tons of added sugar on an annualized basis through data annually.
approximately 140 product reformulations in 2020. We’re
This structure is supported by our new Platform Services innovating and bringing drinks with additional benefits to Finally, our resilience in 2020 gives me renewed
organization and center functions, which collectively market and promoting options with low or no calories. confidence that our best years remain ahead. Thankfully,
provide global services and expertise across a range of a good starting point matters. As a system, we went
critical capabilities. Finally, we are on a journey to strengthen our marketing into the crisis in a strong position. We are emerging
efficiency and effectiveness. By improving our processes, even stronger.
Together, this networked organization will accelerate our eliminating duplication and optimizing spending,
transformation as a digitized, data-driven enterprise that we will increase our effectiveness and fuel reinvestment
can execute marketing, commercial, sales and distribution in our brands.
strategies in both the online and physical worlds.
The Extraordinary Actions of 2020
A Winning Growth Portfolio
Our purpose is to refresh the world and make a difference. James Quincey
We are positioning our portfolio for success, identifying This guides us in good times and challenging times.
Chairman and Chief Executive Officer
the right brands that will drive quality leadership and During 2020, the Coca-Cola system focused on helping
April 20, 2021
help us achieve our Beverages for Life vision. In 2020, we communities through COVID-19 relief efforts around
streamlined our portfolio to approximately 200 master the world. These donations made by the system, when
brands, allowing us to focus attention and resources on combined with independent contributions from
what we do best: brand building and innovation.
The Coca–Cola Company 2020 Business & ESG Report 4
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Board of “In 2020, the world weathered challenges that will forever shape
history—and it is through these challenges that The Coca-Cola
Directors
Company is emerging even stronger. Our Board of Directors is
proud of the company’s resilience and strong leadership in the
face of adversity. The company took meaningful steps in 2020 to
reorganize the business, creating a networked organization that
is poised for growth. And these actions always remain grounded
in strong values and purpose: to refresh the world and make a
difference. This is especially meaningful now, and we look toward
the future with confidence.”
Maria Elena Lagomasino
Lead Independent Director
Herbert A. Allen4, 5, 6 Marc Bolland1, 7 Ana Botín 2, 5 Christopher C. Davis3, 5 Barry Diller2, 4, 5, 6 Helene D. Gayle3, 7
President, Chief Executive Head of European Executive Chair, Chairman, Chairman of the Board and Chief Executive Officer,
Officer and Director, Portfolio Operations, Banco Santander, S.A. Davis Selected Advisers-NY, Inc. Senior Executive, The Chicago Community Trust
Allen & Company Incorporated The Blackstone Group Inc. IAC/InterActiveCorp and
Expedia Group, Inc.
Alexis M. Herman3, 7 Robert A. Kotick 5, 6 Maria Elena James Quincey4 Caroline J. Tsay1, 7 David B. Weinberg1,6
Chair and Chief Executive Officer, Chief Executive Officer and Lagomasino2, 3, 6 Chairman and Chief Executive Officer and Chairman and
New Ventures LLC Director, Chief Executive Officer and Chief Executive Officer, Director, Chief Executive Officer,
Activision Blizzard, Inc. Managing Partner, The Coca-Cola Company Compute Software, Inc. Judd Enterprises, Inc.
WE Family Offices
1 Audit Committee
2 Committee on Directors and Corporate Governance
3 Talent and Compensation Committee
4 Executive Committee
5 Finance Committee
6 Management Development Committee
7 ESG and Public Policy Committee
The Coca–Cola Company 2020 Business & ESG Report 5
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Our Response
to COVID-19
Throughout our history, The Coca-Cola Company has
persevered through turbulent times—emerging stronger
from world wars, natural disasters, economic crises
and more. As COVID-19 spread in 2020, we mobilized
quickly to safeguard the health and well-being of our
employees; maintain the continuity and safety of our
beverage production and delivery operations; ensure
resiliency of our supply chain (including supporting
suppliers); assist bottling partners and customers; and
support communities. We also pivoted our operations,
commercial strategies and innovation priorities to meet
fast-changing market dynamics, all while advancing our
sustainability goals.
Protecting Empowering Assisting Supporting
Our People Suppliers Customers Communities
The safety and health of our people is To maintain business continuity, our Coca-Cola teams and bottling partners The Coca-Cola Foundation has provided
always a top priority. Around the world, global Procurement team collaborated collaborated with retail and foodservice approximately $56 million to support
local teams closely followed guidance with bottling partners around the world customers to weather the impact of the COVID-19 relief efforts in communities
from health authorities to protect our on contingency planning for our supply crisis and adapt to changing shopper around the world. Combined donations
employees across office, production, chain. We worked with suppliers to adjust behaviors, helping grocery stores made by the Coca-Cola system, including
distribution and retail facilities. In the volumes to meet shifting consumer meet elevated demand and supporting independent donations from the
early stages of the outbreak, nearly all demands and manage the logistical restaurants as they switched to takeout Foundation, total more than $90 million.
office-based associates shifted to remote challenges of lockdowns and movement and delivery models. Lockdowns
work. Our production and distribution restrictions. We also took several actions triggered a digital buying boom in 2020.
facilities continued to operate with to help our suppliers through the crisis, To support the surge in e-commerce,
significant safety adjustments, such including committing to accelerated we concentrated on package sizes
as expanded cleaning and sanitization payment of invoices. that are fit-for-purpose for online sales;
routines, reductions in person-to-person
$1B
boosted investment in digital promotions;
interactions and requirements for in financing and increased in-app visibility with e-delivery
personal protective equipment (PPE). accelerated payment grocers; and piloted digitally enabled
processes offered
fulfillment methods to manage orders
to suppliers
and deliveries.
The Coca–Cola Company 2020 Business & ESG Report 6
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Pivoting to Produce Needed Direct-to-Consumer (D2C) Contactless Innovations Supporting Vaccine Rollout
PPE and Supplies Delivery in Africa
Safety and hygiene concerns fueled
Bottling and concentrate plants in countries An online platform, developed at the contactless innovations, including the The Coca-Cola Foundation has provided a
including France, Brazil, Ireland, Swaziland initiative of Coca-Cola Argentina, enabled nationwide rollout of touch-free technology $2 million grant to Project Last Mile to
and Japan pivoted production to make hand small retailers across Latin America to serve for Coca-Cola Freestyle fountain dispensers support the rollout of COVID-19 vaccines
sanitizer for hospitals, clinics and nursing customers safely without having to open in the United States. In Japan, Coke ON in Africa in 2021. Project Last Mile is our
homes. The North America Operating Unit their stores. When a shopper places an order mobile app users can make touch-free pioneering partnership to improve the
teamed up with supply chain partners and via the free Wabi app, the system pings purchases on 30,000 vending machines in availability of life-saving medicines across
a national network of volunteers to produce nearby retailers. The first retailer to accept train stations, hospitals and other public Africa by leveraging our system’s distribution
and distribute protective face shields to delivers the items to the shopper’s home in areas. Buttons and dispensing slots on the network and marketing capabilities. This
healthcare workers and first responders. 30 minutes or less. Read more. machines were covered with antiviral and partnership is a legacy of collaboration
antibacterial film. between The Coca-Cola Foundation,
The Coca-Cola Company, the U.S. President’s
Emergency Plan for AIDS Relief (PEPFAR),
USAID, The Global Fund for HIV/AIDS, Malaria
and Tuberculosis, and The Bill and Melinda
Gates Foundation.
In North America, we provided $1 million in
support to restaurants by giving restaurant delivery
vouchers to more than 8,000 employees and
purchasing meals from foodservice customers as
Access to Clean Water, Using Our Marketing Reach
a thank you to associates working hard during the
Sanitation and Hygiene (WASH) to Promote Awareness pandemic to produce our products. In Uzbekistan,
we supported small retail stores by producing
During the pandemic, we worked with our
nonprofit partners to boost our WASH
Coca-Cola locations around the world—
from Singapore to South Africa, Austria
and installing more than 1,500 protective plastic
investments in many countries, including to Australia, and Brazil to Belgium—used shields for checkout workers.
Kenya, Tanzania and Ethiopia. In Uganda, high-profile marketing assets, such as
Coca-Cola Beverages Africa and the Ministry billboards, trucks, packaging and social
of Health distributed 5,000 hand-washing media channels, to share messages of See more examples from around the world.
stations in public, high-risk areas to protect solidarity and gratitude to front-line heroes
people against the spread of COVID-19. and promote safety tips on behalf of public
health authorities and partner organizations.
The Coca–Cola Company 2020 Business & ESG Report 7
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Water Reducing
Leadership Added Sugar
Our
More than a decade ago, The Coca-Cola 2020 GOAL Sugar reduction remains a top priority.
Company set a pioneering goal to 100% As we continue to evolve as a total
Priorities
replenish the water we use in our drinks beverage company and respond to
and their production. We also set 17 150% consumers’ desires for more choices
targets to use water more efficiently across categories, we are reducing added
18 155%
& Progress
and to treat all wastewater in our sugar while providing more drinks with
production processes. 19 160% nutrition benefits; optimizing our mix
of products; offering smaller package
In each of the last six years, we met and 20 170% choices; and providing consumers with
exceeded our 2020 replenish goal. At clear nutrition information.
Percentage of water used in our finished
the same time, we have continued to beverages returned to nature and communities2
Our publicly reported improve the efficiency of our water use. We offer a wide range of beverages—
We now need only 1.84 liters of water per including sparkling soft drinks, water,
sustainability goals drive liter of final product, a 19% improvement 2020 GOAL coffee, tea, dairy, juices, sports drinks and
us to continually improve, compared to 2010. While we are proud of 25% plant-based options. We track the results
working in concert with our progress, this is short of our goal due of our sugar reduction efforts, the majority
The Coca-Cola Company’s
to changes in our product and packaging 17 15% of which stem from changes to our
portfolio. For example, producing more sparkling beverage recipes and packaging
approximately 225 bottling diverse product ranges and smaller or 18 16% size reductions.
partners in more than 200 refillable packages requires more frequent
19 18%
cleaning and rinsing, which limits the READ MORE: Our Portfolio/Reducing
countries and territories. water efficiency in bottling production. 20 19% Added Sugar
In addition, the pandemic reduced
production volumes in 2020, reducing the Percentage improvement in water efficiency
Having passed the overall efficiency of production lines.
since 2010
milestone of our 2020 Average sugar per 100 ml
Unit case volume growth
goals, we are working READ MORE: Water Leadership
toward new, more ambitious Our New Water Strategy
plans, including our 2025
packaging goals, our 2030
13.5M+ Our new 2030 water strategy 2018 2019 3, 4
people provided access to
climate goal and our new safe drinking water, sanitation and
recognizes the urgency of our growing
2% 2% 2020
2030 water strategy. hygiene since 20101
shared water challenges and the
interconnection of water and other –2% –1%
–3%
1.75T+
priority goals. Our vision is to increase
water security where we operate, source
ingredients and touch people’s lives –6%
by improving water availability,
liters of water replenished quality, access and governance.
globally since 2012
1 Calculated with self-reported and internally validated data. 3 The company acquired Costa in January 2019. In 2019, with
the exception of ready-to-drink products, the company did not
2 As estimated working with our many external partners and report unit case volume for Costa. However, unit case volume
using generally accepted, independently peer-reviewed in 2020 includes both Costa ready-to-drink and non-ready-to-
scientific and technical methods. External assurance of 100% drink products.
annual replenishment rate. Finished beverages based on global
sales volume. Water in production based on total system 4 A
verage sugar per 100ml for 2019 has been updated to reflect
consumptive use. a more complete data set.
The Coca–Cola Company 2020 Business & ESG Report 8
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
World Without Climate Sustainable
Waste Agriculture
We have a responsibility to help solve DESIGN Climate change is a priority issue for our A sustainable and resilient agricultural
the global packaging waste crisis. business, and as a global company, we supply chain has never been more critical
Make 100% of our packaging recyclable
That’s why, in 2018, we launched an have a long-standing strategy to reduce to our interrelated goals, especially
globally by 2025—and use at least
ambitious sustainable packaging our carbon footprint. We approach this around climate, water, human rights
50% recycled material in our packaging
initiative called World Without Waste. challenge by reducing the impact we and enabling women’s empowerment.
by 2030.
Three years into this journey, the global have on climate change; by identifying Since 2013, our goal has been to more
90% 11.5%
conversation about plastic pollution— the risks a changing climate have on our sustainably source our priority agricultural
and calls for urgent, collaborative company; and by collaborating with key ingredients, including our main natural
action—are intensifying. We continued stakeholders to amplify our actions. sweeteners, fruit juices, coffee, tea, soy
to make progress in 2020, despite and timber products.
of our packaging recycled material
the challenges from the pandemic. recyclable globally 1 in PET plastic
Our climate strategy supports our
packaging globally2 sustainable agriculture, water and World In 2020, we faced many challenges.
Without Waste strategies. And our COVID-19 impacted the ability of our
New Virgin Plastic approach to climate governance responds suppliers to arrange on-farm
to increased interest from investors and assessments, as well as our ability
Reduction Goal COLLECT other stakeholders to provide disclosures to meet with suppliers and farmers.
Collect and recycle a bottle or can for aligned with the Task Force on Climate- While this had an impact on our
We have set a new goal to reduce each one we sell by 2030. related Financial Disclosures (TCFD). performance in cane sugar and corn,
our use of virgin plastic derived from we continued to make progress across
non-renewable sources by a cumulative 2030 GOAL
Having achieved our “drink in your hand” most of our other priority ingredients.
3 million metric tons over the next five 100% goal to reduce relative carbon emissions
years. In 2025, depending on business by 25% by 2020, against a 2010 baseline, While we’re proud of the progress made
growth, we project that we will use 18 56% we are now working toward our 2030 toward our ambitious 2020 goal, we
approximately 20% less virgin plastic Science-Based Target to reduce absolute recognize that we have to push
than we do today.
19 60% GHG emissions 25% by 2030. Our ambition forward with our integrated approach to
20 60%2 is to achieve net-zero carbon emissions ensuring sustainable practices across
READ MORE: by 2050. our agricultural supply chain.
World Without Waste Percentage of bottles and cans we refilled
or helped recover equivalent to what we Goals READ MORE: Sustainable Agriculture
introduced into the marketplace
READ MORE IN OUR WORLD • Reduce absolute GHG emissions
WITHOUT WASTE REPORT 25% by 2030
2020 GOAL
PARTNER • Ambition to achieve net-zero carbon 100%
Bring people together to support a emissions by 2050
13 8%
1 Only recyclable where infrastructure exists. healthy, debris-free environment.
2 T
his result is preliminary and final numbers will be reported
READ MORE: Climate 18 44%
in the 2020 World Without Waste report.
3 The calculation of progress toward our “drink in your hand”
2020 GOAL 19 54%
goal has been internally vetted using accepted and relevant
scientific and technical methodologies, which are aligned
25% 20 56%
with GHG Protocol Scopes 1, 2 and 3. Due to the nature of our
franchise bottling system, our manufacturing emissions are
normally split between Scopes 1 and 2 for company-owned 17 19% Progress toward our sustainable sourcing goal4
facilities and Scope 3 for bottling partner facilities. However,
in our “drink in your hand” calculations, we consider the full
Coca-Cola system (including franchise bottling partners) in the
18 21%
calculation of our manufacturing, distribution and refrigeration
emissions, in addition to the emissions from our ingredients
and packaging.
19 24%
4 Data is based on supplier reporting according to our assurance 20 25%
requirements, which is consolidated and internally validated.
Results can fluctuate due to changes in volumes and sourcing
origins while we get new suppliers on board with our Estimated percentage reduction of the carbon
requirements. footprint of the “drink in your hand” since 20103
The Coca–Cola Company 2020 Business & ESG Report 9
Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Human Diversity, Equity &
Rights Inclusion
Our commitment starts with our own 20211 GOAL
Diversity, equity and inclusion (DEI) are Our Aspirations by 2030
employees, making sure they have safe, at the heart of our purpose, values and
supportive and respectful workplaces
98% growth strategy. Our aspiration is to mirror
where the dignity of every associate is the diversity of the markets we serve and 50% led by women globally
17 87%
recognized. Our suppliers and system to be 50% led by women globally by 2030.
partners are also expected to embrace 18 89% We recently announced that, by 2030, U.S. employee population across
responsible workplace practices. our U.S. employee population across all job all job levels will align with census data
19 92% levels will align with census data by race by race and ethnicity
In 2003, we set a goal that 98% of our and ethnicity.
20 90%
company locations and system bottlers
~$800M
and 95% of our direct and authorized Percentage of bottling partners that achieved We are committed to increasing
compliance with our Supplier Guiding Principles
suppliers will validate compliance transparency and disclosure, and we share
with our Human Rights Policy and our diversity metrics with senior leaders on a
Supplier Guiding Principles (SGPs) by 20211 GOAL quarterly basis. Starting with this report,
the end of 2020. The global pandemic, 95% we are publicly providing representation spent by the Coca-Cola
however, interrupted our in-person audit by race2 and gender for our overall system with diverse suppliers
capabilities, leading to a decrease in 17 88% workforce and leadership, and we are also in the U.S. in 2020
compliance percentages for 2020 and providing data submitted to the U.S. Equal
forcing us to push the goal date to the 18 89% Employment Opportunity Commission.
end of 2021. As of Q4 2020, 93% of our
company-owned facilities, 90% of bottlers 19 91% READ MORE: Diversity, Equity & Inclusion
and 87% of suppliers reached compliance 20 87%
with our Human Rights Policy and SGPs.
Percentage of direct suppliers that achieved
compliance with our Supplier Guiding Principles
READ MORE: Human Rights
1 The global pandemic forced us to push the goal date from the 2 We are only reporting racial/ethnic data for our U.S. workforce,
end of 2020 to the end of 2021. since some countries prohibit diversity tracking.
The Coca–Cola Company 2020 Business & ESG Report 10Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Enabling Giving
Women Back
$1.2B+
In 2010, we announced a global initiative 2020 GOAL The Coca-Cola Foundation is committed
to enable the economic empowerment of 5M to making a difference in communities
5 million women entrepreneurs by the end around the world. The convergence of
of 2020. This initiative, known as 5by20®, 17 2.4M the COVID-19 pandemic and urgent calls
donated by The Coca-Cola Foundation
set out to address structural inequalities for social justice in the U.S. and beyond
and economic barriers that women 18 3.2M created unprecedented levels of need
since its inception in 1984
entrepreneurs face by providing business in 2020. The Coca-Cola Foundation
skills training, mentoring networks,
19 4.6M stepped up its charitable giving and
financial services and other assets to 20 6M+ donations to respond, contributing
support women and their businesses. $139.1 million—more than in any previous 1.9%2 of operating income
Cumulative number of women entrepreneurs
enabled around the world year—to 432 organizations around the invested back into local
In 2013, we expanded the scope of world. Approximately $56 million of those communities from
6M+
5by20 to allow for independent donations targeted COVID-19 relief. The Coca-Cola Company
contributions by The Coca-Cola
Foundation and other partners. READ MORE: Giving Back
and The Coca-Cola
Foundation—well above our
By the end of 2020, we surpassed annual goal of 1%.
our goal, enabling the economic
empowerment of more than We surpassed our goal, In 2020, contributions
6 million women. enabling more than 6 million totaled $186.1 million
women by the end of 2020. ($139.1 million from
READ MORE: Enabling Women
The Coca-Cola Foundation
and $47.0 million from the
400,000+1 women enabled The Coca-Cola Company)
through community water
stewardship programs
1 USAID/Global Environment and Technology Foundation (GETF)
research on water access leading to time savings that is used 2 This percentage was calculated excluding Bottling
for economic activity. Investments.
The Coca–Cola Company 2020 Business & ESG Report 11Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
At a How We Financial Building a Total Governance & Priority Stakeholder Engagement
Glance Operate Highlights Beverage Company Management ESG Issues & Partnerships
At a Glance
Company Facts The Coca-Cola System
135 YEARS ATLANTA, GA 200+ ~200 ~225 ~900 700K+ ~30M
of refreshing the Global Countries and Master Bottling Partners Bottling Employed by the Retail
world and making a Headquarters Territories Where Our Brands Worldwide Plants Company and Customer
difference Products Are Sold Bottling Partners Outlets
Performance 2020 Global Unit Case Volume by Operating Segment
$33.0B $235.9B 23% 28% 28% 18% 3%
Net Operating Revenues Market Capitalization Asia Pacific Europe, Middle Latin North Global
East & Africa America America Ventures
(2020, as reported) (As of 12/31/2020)
Our Sustainability Business Priorities Retail Value Volume Growth
Total Company Unit Cases
Emerging
(in billions)
Nutrition, juice,
dairy & plant
Coca-Cola
Water Reducing World
Leadership Added Sugar Without Waste
Hydration,
sports,
tea &
coffee
26.7 27.7 28.2 28.6 29.2 29.3 29.2 29.6 30.3 29.0
Climate Sustainable People & Sparkling
Agriculture Communities flavors 11 12 13 14 15 16 17 18 19 20
The Coca–Cola Company 2020 Business & ESG Report 12Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
At a How We Financial Building a Total Governance & Priority Stakeholder Engagement
Glance Operate Highlights Beverage Company Management ESG Issues & Partnerships
How We THE COCA-COLA SYSTEM¹
Operate
THE COMPANY
Concentrates
The Coca-Cola Company markets, and Syrups INNOVATION, CREATION
manufactures and sells: & MARKETING
•b everage concentrates and syrups
• finished beverages (including
~225
sparkling soft drinks; nutrition, Finished
juice, dairy & plant; hydration, Products
sports, tea & coffee; and emerging Bottlers
categories). bottling partners
worldwide
In our concentrate operations,
The Coca-Cola Company typically
~900
generates net operating revenues by
selling concentrates and syrups to
authorized bottling partners.
Our bottling partners combine bottling plants
the concentrates and syrups with worldwide
still or sparkling water and sweeteners
(depending on the product), to Distribution
prepare, package, sell and distribute
finished beverages.
1.9B
Our finished product operations consist
primarily of company-owned bottling,
sales and distribution operations.
servings a day
We also operate retail outlets through
Costa Limited, which has nearly 4,000
coffeehouses in the United Kingdom,
China and other markets across Europe,
Asia Pacific, the Middle East and Africa.
The company’s portfolio also includes a
coffee vending business, at-home coffee
Customers & Consumers
solutions and a roastery.
1 T
he Coca‑Cola Company and its bottling partners are
collectively known as the Coca-Cola system. The Coca‑Cola
Company does not own, manage or control most local
bottling companies.
The Coca–Cola Company 2020 Business & ESG Report 13Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
At a How We Financial Building a Total Governance & Priority Stakeholder Engagement
Glance Operate Highlights Beverage Company Management ESG Issues & Partnerships
Financial Highlights
2018 2019 2020
(In millions except per share data)
Summary of Operations
Net operating revenues $ 34,300 $ 37,266 $ 33,014
Consolidated net income 6,476 8,985 7,768
Net income attributable to shareowners of The Coca-Cola Company 6,434 8,920 7,747
Per Share Data
Basic net income $ 1.51 $ 2.09 $ 1.80
Diluted net income 1.50 2.07 1.79
Cash dividends 1.56 1.60 1.64
Balance Sheet Data
Total assets $ 83,216 $ 86,381 $ 87,296
Long-term debt 25,376 27,516 40,125
18 5% 18 7% 18 13% 18 73%
19 6% 19 13% 19 9% 19 96%
20 –9% 20 0% 20 –2% 20 108%
Organic Revenue Growth1 Operating Income Growth2 Diluted Net Income Per Share Growth3 Adjusted Free Cash Flow Conversion Ratio 4
1 O
rganic revenue is a non-GAAP financial measure. Reported net income per share declined 13% and grew 38% and 419% for For more Financial Data, see the
net operating revenues declined 11%, grew 9% and declined 5% the years ended Dec. 31, 2020, 2019 and 2018, respectively.
for the years ended Dec. 31, 2020, 2019 and 2018, respectively. 4 A
djusted free cash flow conversion ratio = free cash flow
Data Appendix.
2 R
eflects comparable currency neutral operating income, which adjusted for pension contributions divided by net income
is a non-GAAP financial measure. Reported operating income adjusted for noncash items impacting comparability. Adjusted
declined 11% and grew 10% and 18% for the years ended Dec. 31, free cash flow conversion ratio is a non-GAAP financial
2020, 2019 and 2018, respectively. measure.
3 R
eflects comparable currency neutral diluted net income per Note: See page 63 for a reconciliation of non-GAAP financial
share, which is a non-GAAP financial measure. Reported diluted measures to our results as reported under GAAP.
The Coca–Cola Company 2020 Business & ESG Report 14Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
At a How We Financial Building a Total Governance & Priority Stakeholder Engagement
Glance Operate Highlights Beverage Company Management ESG Issues & Partnerships
Building a Total In 2020, we announced plans to reorganize our company
and establish a portfolio of drinks that would be best positioned
Beverage Company
to grow in a fast-changing marketplace. As part of this new,
networked global organization, we have reduced the number
of master brands to approximately 200. We are curating a tailored
collection of global, regional and local brands with the greatest
potential to scale and grow.
We reorganized our beverage lineup
into five categories:
Coca-Cola Sparkling Nutrition, Juice, Hydration, Sports, Emerging
Flavors Dairy & Plant Tea & Coffee
The Coca–Cola Company 2020 Business & ESG Report 15Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
Innovating to Become a Total Beverage Company
Since its birth at a soda fountain In 2020, we announced plans to reshape flavored sparkling water, Topo Chico and finding new ways to deliver our
in downtown Atlanta in 1886, our beverage portfolio and transition Hard Seltzer and Coca-Cola Energy. products, such as the Wabi mobile app.
The Coca-Cola Company has grown from 400 master brands to approximately The portfolio reset also better positions
through innovation. The company’s 200—the ones that are best positioned us to nurture local innovations and propel
iconic drink went from the fountain for growth and scale. We’re challenging successful regional brands to the global “Our goal is to converge on
into bottles before entering markets ourselves to think differently about marketplace. disruptive innovations that are
around the United States—and, our brands, identifying the greatest going to move the needle—not just
eventually, the world. opportunities and prioritizing our Our innovation teams are focused on in the marketplace, but at a scale
investments and resources. creating drinks that fit into our consumers’ that’s relevant to The Coca-Cola
More than a century later, we’re still lives, including categories such as Company.”
committed to innovation while staying Discontinuing some brands allows us to enhanced hydration and plant-based
focused on our Beverages for Life invest in growing trademarks like Minute drinks. And our innovation lens isn’t JAMES QUINCEY
ambition to provide drinks for every Maid and Simply and to put more weight only focused on beverages—we’re Chairman and Chief Executive Officer
The Coca-Cola Company
occasion. behind promising innovations like AHA also innovating packaging solutions
AHA Costa Coffee Ready-to-Drink Coca-Cola® with Coffee smartwater+
Launched in 2020, our new line of Following the successful 2019 launch by consumers for the last 50 years. Our breakthrough innovation, which In early 2021, we launched this
sparkling water comes in eight flavors of Costa Coffee’s ready-to-drink cold The beans that go into this blend are sips like a Coke and finishes like a new line of premium waters with
with no sweeteners, no calories and coffee in a can in both the UK and always Rainforest Alliance certified— coffee, piloted in Japan in 2018 and unique ingredients and flavor
no sodium. Some of them include Poland, 2020 has seen the category whether they are served in a can, is now available in nearly 50 markets extracts, such as ginseng and green
a spark of caffeine. The brand also continue to grow. The brand has bottle, cup or pod. worldwide. It also has zero-sugar tea, dandelion and lemon, and
unveiled two new flavors in early launched its range into markets options and is available in flavors such ashwagandha (an ancient herb)
2021: Raspberry + Acai and Mango + including Switzerland, Ireland and as vanilla and caramel. and tangerine.
Black Tea. In the fast-growing flavored Costa’s second biggest market, China.
unsweetened sparkling water
category in North America, Within its first year, the ready-to-drink
AHA showed strong results in its range delivered strong performance.
first year, carving out a market share In China, ready-to-drink has helped
of about 8% and outperforming accelerate the Costa brand by
competitors. creating opportunities to reach
consumers in new coffee occasions—
with distribution continuing to
expand. In 2021, a strong new product
development pipeline will build on
the core range currently on offer.
Costa Coffee’s ready-to-drink is made
with the brand’s Signature Mocha
Italia Blend; a recipe developed by
the Costa brothers in 1971 and loved
Read more stories 1 2 3 4 5 6
The Coca–Cola Company 2020 Business & ESG Report 16Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
At a How We Financial Building a Total Governance & Priority Stakeholder Engagement
Glance Operate Highlights Beverage Company Management ESG Issues & Partnerships
Governance & Management
Corporate Governance The Committee reviews, at least annually, For more about our approach to risk
all shareowner proposals, public policy management and priority issues, see
Read about some of our recent
At The Coca-Cola Company, our sound advocacy efforts, political contributions Our Priority ESG Issues.
public policy initiatives, particularly
business principles and practices foster and charitable contributions to ensure
around waste reduction and climate
an innovative and collaborative culture, alignment with company policy. The
Our Approach to Disclosure change.
which is committed to ethical behavior, Committee reports regularly to the full
accountability and transparency. The Board on these matters. The Committee
company’s Board of Directors has a also receives periodic updates on priority We aim to provide stakeholders
number of committees to assist in ESG issues, including information on with complete, transparent and
candid information in all our public Political Contributions
discharging its duties. These include actions and progress toward goals.
an Audit Committee, a Talent and Annually, the Committee conducts a communications. This is our third annual
Business & ESG Report, which combines The ESG & Public Policy Committee of our
Compensation Committee, a Committee self-evaluation, which it presents to Board of Directors annually reviews and
on Directors and Corporate Governance, the full Board. our financial data and sustainability
progress and performance into one approves our advocacy efforts, including
a Finance Committee, a Management all U.S. political contributions from both
Development Committee, an ESG Our Board’s Talent and Compensation publication. We also respond to the CDP
climate and water questionnaires and Political Action Committee (PAC) funds
and Public Policy Committee and an Committee oversees human capital and, where allowed by applicable law, the
Executive Committee. The charter for management policies and strategies make those disclosures publicly available.
For this report, we have updated our company’s general treasury funds. We
each committee can be viewed on our across the company. This senior-level have always taken a bipartisan approach
website. Information about the company’s commitment and alignment drives the priority issues matrix and continued
to expand our disclosure, including around to political contributions, and we have
corporate governance, including our top-down effect of ensuring company always evaluated our giving based on
Code of Business Conduct, Corporate leaders are invested in building public policy, supply chain, and diversity,
equity and inclusion. We also provide an our political engagement criteria, which
Governance Guidelines, Certificate of accountability. we share publicly. Last year we updated
Incorporation and Bylaws, is also on index to the Task Force on Climate-related
Financial Disclosures. our political giving policy to ensure we
our website. For more information or to are evaluating a broader range of criteria.
contact us, visit our website. Our ESG Approach Across
Following the violent events that unfolded
the Coca-Cola System We recognize that there is a need
for standardization across reporting in the U.S. Capitol on January 6, 2021,
The Coca-Cola Company and the
ESG Governance We pursue our ESG goals through a frameworks, and we’re continually
evaluating reporting options and listening Coca-Cola Political Action Committee
concerted effort by The Coca-Cola
to stakeholder feedback. suspended political giving to further
The Board’s ESG and Public Policy Company and approximately 225 bottling
review how we best use our resources to
Committee assists the Board in partners in more than 200 countries
We have a robust reporting process promote and advocate for the things we
overseeing the company’s policies and territories. We aim to achieve
that spans many years. This report is believe in and align with our company’s
and programs and related risks to the our ambitious goals to drive system1-
prepared in accordance with the Global purpose and values. That review is still
company that concern environmental, wide change. We have robust internal
Reporting Initiative (GRI) Standards, a under way. Information on our political
social, legislative, regulatory and processes and an effective internal
globally recognized framework, and this contributions from the last few years is
public policy matters, including progress control environment that facilitate
is the tenth year that these principles available on our website.
against the company’s ESG goals. the identification and management of
The Committee’s scope includes public risks and regular communication with have informed our reporting process.
issues of significance that may affect the the Board, our Chairman and CEO and For more information about disclosure
The Coca-Cola Company was
company’s business, our shareowners, internal teams such as the Enterprise in this report, please see the Reporting
recognized as a trendsetter
the broader stakeholder community or Risk Management team and Risk Steering Frameworks. We also provide an index for
in political disclosures and
the general public. This entails evaluating Committee. Beyond this, our Stakeholder the Sustainability Accounting Standards
accountability in the 2020 CPA-
and reviewing information pertaining Engagement function works with Board (SASB), and Coca-Cola participates
Zicklin Index, which is produced
to social, political and environmental business units, bottling partners, NGOs, in the SASB Advisory Group.
annually by the Center for Political
trends, with oversight over ESG goals governments and people in communities 1 T
he Coca-Cola Company and its bottling partners are
Accountability.
and human rights practices. all around the world to identify risks collectively known as the Coca-Cola system. The Coca-Cola
Company does not own, manage or control most local
and progress toward our goals. bottling companies.
The Coca–Cola Company 2020 Business & ESG Report 17Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
At a How We Financial Building a Total Governance & Priority Stakeholder Engagement
Glance Operate Highlights Beverage Company Management ESG Issues & Partnerships
Our Priority ESG Issues
Focusing on the highest-priority ESG
issues for our company, system and
stakeholders is a foundational step
in how we conduct business and
develop our corporate strategy. Water Stewardship Packaging
Product Preferences,
It is also foundational to how we Health & Added Sugar
evolve and report on our business
and our ESG efforts. During 2019,
we undertook a thorough review of Greenhouse
Gas Emissions
our priority issues in collaboration
with a cross-functional internal Scarcity of
Economic
Ingredients &
team and key external stakeholders. Raw Materials
Downturns &
Periods of
These stakeholders represented
Concern to Stakeholders
Uncertainty Adapting &
deep expertise across a range of Diversity, Equity & Thriving in the Digital
Inclusion
issues and sectors, including NGOs, Human & Environment 1
academia, some of our business Workplace Rights
partners, customers and beyond.
Social Unrest &
We were guided by BSR, a leading Rising Inequality
sustainability NGO. Climate Change
Risk & Resilience
Deforestation
In light of the COVID-19 pandemic Product Safety & Changing Competitive
and the increased spotlight on Manufacturing Quality Environment
social justice in the United States Waste
Management
and around the world in 2020,
we reviewed our assessment to Political Uncertainties &
determine if any of the priority Regulation
issues had shifted. Cross-functional Competition for Talented Third-Party Service
Information Protection &
teams including our ESG, Employee Resources Providers & Business
Cybersecurity
Partners
risk and public policy functions,
along with our external partner
BSR, evaluated the prior year’s Current or Potential Impact to the Coca-Cola System
assessment to determine if we
should adjust any issue prioritization
for current or potential impact to
the Coca-Cola system. We leveraged Many issues remained high priorities events such as recessions inequality, further exacerbated process. Analyzing our priority
market research and BSR’s expertise since our last analysis, but we and pandemics, and 2020 clearly by COVID-19, also increased in issues on a regular basis ensures
to update stakeholder expectations. noted an evolution in stakeholder demonstrated that this was priority on the matrix. Lastly, that we take into consideration
expectations and potential impacts of increasing importance for GHG emissions shifted due to the changing social, environmental
As a result, we have adjusted key to our business in these several both stakeholders and the increased expectations from and economic context as we
issues on the matrix to better areas. For example, adapting and Coca-Cola system. stakeholders and importance in continue to evolve our business.
reflect current priority issues. Those thriving in a digital environment our own operations, as underscored
adjusted were: economic downturns rose in importance for stakeholders Meanwhile, the multiple social by our risk assessments and
and periods of uncertainty; diversity, and also became even more critical injustices witnessed globally in climate scenario planning.
equity and inclusion; social unrest to our business, as has been 2020 underscored diversity, equity
and rising inequality; greenhouse demonstrated by the pandemic and inclusion’s importance to Both the 2019 analysis and the
gas (GHG) emissions; and adapting impacts. Economic downturns and stakeholders and impact to our 2020 refresh are aligned with 1 In our 2019 report, this issue was named “Digital
Disruption.” It has been updated to “Adapting and
and thriving in a digital environment. periods of uncertainty includes business. Social unrest and rising our Enterprise Risk Management Thriving in the Digital Environment.”
The Coca–Cola Company 2020 Business & ESG Report 18Contents Chairman Our Response Our Our Water Our Portfolio/ World Climate Sustainable People & Operations Data Reporting
& CEO to COVID-19 Priorities & Company Leadership Reducing Without Agriculture Communities Highlights Appendix Frameworks
Message Progress Added Sugar Waste & SDGs
At a How We Financial Building a Total Governance & Priority Stakeholder Engagement
Glance Operate Highlights Beverage Company Management ESG Issues & Partnerships
Stakeholder to drive collective action and build shared
opportunities for people and communities
highlighted the interconnected nature
of our world. It has demonstrated the
priorities assessments, which are
used to inform sustainability strategy,
Engagement & around the world. pressing need for systemic change
and created a greater sense of urgency
engagement, reporting and disclosure.
When engaging with stakeholders, we
Partnerships
Multi-stakeholder collaboration is for businesses to move the needle apply the principles of transparency,
especially critical if we intend to make on environmental, social and governance inclusiveness, consistency and
significant strides toward eliminating initiatives. The pandemic also further accountability to promote positive
plastic waste, reducing carbon emissions, underscored the intersection of impact and create a virtuous cycle of
At The Coca-Cola Company, we ensuring access to clean water and The Coca-Cola Company’s own collaboration.
believe that companies must play achieving racial equity. Throughout this sustainability goals amidst the converging
a role in creating the systemic report, we seek to demonstrate our crises of climate change, social inequality We take a similar collaborative,
change necessary to achieve a ambition and leadership in the industry, and economic uncertainty. multi-stakeholder approach to our efforts
more just and equitable society, using our leverage on the most pressing to promote systemic change through
a more sustainable economy global challenges that require broad We are committed to engaging proactively public policy.
collective action. with partners and stakeholders in all
and a healthier planet.
of the countries in which we operate. READ MORE: Public Policy feature
If the COVID-19 pandemic has taught us The insights and feedback of our key
We also believe that businesses,
anything, it is that we cannot act alone. stakeholders inform our sustainability
governments, NGOs and civil society can
The deep vulnerabilities exposed have strategy across our goals. Stakeholder
achieve effective outcomes when working
been a moment of convergence that has feedback is also fundamental to our
together through meaningful partnerships
Learn about some of the other partnerships
we’ve formed or joined to make an impact
Key Partnership Events on important issues including water, sugar
reduction, waste, climate and sustainable
agriculture.
The following are just some of the key events we participated in during 2020.
WORLD ECONOMIC FORUM UN GLOBAL COMPACT HUMAN RIGHTS CONFERENCE CERES
At the World Economic Forum’s Annual Each year, through the UN Global In October, we hosted (virtually) our Also in October, Chairman and CEO
Meeting in January, our Chairman and CEO Compact, we participate in a range of 12th annual Business & Human Rights James Quincey helped to unveil the
and leaders of our sustainability teams events surrounding the United Nations Conference, in partnership with the Ceres’ Roadmap 2030, a 10-year action
met with leaders across government, General Assembly, including ESG-focused U.S. Council for International Business, plan for sustainable business leadership
the private sector and civil society, panel discussions. This year, it was held the U.S. Chamber of Commerce and that aims to stabilize the climate, protect
speaking on the role that corporations virtually in September, and we were the International Organization of water and natural resources, and build
can play on critical issues ranging from pleased to join more than 1,200 CEOs from Employers. Michelle Bachelet, the UN a just and inclusive economy. Quincey
packaging waste reduction to water other companies in over 100 countries High Commissioner for Human Rights, called the roadmap “a bold action plan
scarcity. Following that, as meetings to sign the Statement from Business presented the keynote address. for companies to grow and strengthen
moved to a virtual format, we participated Leaders for Renewed Global Cooperation, their businesses while taking on critical
in a range of Forum events including the supporting the UN mission and inclusive environmental and social issues.”
Virtual Oceans Dialogue. multilateralism.
The Coca–Cola Company 2020 Business & ESG Report 19You can also read
