41 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting

utory Reporting Supplementary Information

Sustainability Statement

General Disclosures BP-1_0 4

The statement covers all our value chain

Sustainability
Basis for preparation segments, as it includes information identified
BP-1 General basis for preparation of as material in the double materiality assessment
sustainability statement

Statement
of impacts, risks and opportunities (IROs).
The mapping of our value chain was initially
categorised in three segments (upstream – own
BP-1_01,02
operations – downstream).
The Sustainability Statement has been prepared
For own operations, we mapped out our core and
on a consolidated basis, with the scope of
secondary activities, including a mapping of Group
consolidation being the same with that of the
entities that are linked to each business activity
financial statements, and in addition, including
and each respective product category.
relevant upstream and downstream elements of
the value chain where applicable. Joint Ventures, For upstream activities, the analysis of business
where we have operational control are also relationships was limited to Tier 1 suppliers, and
reported as part of our own operations. Mission for downstream, to main business partners and
2025 sustainability commitments exclude main customers, including product-use phase
Egyptian operations, as they were not foreseen in and end of life, and the local communities
the baseline year nor in the target year. where we operate.

BP-1_03
All subsidiaries are included in the consolidated
report.
42 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Value chain

Product portfolio Bottling and Sales & Customer relationships Consumers & Community
Distribution Value added Value shared
Value created
Capital Packaging materials Bottling operations Distribution Sales Customers Consumers Community

Financial capital Cash distribution

to shareholders
Human capital PET, glass, Coca-Cola HBC Sales Consumers
aluminium, countries people Direct and indirect
Manufacturing carton employment
capital
Plants, Taxes
warehouses, and fees
distribution Ingredients Sales cars Consumer
centres and vans marketing with Payments to
Bottles, cans, Customers
cartons The Coca-Cola suppliers
Natural capital Company
Water, biodiversity, Skills and
eco-system health knowledge
transfer
Intellectual Water, CO2, Warehouses and
capital sweeteners, juice, distribution Community
concentrate centres investment
Brands, standards, Drink Recycling and
processes, programmes
equipment recovery
manufacturing, Packaging
reputation Resources
compliance
schemes
Shared and Product Outlets
relationship manufacture
capital
Suppliers,
customers, Water, energy, Sparkling Owned and Trade marketing Community programmes
government fuel beverages, juice, leased trucks and activation Water stewardship,
agencies,
water and other tools #YouthEmpowered,
communities
still beverages packaging and waste
management programmes,
Coca-Cola HBC disaster relief
43 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

BP-1_0 5 BP-2_04 Sources of estimation and outcome Disclosures stemming from other
uncertainty legislation or generally accepted
We have not used the option to omit any specific The basis for preparation for the metrics
sustainability reporting pronouncements
piece of information corresponding to intellectual estimated using indirect sources is as follows: BP-2_07,08,09
property, know-how, or the results of innovation
• E1: For the calculation of scope 3 GHG As a result of the rigorous reporting process BP-2_16
as per ESRS 1 section 7.7 ‘Classified and sensitive
emissions’ categories, a range of different that has been in place for over a decade, capturing
information and information on intellectual We disclose as per the Task Force on Climate-
methods were deployed, such as average primary and actual data for environmental and
property, know-how, or results of innovation’. related Financial Disclosure (TCFD) requirements.
dataset method (e.g., average CO2e factor for social KPIs in all value chain steps (upstream, No other framework or reporting standard was
paper, PET, aluminium, PE materials; average own operations, downstream), our disclosure of
BP-1_0 6 applied for the sustainability statement.
factors for ingredients, electricity grid factors actual performance has no data where high level
For the year 2024, no exemption from disclosure as per the IEA), distance-based method and of measurement uncertainty exists. However, due to stakeholders’ interest, we have
of impending developments or matters in the spend-based method. In terms of emission included in the sustainability statement a chapter
course of negotiation, as provided for in articles factors used, these were either market- The monetary amounts disclosed across the related to ‘S4 Consumers and end-users’, even
19a(3) and 29a(3) of Directive 2013/34/EU, has based or taken from existing datasets, such sustainability statement are subject to low/ if it was not deemed as material during the
been used. as the GHG Protocol, Ecoinvent Database moderate levels of uncertainty. All current double materiality analysis. Further information is
or calculated for the Coca-Cola System by a financial data presented in the statement stems available in ESRS S4 – Consumers and end-users.
BP-2 Disclosures in relation to specific specialised company and provided to bottling from our financial statements. Regarding the
circumstances companies. The quantity for each scope 3 monetary amounts that correspond to our BP-2_18,19
category (e.g. quantity of purchased materials, anticipated financial effects, they are subject to
Value chain estimation Furthermore, we rely on European Standards
electricity consumption of drink equipment) moderate uncertainty because they depend on
BP-2_03 the outcomes of future events and regulatory to recognise our suppliers. The European
was available as actual primary data, and no
changes. When quantifying these amounts, it is Standardisation System we use comprises ISO
Some metrics presented across the statement, estimation was performed. More details on
assumed that the uncertainty increases across 9001, ISO 14001, ISO 50001 and ISO 45001. We
especially for upstream and downstream value the calculation methodology for each scope 3
longer time horizons. maintain ISO/IEC 27001 certification (Information
chain segments, have been estimated using category can be found in Table 15 of ESRS E1
Security Management Systems), providing us
indirect sources. The respective estimations Climate Change. Changes in preparation or presentation of robustness to mitigate any cyber incident. In 2024,
and Datapoints are: • E5: Percentage of recycled aluminium and sustainability information 100% of our manufacturing plants were certified
percentage of recycled glass materials are
• E1: The calculation of scope 3 greenhouse BP-2_10 with ISO 9001, ISO 14001, FSSC 22001 and ISO
coming from our suppliers where sometimes
gas (GHG) emissions categories for both 45001. Our two main centres for IT function in
industry-average figures are used, however Using the clause of paragraph 10.3 of ESRS 1,
the upstream and downstream value chain Bulgaria and Greece maintain their ISO/IEC 27001
the quantities of those purchased materials we will not disclose any comparative information
segments, specifically the CO2e factor used certification.
are primary data with no estimation. required by section. Therefore, no comparative
(Datapoints: E1-6_04-05 & 26_27_29). Incorporation by reference
figure will be presented in the sustainability
• E5: Data related to percentage recycled BP-2_05,06 statement. Data from any prior year is available in BP-2_20
aluminium and percentage recycled glass
The use of estimates and external data from our GRI Content Index; specifically, 2022 and 2023
materials is coming from our suppliers where Our aim is to provide our stakeholders with a clear
credible sources is explained in the section of the data are in the 2024 GRI Content Index, published
sometimes industry-average figures are used view of our operations, ambitions, goals, impacts,
relevant metrics throughout the report, on our website.
(Datapoints E5-4_02, E5-4_03, E5-4_04, E5- and achievements. Thus, we have complied with
4_05). indicating, for example, whether or not external
data is used. We are planning to start using BP-2_11,12 and provided information according to ESRS
supplier-specific emissions factors, where requirements. However, in cases where pieces of
As for the comparative information and figures for information were mentioned in previous sections
possible, as a basis for the sustainability report in prior years, no recalculation done in 2024.
the future and therefore data quality and accuracy of the IAR, we used the option of incorporation by
Similarly, no differences neither in baseline nor in reference. The respective Disclosure Points (DP)
is expected to improve over time. 2023 have been made. and Disclosure Requirements (DR) are:
44 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Table 1: Incorporation by reference

Incorporation by Reference Disclosure Requirements Datapoints Respective Reference

Disclosure Requirements Datapoints Respective Reference SBM-2 Interests and views of SBM-2_02 Strategy Section
GOV-1 The role of the GOV-1_01,02,05,06,07 ‘Governance at a glance’, Corporate stakeholders SBM-2_03,04 Strategy Section
administrative, management Governance Section
and supervisory bodies SBM-2_08,09 ‘Market trends’, Strategic Report
‘The Executive Leadership Team’,
Corporate Governance Section ‘Chief Executive Officer’s letter’,
Strategic Report
GOV-1_0 8 Corporate Governance Section
SBM-2_10 ‘Chair’s letter’, Strategic Report
GOV-1_0 4 Corporate Governance Section
‘Chief Executive Officer’s letter’,
GOV-1_16 Corporate Governance Section Strategic Report
GOV-2 Information provided to, GOV-2_03 ‘Double materiality Assessment’, SBM-3 Material impacts, risks SBM-3_01,06,07 ‘Double materiality Assessment’,
and sustainability matters Strategic Report and opportunities and their Strategic Report
addressed by CCHBC’s interaction with strategy and
administrative, management SBM-3_03,10 ‘Business Resilience’, Strategic Report
business model
and supervisory bodies SMB-3_0 8,0 9,10 ‘Principal risks & opportunities’,
SBM-1 Strategy, business model SBM-1_01 ‘Growth pillars’, Strategic Report Strategic Report
and value chain SBM-1_02 ‘Growth pillars’, Strategic Report SBM-3_12 ‘Double materiality Assessment’,
Strategic Report
SBM-1_03,04 ‘Cultivate the potential of our people’,
Strategic Report IRO-1 Description of the IRO-1_01 ‘Double materiality Assessment’,
process to identify and assess Strategic Report
SBM-1_21 ‘Earn our Licence to operate’,
material impacts, risks and IRO-1_11 ‘Business Resilience’, Strategic Report
Strategic Report
opportunities
‘Tracking our progress’, E3.IRO-1_02 & E2. ‘Stakeholder Forum – hearing from our
Strategic Report IRO-1_02 & E4.IRO-1_05& stakeholders on what matters most’,
E5.IRO-1_02 & IRO-1_05 Strategic Report
SBM-1_23 ‘Earn our License to operate’,
Strategic Report Topical Standards E1.MDR-T_0 8 ‘Licence to operate’, Strategic Report

‘Cultivate the potential of our people E5.MDR-A_06,07,09,10 Financial Statements

section’, Strategic Report E5.MDR-A_11,12 Financial Statements
SBM-1_25 ‘Value Chain’, Strategic Report S1-2_01,02,04 ‘Engaging with our stakeholders’,
SBM-1_26 ‘Value Chain’, Strategic Report Governance section
SBM-1_27 ‘Socio-economic contribution’, S1-6_17 ‘Note 8’, Financial Statements
Strategic Report S4-2_04 ‘Market trends’ , Strategic Report
Incorporation by Reference ‘Leverage our unique 24/7 portfolio’,
Strategic Report ‘
45 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Governance The function of the Audit and Risk Committee • providing employee incentives related to GOV-1_12
GOV-1 The role of the administrative, is to serve as an independent and objective body sustainability performance;
The reporting lines for the governance structure
management and supervisory bodies with oversight of the Group’s accounting policies, • implementing a climate transition plan;
on sustainability extend from the Board level, and
financial reporting, and disclosure controls and • managing sustainability reporting, audit and
further downwards to the ELT, and the Group level
GOV-1_01,02,05,06,07 procedures; the Group’s approach to internal verification processes; and
to the BU and country level. This vertical and
control and risk management; the quality, • measuring progress towards science-based
Board structure and diversity: please refer to horizontal interaction ensures a robust interface
adequacy, and scope of internal and external environmental targets and social targets.
‘Corporate Governance Report’, part ‘Governance among committees, teams and leadership,
audit functions; and the Group’s compliance
at a glance’ on page 191. ELT information: please facilitating the sharing of responsibilities for
with legal, regulatory and financial reporting GOV-1_10 ,11
refer to ‘Corporate Governance Report’, part ‘The various aspects of sustainability.
requirements. In addition, the external
Executive Leadership Team’ on pages 207-209. The Sustainability SteerCo receives regular
auditor reports directly to the Committee.
information and updates on sustainability issues GOV-1_13,14
GOV-1_03 Further information regarding the responsibilities from various departments, who own the
We have dedicated controls and procedures
of the Committees is available in the Governance respective agenda, such as the:
Our administrative, management and in place to manage our impacts, risks and
section of the report, ‘Social Responsibility
supervisory bodies are in accordance with • Corporate Sustainability team, which monitors opportunities. Each function is responsible
Committee’ and ‘Audit and Risk Committee’ parts.
regulatory requirements. The representation of and reports on the Company’s Mission 2025 for its respective area, such as:
workers in those bodies is based on local law, and commitments (our environmental and social
GOV-1_0 9 • QSE, for emissions, energy, water usage ratio,
countries adhere to that. For example, in Austria targets), sustainability projects, stakeholders’
waste;
there is representation of the local works council Our CEO and the ELT are ultimately accountable engagement and external ESG trends;
• Procurement, for ensuring sustainability at
in the supervisory board based on local law. for performance against our sustainability goals • Business Resilience team, which facilitates,
supplier level and sustainable sourcing;
and for the execution of our sustainability agenda. in collaboration with various Group and BU
• People and Culture, for overseeing people-
GOV-1_0 8 functions, the identification, assessment and
The Sustainability Steering Committee related KPIs, human rights and employee
development and monitoring of management
Responsible for oversight of impacts, risks (‘Sustainability SteerCo’), led by the CEO and engagement;
plans for all principal risks and opportunities,
and opportunities are, at Board level, the Social including members from various functions such • Corporate Affairs and Sustainability, for
including those relating to climate change;
Responsibility Committee and the Audit and Risk as Supply Chain, Procurement, Corporate Affairs packaging collection, recycled PET, community
• Quality, Safety and Environment (QSE) and
Committee of the Board of Directors. & Sustainability, Finance and Commercial, meets social programmes, volunteering, water
Engineering teams, which explore and evaluate
regularly. During these meetings, they discuss stewardship at community level;
The Social Responsibility Committee of the new technologies and partnerships that
performance, approve new strategic initiatives and • Business Resilience for overall risk management
Board of Directors establishes principles can enhance the Company’s environmental
allocate resources. Sustainability SteerCo, through and scenario analysis; and
governing social and environmental management performance and competitiveness;
its respective ELT members, is responsible for: • Legal, for compliance, corporate governance
and oversees the performance management • People and Culture team, which monitors and
agenda, Code of Business Conduct.
to achieve our sustainability goals (social and • setting corporate sustainability targets; reports on some of the social targets and KPIs,
environmental). It establishes and operates • measuring progress towards environmental projects and diversity, equity & inclusion (DEI) All functions conduct regular performance
a council responsible for developing and and social corporate targets; agenda; and reviews, at least quarterly and often monthly,
implementing policies and strategies to • conducting environmental scenario analysis; • Procurement team, which monitors sustainable where sustainability-related KPIs and
achieve the Company’s social responsibility and • managing public policy engagement related to sourcing and suppliers’ engagement. performance are presented and discussed, and
environmental goals (in all environmental, social environmental and social issues; action plans are agreed upon. These reviews start
At the local/market (business unit) level, our
and governance pillars, such as climate change, • implementing business strategies related to at local plant, warehouse, country and BU levels on
business unit General Managers (GMs) have
water stewardship, packaging and waste, sustainability (environmental and social) issues; a monthly basis and continue up to the Group
frontline responsibility for: monitoring the local
sustainable sourcing, health and nutrition, our • managing acquisitions, mergers and functions. Group functions, along with their
business unit sustainability performance regularly;
people and communities, and biodiversity). It divestitures related to environmental and respective heads and ELT-responsible members,
localising sustainability strategy for their market/
ensures Group-wide capabilities to execute social issues; monitor the targets monthly.
business unit; and prioritising the local initiatives.
these policies and strategies, and approves our • overseeing major capital and/or operational
Together with the local leadership teams, our GMs
sustainability strategy, commitments, targets expenditures related to environmental and
are responsible for the execution of sustainability
and policies. social issues;
goals at market/business unit level.
• assessing the results of environmental
dependencies, impacts, risks and opportunities;
46 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

We also develop short- and long-term sustainability GOV-1_15 GOV-2 Information provided to, The Board also reviews the Principal and
targets (e.g., targets set for 2025 in 2018, as well and sustainability matters addressed Emerging Risks and key resilience management
We are proud of the diverse skills and experiences
as targets for 2030 and 2040) that address the by, CCHBC’s administrative, management plans, including our Group and Local insurance
of our Board. 10 out of 13 Board members
most material impacts across all three segments and supervisory bodies programmes annually and, through the work of
possess the appropriate skills and experience
of the value chain. the Audit and Risk Committee, receives quarterly
in sustainability matters. GOV-2_04 updates on the effectiveness of the business
Every set of sustainability targets is aligned
For example, in relation to ESG matters, we have The Board reviews and approves strategy, resilience and risk management program. Insights
with the respective responsible function, before
members who are familiar with environmental monitors performance towards strategic from our assessment of principal and emerging
being presented and endorsed by the ELT and
matters, such as climate, water stewardship, objectives, oversees implementation by the ELT risks and opportunities are taken into account
subsequently by the Social Responsibility
biodiversity and packaging, and with social and and approves matters reserved for Board decision by the Board as part of their continuous review
Committee of the Board of Directors. This
governance, such as Anastasios Leventis, by the Articles of Association. The governance of the relevance and effectiveness of our
process has been followed for all Mission 2025
Evguenia Stoitchkova, Charlotte Boyle and process of the Board is outlined in our Articles of business strategy.
sustainability targets, science-based targets
Zoran Bogdanovic. Association and the Organisational Regulations.
related to carbon emissions, the NetZeroby40 For more information on our Business Resilience
target, biodiversity and others. For further details, please consult our website. Programme, see section ‘Business Resilience’
GOV-1_16
in the strategic part of this IAR.
We also apply very rigorous quality, food safety, GOV-2_02
We ensure that the Board members and each
health and safety and environmental standards
Committee receives a satisfactory ongoing In 2024, we developed our Business Resilience GOV-2_01
of The Coca-Cola Company (TCCC), so-called
training and education programme as necessary (BR) Framework, which replaces our Enterprise
KORE standards, mandated for each of our Additionally, to ensure the effectiveness of our
to deliver on the Group’s strategy, including the Risk Management Programme. The BR Framework
manufacturing sites, warehouse and distribution policies and actions, the Social Responsibility
sustainability-related trainings. That is a maintains all key aspects of effective risk
centres, where the control is under the local Committee reviews Group policies on
responsibility of our Nomination Committee. management but also incorporates other
plant-level management and it is assured via environmental issues, human rights and other
regular cross-border internal audits, external ISO Further details can be found on page 211 in the BR elements – security, business continuity, topics as they relate to social responsibility.
audits, external audits by TCCC, and external ‘Corporate Governance’ section of the report. insurance and crisis management. Further information regarding the responsibilities
Workplace Accountability audits. The Board retains overall accountability and of the Social Responsibility Committee can be
GOV-1_17 responsibility for the Group’s business resilience, found on the pages 215 to 216 of the report, while
GOV-1_0 4 risk management and internal control systems. for details on our policies, please visit our website.
We ensure our Board’s competency on both
Our Board and ELT comprises of experienced environmental and social issues and impacts, and It provides direction to the business on the level During 2024, the Social Responsibility
individuals from diverse backgrounds, countries on risks and opportunities. Our Board includes of acceptable risk through the Risk Appetite Committee met four times, as noted in the
and industries. Their biographies, found on members who hold significant positions (co- Statement and receives regular reports from Governance section, Social Responsibility
pages 195 to 197 and 207 to 209 of the ’Corporate founder, CEOs) and are members of various the CRO (Chief Risk Officer) on the extent to Committee, part of the report. In every meeting,
Governance’ section highlight their organisations and institutions, such as the which that statement in applied throughout the sustainability-related topics, such as climate, water
extensive experience. European Council of the Nature Conservancy, the business. In 2024, the Board reviewed the Risk stewardship, packaging, public policies and others,
WWF Hellas (Greek branch of WWF), the Overseers Appetite Statement and that was applied through are discussed, and the Committee stays informed
of the Gennadius Library in Athens, the UK for UN the setting of risk tolerance levels for every risk about material sustainability matters that
High Commission for Refugees (UNHCR). These that business units and Group functions assessed. emerged during the reporting year.
roles provide our Board members with deep
insights into environmental conservation, social
responsibility and risk management, which are
directly relevant to our Company’s material
impacts, risks and opportunities. More
information is available in the ‘Corporate
Governance’ section, paragraph ‘2024 actions
based on 2023 Board evaluation findings and
previous experience’, page 214.
47 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

GOV-2_03 GOV-3_04 Our Mission 2025 sustainability commitments E1.GOV-3_01

related to the percentage energy-efficient
The results of our materiality assessment were The CEO’s individual performance is measured LTIP awards are cascaded down to select
coolers are up to 60% in 2024 versus 55% in 2023,
reviewed and approved by CCHBC management in key strategic areas and taken into account for members of middle and senior management.
meaning that in both years we exceeded our 2025
and endorsed by the Social Responsibility and MIP. Please refer to the Corporate Governance Specifically, for CEO- and Director-level
target (2025 target is 50%); also, we continue
Audit and Risk Committees of the Board of section, ‘Directors’ remuneration report’, the remuneration arrangements, annual variable
using 100% renewable and clean electricity in
Directors. The lists of the reviewed material topics content and table under the paragraph ‘2024 MIP compensation includes sustainability objectives
our operations in EU and Switzerland (2025 target
are presented in our Table on pages 39-40 in the performance outcome’ on pages 223 to 224. such as employee engagement and sustainability
is 100%) and we overachieved our 2025 target
‘Double Materiality Assessment’ of the Strategic commitments from Mission 2025 as disclosed in
on total renewable and clean energy in direct
Report. E1.GOV-3_01 the Corporate Governance section, ‘Directors’
operations reaching 53% (2025 target is 50%).
remuneration report’ on page 222 to 247.
GOV-3 Integration of sustainability-related Coca-Cola HBC has introduced GHG emission
performance in incentive schemes reduction targets as one of the elements in its GOV-3_02
GOV-3_04
long-term management incentive plan (LTIP) and
GOV-3_01 Aligned with science and 1.5-degree Celsius
also PSP. This was selected to directly align with Please refer to the Corporate Governance
scenarios and approved by the SBTi, our PSP
In Coca-Cola HBC, we provide both monetary and incentivise delivery of the Company’s ESG section, ‘Directors’ remuneration report’, the
has some specific characteristics, as presented
and non-monetary incentives for achieving objectives, particularly our ambitious goal to achieve content and table under the paragraph ‘2024 MIP
in the ‘Directors’ remuneration report’ section
our sustainability goals across all organisational net zero emissions across our entire value chain performance outcome’ on pages 240 to 241.
of the report.
leadership layers, not only on Group & C-suite by 2040.
levels, but also on country and plant-management GOV-3_03
GOV-3_03
levels down to production shop floor. We believe GOV-3_02,04 & E1.GOV-3_01,03
The CEO’s individual performance metrics were
each employee plays an important role in the final The vesting schedule for PSP performance
Since 2021, the reduction in GHG emissions metric measured versus the following priorities in 2024:
achievement of our sustainability targets and has conditions is a straight line between the threshold
was selected as part of the LTIP to directly align
these goals embedded into their work culture and maximum performance levels. For the first • Business performance
with and incentivise delivery of the Company’s ESG
and ethics, therefore all employees can receive time the emissions reduction was introduced in • Employee engagement
objectives. This includes our ambitious goal to
recognition for their performance in minimising the LTIP in 2021. Additionally, Mission 2025 • Sustainability commitments
achieve net zero emissions across our entire value
our impact on climate and environment and commitments performance is part of the annual
chain by 2040, covering all scopes of emissions The Remuneration Committee took into account
improving our social performance. Substantiated individual performance metrics measured, and the
(scope 1, 2, 3) in all territories where we operate1, additional achievements during 2024, among
violations of our Company’s Code of Business achievement of the goals of helping communities
and our approved by the Science Based Targets them: the leading score in beverage industry at
Conduct result in disciplinary measures, which in water risks areas by implementing water
initiative (SBTi) targets (2030 target year). The CO2 S&P Global Corporate Sustainability Assessment
include loss of bonus, unpaid suspension, stewardship projects, #YouthEmpowered,
emissions target in the PSP implicitly captures (DJSI), achieved top scores in S&P Global
formal written reprimand and termination. % women in management, % energy-efficient
reduction in plastics. Also, it indirectly captures Sustainability Yearbook, double A from CDP,
coolers, progress made towards packaging goals,
water as linked to climate risk scenarios (both
GOV-3_06 and CO2 emissions ratio are included.
physical and transition). GOV-3_05
The Remuneration Committee’s role includes E1.GOV-3_02 The proportion of variable remuneration
incentivising strong business performance and E1.GOV-3_03
dependent on sustainability-related targets
appropriately rewarding contributions to the CO2 emissions are part of the LTIP (15% weight)
Since its inclusion in the LTIP in 2021 until 2024, and/or impacts is up to 15%.
Company’s long-term success. The Committee and PSP of all people eligible, including all C-suite
we have achieved our annual roadmap for absolute
has reviewed the policy-based outcomes under and senior management members.
emissions reduction, and we are progressing as
the performance share plan (PSP). per the net zero transition plan to reach our
science-based absolute emissions reduction
by 2030 and further to net zero by 2040.

1. In the last two years, due to the geopolitical situation and inability to influence some factors outside of our control, Russia and Ukraine are excluded from the GHG emissions data in the LTIP and PSP.
48 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

GOV-4 Statement on due diligence

GOV-4_01
Our due diligence work is conducted in accordance with the OECD Guidelines for Multinational Enterprises and implemented by our members from various functions, such as Supply Chain, Procurement,
Corporate Affairs & Sustainability, Finance, Risk and Commercial, and then presented to the Social Responsibility Committee, which reports to the Board of Directors.
Table 2: Elements of due diligence within the sustainability statement

Core elements Paragraphs in the Core elements Paragraphs in the

of due diligence sustainability statement Pages in the sustainability statement of due diligence sustainability statement Pages in the sustainability statement

Embedding due diligence GOV-2 Information provided to and Identifying and assessing IRO Description of the process to
in governance, strategy sustainability matters addressed adverse impacts identify and assess material impacts, Read more p.59, 65
Read more p.46
and business model CCHBC’s administrative, management risks and opportunities
and supervisory bodies
SBM-3 Material impacts, risks and
Read more p.55, 85, 130,
GOV-3 Integration of sustainability- opportunities and their interaction
146, 155
related performance in Read more p.47 with strategy and business model
incentive schemes
MDR Policies Read more p.85, 100, 104, 116,
SBM-3 Material impacts, risks and 119, 131, 148, 156
opportunities and their interaction Read more p.55, 85
with strategy and business model Topical ESRS Read more p.101, 104, 114, 116

Engaging with affected GOV-2 Information provided to Taking actions to address MDR Actions Read more p.87, 102, 106, 117,
stakeholders in all key and sustainability matters addressed by those adverse impacts 120, 131, 151
Read more p.46
steps of the due diligence CCHBC’s administrative, management
Topical ESRS Read more p.102, 106, 137, 149
and supervisory bodies
Tracking the MDR Targets Read more p.91, 103, 112, 118,
SBM-2 Interests and views of
Read more p.52 to 54 effectiveness of these 125, 141, 158, 160
stakeholders
efforts and
communicating Topical ESRS Read more p.114, 118, 125,
IRO-1 Description of the process to
126, 142
identify and assess material impacts, Read more p.59, 65
risks and opportunities

MDR Policies
Read more p.85, 100, 103,
104, 114, 116, 118, 119, 127,
131, 148,156

Topical ESRS Read more p.116, 135, 157

49 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

GOV-5 Risk management and internal controls rigorous review by the Group Business Resilience GOV-5_04 The findings are submitted to the Audit and Risk
over sustainability reporting Team, the Group Risk and Compliance Committee. The Board and its Committees
Sustainability-related risks are integrated into
Committee, the ELT, the Audit and Risk conduct annual reviews of the effectiveness
GOV-5_02 our Risk Management Programme, as detailed
Committee of the Board and the full Board; and of our internal controls.
in the IAR section ‘Business Resilience: Proactive
Sustainability is embedded as a core element are subject to internal audit.
management of risks and opportunities’. As part of Our local compliance with QSE regulations is
of our management practices and a key element Our approach to ESG data management our Risk Management programme, sustainability- reviewed quarterly, either internally or externally,
of our Business Resilience Framework. We take supported by the Finance function continues to related risks and opportunities are discussed, within the context of ISO Audits for Quality,
the same approach to identifying risks and evolve by applying financial reporting principles monitored and prioritised, relative to other risks, Food Safety, Occupational Health and Safety,
opportunities, developing management plans to to our non-financial data and through the during the principal risk assessment process. The and Environment. On a quarterly basis, the results
reduce negative impact or leverage opportunity, development of a robust control environment, outcomes of engagement with business units of such reviews and inspections are presented
and reporting of sustainability-related risks as we alongside policies, to progress our ESG objectives. and cross-functional teams are integrated into a to the Board’s Audit and Risk Committee.
do with all risks and opportunities. principal risk report, which is reviewed by the Group
We have internal sustainability process guidelines,
Our Risk Management programme is a five-step Risk and Compliance Committee (GRCC). The GOV-5_03
which establish the minimum requirements for
process that is linked to our strategies and can Committee ensures that principal risks, as detailed
environmental management and provide Variations in data collection practices present
be applied across all business activities (e.g., in the IAR section Principal Risks and Opportunities,
frameworks, templates and tools to ensure a challenges to a company’s sustainability reporting
business risk, project risk, new product are reviewed with a broader, cross-functional
unified approach across all CCH markets. All CCH process. Some metrics presented across the
development). It involves: perspective, integrating findings into the principal
entities are required to adhere to these guidelines. statement, especially for upstream and downstream
risk report submitted to the ELT and quarterly to
1. Risk identification. value chain segments, are estimated using indirect
This year, we have reviewed the data governance the Audit and Risk Committee of the Board.
sources. For example, the calculation of scope 3
2. Analysing the inherent risk by evaluating interaction model we follow. This was undertaken
Once a risk is identified and assessed, risk owners, greenhouse gas (GHG) emissions and data related to
potential impact and likelihood. to clarify roles and responsibilities and to provide
accountable managers and risk mitigation plan the percentage of recycled materials. The timing and
updated documentation and training for Data
3. Assigning current risk ownership, mitigation owners are assigned for monitoring, developing availability of data across the value chain are crucial
Stewards at the business unit level.
activities and internal controls, and analysing and implementing mitigating actions and to for effective decision-making and operational
residual risk. We continue to update the process in the business ensure clear accountabilities at all stages of the efficiency. Ensuring data synchronization across
units for data gathering of formal evidence (e.g., process. The outcomes of these assessments different stages of the value chain is essential for
4. Preparing appropriate action plans to manage photos of water meters, email communication, and the monitoring of the effectiveness of the providing appropriate accuracy. While these factors
the risk and achieve our risk objective. reports) for all water usage for the year to ensure management plans and internal controls introduce some risks, they are manageable with
5. Monitoring, reviewing and auditing and traceability and accuracy. We have put a process associated with them are reviewed by the Group careful planning and attention.
reporting. in place to ensure that all strategic goals related Business Resilience Team in collaboration with
to NetZeroby40 and other sustainability Group risk owners, the Regional Management Strategy
GOV-5_01 commitments are clearly set out and Teams, the Group Risk and Compliance SBM-1 Strategy, business model and value chain:
monitored properly. Committee, and are subject to internal audit.
Governance of all risks, including sustainability-related SBM-1_01
risks, is the responsibility of the Board. During the year, Our health and safety rules are communicated to
GOV-5_05 Our growth strategy reflects our vision to be
the Board reviews our principal and emerging risks and our employees. In addition, we have established
processes and procedures to ensure that regular Our internal audit department conducts the leading 24/7 beverage company. It is built on
opportunities, including those associated with climate
training is provided to employees in accordance independent cross-regional sustainability audits, five key pillars of growth, each of which is a core
change, water management and health & safety.
with their roles and responsibilities and any assessing the processes that support sustainability strength or competitive advantage, while at the
Additionally, the Social Responsibility Committee
relevant regulatory requirements. Finally, local reporting and data-collection standardisation same time, they reflect on different sustainability
of the Board takes a particular interest in risks
health and safety regulations are properly across a sample of business units and Group aspects. Our five strategic growth pillars include:
associated with climate change.
monitored to ensure continuous compliance. functions, aiming to identify opportunities to • Leverage our unique 24/7 portfolio.
Reporting of our sustainability-related risks, We have set a process in place to ensure that any enhance the overall effectiveness and efficiency of • Win in the marketplace.
including climate-related risks, are integrated health and safety issues are followed up in a timely processes and controls. The audits are conducted • Fuel growth through competitiveness
into our Risk Management programme. Prior to way and remediated through reporting channels. in conformance with the International Standards and investment.
external disclosure, all risk assessments and We comply with the local QSE requirements, and for the Professional Practice of Internal Auditing. • Cultivate the potential of our people.
management plans, including sustainability- we monitor closely any legislation changes. • Earn our Licence to operate.
related risks and opportunities are subject to
50 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

For more information, please visit the ‘Strategic potential consumers across 29 countries and have ingredients, we address those concerns through We strive to minimise food loss and food waste in
Report – Growth pillars’ section of the IAR. proven routes to market and leading market our industry associations and other alliances. As our operations as this helps us preserve water and
positions in a unique geographic footprint across presented in the Financial Statements, our annual other natural resources, avoid carbon emissions
Our portfolio includes some of the world’s best-
Western, Central and Eastern Europe, and Africa. revenue reached €10,754 million. and mitigate the social and economic impacts of
known beverages. We produce and sell an
agriculture. Our target to tackle food waste and
unparalleled portfolio of beverage brands relevant
SBM-1_03,04 SBM-1_21 loss across our activities and operations is to
to every customer, consumer and occasion. Our
decrease our absolute food losses (in dry matter)
portfolio is one of the strongest, broadest and most We are approximately 33,000 passionate, diverse Sustainability is embedded in every aspect of
by 30% by 2025 compared to our 2019 baseline,
flexible in the beverage industry, offering consumer- and committed professionals. The geographical our business as we look to create and share value
and further reduce by 40% by 2030 versus 2019.
leading brands in the Sparkling, Juice, Water, Sport, distribution of our employees (FTEs) is as follows: with all our stakeholders. We make a strong
We also strive to reach 100% recycled waste and
Energy, Ready-to-drink Tea, Coffee, Adult Sparkling, contribution to developing the societies in which
Table 3: Geographical distribution of have zero waste to landfill from manufacturing.
Snacks and Premium Spirits categories. we operate through employment and our wider
employees
supply chain, as well as through supporting
We have high-growth opportunities across 2024 SBM-1_22
community projects.
high-value occasions and categories. Our flexible Geographical area Permanent Temporary
When setting our sustainability goals, we consider
portfolio caters to a growing range of tastes and We have established strong targets to embrace
Region 1 5,914 98 our main activities and their impact, and the goals
preferences, with a wider choice of both affordable sustainability. Our Mission 2025 commitments
Region 2 7,829 679 cover all our business units, not only the largest
and premium products, and a wide range of on climate, packaging, water, ingredients, nutrition,
ones. We require each of our operations to
healthier options. Our Sparkling portfolio has Region 3 12,368 2,595 people and communities set measurable targets.
follow our sustainability standards, with each
evolved with the proliferation of zero-sugar and Further details and data related to ‘Our Mission 2025’
Italy 1,991 20 sustainability target set first at the overall
light variants, single-serve packs and broader sustainability-related goals and the relationships
Group level, and then we disaggregate for
innovation in flavours, and it is the most significant Corporate Centre 1,508 18 with stakeholders are available in the Strategic
each of our operations.
group of products as it represents the main source Report, ‘Earn our Licence to operate’ and ‘Tracking
of revenue. Our 24/7 portfolio has considerable Subtotal 29,609 3,409 our progress’ sections of the report. The disaggregation leads to an individual country/
growth potential, driven by our strategic priority Total 33,018 business unit annual roadmap, and we conduct
Our Company announced our commitment to
categories, Sparkling, Energy and Coffee. performance reviews based on those annual
achieving net zero emissions across its entire
• Region 1 includes the following countries: roadmaps. In some areas, such as water,
value chain by 2040, and we are firm in our target
SBM-1_02 Austria, Czech Republic, Slovakia, Hungary, where challenges and risks are very local (e.g.,
to reduce our emissions footprint across scope 1,
Republic of Ireland, Northern Ireland, Poland, watershed-specific challenges and risks), we set
We operate in markets with different profiles, 2 and 3. This commitment is approved by the SBTi.
Estonia, Lithuania, Latvia and Switzerland. our Group target for those risky areas, but the
as presented in the ‘Strategic Report – Growth Together with the Coca-Cola System, we have
• Region 2 includes the following countries: individual plant target considers the local issue
pillars’. Every market we serve holds significant started to actively engage with our significant
Bosnia and Herzegovina, Slovenia, Croatia, and specifics.
importance to us, contributing substantially to suppliers that represent over 70% of our scope 3
Bulgaria, Greece, Cyprus, Romania, Serbia
our overall revenue and growth. Our ‘Emerging’ emissions, on how to measure GHG and prompt For suppliers, our overall ESG requirements apply to
(including the Republic of Kosovo), Montenegro,
markets contribute to the 45% of our revenues, them to actively disclose in the CDP and develop every supplier or partner (e.g., our Supplier Guiding
Ukraine, Moldova and Armenia.
followed by the ‘Established’ markets with 33% their own science-based target commitments. Principles). However, for some specific goals,
• Region 3 includes the following countries:
and the ‘Developing’ markets with 22%. Further such as sustainable certification of agricultural
Russia, Nigeria, Egypt and Belarus. In 2023, we joined the engagement programme
details are available on pages 2-3. ingredients, we consider only the main and most
of the Science Based Targets Network (SBTN),
Further information about our employees is impactful agricultural ingredients representing
Our route to market includes a wide range and we are committed to follow their guidelines
available in the ‘Cultivate the potential of our a significant part of our procurement spend.
of consumer channels – from supermarkets, and methodology for setting science-based
people’ section of the IAR.
convenience stores and vending machines, targets for nature. Our target is to make a net In our Mission 2025, as set in 2017 and endorsed
to ‘Hotels, Restaurants and Cafés’ (HoReCa). positive impact on biodiversity in critical areas in 2018, when the Egyptian operations were not
SBM-1_0 5,0 6
of our operations and supply chain by 2040 and yet part of CCH, the actual and target data
Our roots date back to 1951 when A.G. Leventis
None of our products are banned in the markets eliminate deforestation in our supply chain by excludes Egypt. Our updated 2030 emissions
founded the Nigerian Bottling Company in Lagos.
where we operate, and we comply with all local 2025, and we focus our efforts on the relevant target, and in our long-term commitments, such
Since then, the business has expanded, now
legal requirements for the sale and marketing of actions so both nature and business can thrive. as NetZeroby40 and a positive impact on
covering Armenia to Austria, Egypt to Estonia
those products. Wherever there is stakeholder biodiversity by 2040, Egypt is included.
and Serbia to Switzerland. We serve 750 million
concern expressed relating to beverage industry
51 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

SBM-1_23 We have a strong socio-economic impact. As a communities and employment. Further details in 28 markets. TCCC owns, develops and
strategic bottling partner of TCCC, we are aware regarding the metrics of our socio-economic impact markets its brands with the end-consumer.
Our boldest sustainability commitment,
that our impact on society is significant. are available in the Strategic Report, ‘Socio- We are responsible for producing, distributing
NetZeroby40, requires significant decarbonisation
economic contribution’ paragraph on page 7. and selling these beverages. We work together
of each part of the value chain and decoupling the We create value for the societies we operate in by
to ensure that we have the right portfolio
emissions from the business growth. In some creating jobs, training workers and as community
SBM-1_28 for our markets and to ensure excellent, efficient
cases, for example to reduce emissions from participants, building physical infrastructure,
execution. We buy concentrate from TCCC
packaging materials and increase packaging procuring raw materials locally, transferring Our upstream value chain segment incorporates
under an incidence-based pricing model. We
circularity, we will use more reusable bottles technology, paying taxes, expanding access all the activities that supply us with the key
also share marketing costs and responsibilities;
(returnable glass bottles), which lead to more to products and services, and creating growth sustainably produced raw materials and resources,
TCCC undertakes marketing to consumers
water consumption in our manufacturing sites for opportunities for our customers, distributors, equipment and services to produce our products.
while we take responsibility for trade marketing
cleaning of the bottles and also more kilometres retailers and suppliers. For that purpose, we partner with our suppliers.
to our customers.
driven for reverse logistics (transportation of
Through the Socio-Economic Impact Study, which We transform these resources into products
the empty bottles back to the plants). Using more In the downstream value chain segment, we
we perform in each of our markets together with through an optimised manufacturing
natural ingredients and providing more beverages deliver our products through a robust channel
TCCC, we understand how our activities benefit infrastructure, creating value for our employees,
with no preservatives to respond to the health network and partner with our customers for the
economies and societies and what our total investors and governments in the countries where
and nutrition expectations of our consumers lead products’ delivery to the end-users (consumers).
contribution is to the domestic economy, local we operate. We are an exclusive partner of TCCC
to increased requirements of our suppliers and
higher cost of sourcing the ingredients.
For more information on our actions, please
see the ‘Licence to operate’ and ‘Cultivate the
potential of our people’ sections of this report.

SBM-1_25
Our business model describes the essence
of what we do: how we create value for all our
stakeholders from the resources and relationships
we need to operate the business. Analytical
description of our business model is available
in the Value Chain graphic on page 42. Data & Insights
Brand Production
Ownership Portfolio Strategy of Beverages
SBM-1_26 Investments in
Portfolio Revenue Growth Portfolio Sales &
For further details regarding the inputs and our Development route to market
approaches to gather, develop and secure those Capabilities Plans
inputs, please see the Value Chain graphic on page Consumer Talent Exchange Customer Marketing,
42 and ‘Business model’ section on pages 6-7. Marketing Making Our Execution & Management
Packaging Circular
SBM-1_27 Concentrate Bottling Capex
Supply Investments
We believe that the only way to create long-term
value for all our stakeholders is through sustainable
growth. Our stakeholders and the wider communities
where we operate benefit in multiple ways. Each
stakeholder group has different benefits
depending on their position in the value chain.
For our stakeholders’ benefits, please consult
the ‘Business model’ section on page 7.
52 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

SBM-2 Interests and views of stakeholders SBM-2_03,04

SBM-2_01,03 We strive for long-term partnerships with non-governmental organisations, customers, suppliers,
academia and other stakeholders to maximise the impact of community programmes.
We partner and we engage with stakeholders that share our commitment to a sustainable future and
have a stake in our business. Engaging with our stakeholders strengthens our relationships and helps We have organised various types of engagement tailored to each stakeholder’s nature, their
us make better business decisions and deliver on our commitments. relationship with our value chain, and their specific needs.
Our people • Focused and continuous conversations
SBM-2_02 • Employee Assistance Programme
Except for our people (employees), our key stakeholders include a) investors (shareholders and • Regular employee surveys to understand and act on needs and wellbeing
analysts), b) customers, c) consumers, d) suppliers, e) governments and regulatory authorities, • Offering personalised experiences and opportunities for personal and
f) NGOs and IGOs, g) communities and h) TCCC. Further information is available in the ‘Stakeholder professional growth
engagement’ section on pages 10-11. • Ongoing dialogue with employee representative bodies
Our customers • Key account managers engage with our customers at a strategic level
• Our business developers visit outlets with digital tools and insights to add value
• Partnering to reduce food loss and waste
ca-Cola Com
Co • Introduce new packaging types and support packaging collection
• We regularly search for feedback, measure and analyse customer engagement
e

pa
Th

e
ernm nts
ny

ov pe
Our ople Our consumers • Together with TCCC, we understand consumers’ needs and preferences
G

through our access to consumer insights

• Consumers also provide feedback on social media and via consumer hotlines
Our communities • We engage with customers and partners to understand what skills and training
young adults need in specific markets
rs • Via our #YouthEmpowered sessions, we increase the employability of
olde
eh Our young people
• We participate actively to support the set-up and implementation of new
r

c
Sha

packaging collection schemes

om
mun ies

• Addressing water challenges in water priority locations

Our • We participate in different volunteering initiatives
it

• We launched the Coca-Cola HBC Foundation to support communities where

stakeholders we operate
• We provide disaster relief in every business unit where we operate
Governments • Much of our engagement with governments is conducted at an industry level
through trade associations
• We partner with local governments to tackle waste-collection challenges and
water availability
NGOs • We include NGOs and community partners in our leadership development
NGOs
programmes, offering online training for managing virtual teams and leading in
rs

Ou e
r con su m times of crisis
• We partner with specific NGOs for targeted environmental and social projects,
and for disaster relief
• We engage through our Group Annual Stakeholder Forum and our annual
cy

rt
Pa

ne n
rs i n e ffi c i e Ou r
materiality assessment, as well as through ad hoc meetings
s

r c u s to m e
53 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

SBM-2_07
Our suppliers • Feedback received through our Group Annual Stakeholder Forum
• Regular, ongoing interaction with the Coca-Cola System’s central Besides the annual stakeholder forum, we actively seek out our stakeholders’ opinions and insights by:
procurement group and our technology and commodity suppliers
• interviewing key internal decision makers and external partners;
• Sustainability workshops organised with main suppliers
• conducting 26 in-depth interviews for our impact materiality with global stakeholders representing
• Specific meetings for sustainability discussions with critical suppliers
the main stakeholder groups: investors, shareholders, customers, industry associations, NGOs,
• Training opportunities provided via SLoCT, EcoVadis IQ, etc.
local communities, suppliers and international institutions such as the UN Global Compact and
The Coca-Cola • Day-to-day interaction as business partners, joint projects, joint business the International Organisation of Employers;
Company (TCCC) planning, functional groups on strategic issues and ‘top-to-top’ senior • engaging with external stakeholders on an ongoing basis;
management forums • surveying the local external stakeholders during the materiality surveys for the local business
Our investors • Communication during our Annual General Meetings, investor roadshows, unit sustainability reports;
press releases and results briefings, and ongoing dialogue with analysts • considering the material issues list of TCCC and other bottlers as well as other food and
and investors beverage companies;
• Monitoring and implementing the emerging trends and investors’ expectations • regular Employee Engagement surveys for our own employees;
via participation in the ESG benchmarks and ESG raters • reviewing the feedback received via our ‘SpeakUp!’ line, consumer link, social media, company’s
contacts/emails and customers’ surveys;
Further information related to our stakeholder engagement is available in the ‘Stakeholder • joint sustainability events with peer companies and customers at local business unit level;
engagement’ section of the report, and details about our types of engagement can be found on our • interviews for specific topics done by external auditors during the ISO audits, workplace
website. accountability and suppliers audits; and
• listening to feedback from our Group Risk and Compliance committee and all risk registers of
SBM-2_05 our markets.

Our Annual Stakeholder Forum brings together stakeholders from each stakeholder group to address Hearing from our stakeholders on what matters most is essential for us. Every year, we bring together
their concerns, discuss impacts and risks and propose improvement opportunities. (in virtual format) a group of diverse stakeholders to formally review our sustainability performance
and to understand their expectations for the future.
List of the last six Stakeholder Forums:
1. 2019 Stakeholder Forum: Water efficiency and use, water stewardship in communities, SBM-2_05,06
water education. We aim to strengthen our relationships with our stakeholders that would help us make better business
2. 2020 Stakeholder Forum: Climate action in the new normal. decisions and deliver on our commitments.

3. 2021 Stakeholder Forum: Winning ESG partnerships: When one plus one exceeds two. When introducing new packages or products, developing strategies or setting targets to manage the
social and environmental impacts of our operations, we consider what is meaningful and valuable to our
4. 2022 Stakeholder Forum: Bridging the social and the economic: How can companies invest to deliver stakeholders. This requires understanding our stakeholders’ priorities and expectations. For instance,
value both for business and society? to build trust by operating responsibly and sustainably, and addressing issues that are material for our
5. 2023 Stakeholder Forum: Water regeneration – partnering to strengthen communities’ resilience communities, we engage directly with people in the markets in which we operate, particularly those
and drive economic growth. living in the areas around our bottling operations, and through third-party partnerships.

6. 2024 Stakeholder Forum: Harnessing the circular economy for packaging. We identify and select all types of stakeholders that can have an impact on or are affected by our
business now and in the future. This process is done both at the Group and country levels, and the
overall input is consolidated and used for our materiality surveys. Specifically, for our thematic Annual
Stakeholder Forum, we aim for at least 50% of our invited stakeholders to be directly relevant to the
issues discussed each year, with the other 50% being from all other categories. Stakeholders’ maps
are updated regularly by the countries and Group.
54 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

SBM-2_12 Our leading data, insights and analytics (DIA) Overall, these strategic steps are expected S3.SBM-2_01
capabilities are integral to this process, enabling to foster stronger relationships with our
We seek our stakeholders’ feedback and We follow international human rights standards
us to perform micro-segmentation of customers. stakeholders, as they align with their interests
recommendations because they are of paramount and ensure our operations respect the rights
This allows us to address specific consumer needs and demonstrate our commitment to continuous
importance. We take their insights seriously. of affected communities, considering them
more effectively and personalise our execution. improvement and innovation.
We also conduct regular customer satisfaction in our decision-making processes. This includes
surveys and consider any feedback from our By investing in digital capabilities and refining our honouring the rights of indigenous peoples, where
S1.SBM-2_01
customers. Employee engagement surveys customer offerings, we are not only enhancing applicable, and recognising their unique cultural,
are also performed regularly, ensuring the voice our competitive edge but also ensuring that We have organised various types of engagement social and economic contributions.
of our employees is heard and resulting in clear we remain responsive to the demands and for our employees, which enable us to comprehend
actions to improve. expectations of our diverse stakeholder base. their interests and views, as presented previously. S4.SBM-2_01
Respect for human rights remains a cornerstone of
The Social Responsibility Committee formally At Coca-Cola HBC, we prioritise the interests,
SBM-2_10 our operations. Our updated Human Right Policy
reviews this feedback, looking forward to views and rights of our consumers and end-users
aligns with current global trends in human rights,
accelerating our sustainability-related impacts. We are committed to continuing the development as essential to our strategy and business model.
positioning us at the forefront in this vital area across
Results of our annual materiality surveys have been of our 24/7 portfolio, ensuring a consistent range We continuously assess these impacts and
all aspects of our business. To ensure everyone fully
presented to our ELT and Social Responsibility of choices and strengthening our organisational engage with our consumers through various
understands our human rights commitments, we
Committee of the Board every year. capabilities. Our goal is to be recognised as the mechanisms, including regularly collecting
introduced a Humans Rights Manager Guide and
best partner by our customers through and analysing feedback from them, to understand
mandatory training for all employees, which must
SBM-2_08,09 distinctiveness and excellence. their needs, preferences and concerns.
be completed every three years.
Please see the Strategic Report, ‘Market trends’ Sustainability remains at the top of our We are committed to ensuring that our operations
section and specifically paragraphs ‘How we are agenda. Building on our strong track record, S2.SBM-2_01 respect the human rights of consumers and
responding’ and in the ‘Chief Executive Officer’s we will craft the journey to net zero and continue end-users. Our stringent quality control measures
Regarding the value chain workers, we engage with
letter’ section on page 9. raising the bar with packaging, collection and ensure the safety and reliability of our products,
them through regular audits, and we understand
recycling, water usage, our #YouthEmpowered reflecting our dedication to consumer protection.
In Q4 2024, we opened a new Digital Hub in Egypt their concerns via the ‘SpeakUp!’ line which are then
programme, gender diversity and other
to complement our existing Digital Hubs in Sofia, considered in our decision-making processes. We To effectively address the evolving needs and
key sustainability commitments.
Bulgaria, and Athens, Greece. This initiative is part are dedicated to upholding the human rights of all expectations of our consumers and end-users,
of the Digital Technology Platforms’ (DTPs’) new Please see the Strategic Report, ‘Chair’s letter’ value chain workers. Our Supplier Guiding Principles Coca-Cola HBC adapts its business model and
sourcing strategy, which aims to ensure we remain and ‘Chief Executive Officer’s letter’, paragraphs apply to our suppliers and are aligned with the strategy by developing new products and services,
competitive, agile and future-ready. By bringing ‘Looking ahead’. expectations and commitments of our Human such as low- and zero-sugar products, products
450 more technology roles in-house and investing Rights Policy. All long-term contractors and with natural ingredients, etc. Furthermore, we
in software and customised development, we are SBM-2_11 contracted services on site are assessed on human maintain open and transparent communication
positioning ourselves to better meet the evolving rights through workplace audits, which have a with consumers about our practices, products
Engaging with stakeholders is a fundamental
needs of our stakeholders. three-year cycle. and any potential risks.
aspect of our business operations. We prioritise
We have continued to leverage our revenue growth the interests of the Group’s employees and other
management (RGM) framework to enhance our stakeholders in our decision-making process,
customer offerings. This includes initiatives focused recognising the importance and value of their
on affordability and premiumisation, ensuring that perspectives. This includes considering the impact
we cater to a broad spectrum of consumer needs. of the Company’s activities on the community,
the environment and the Group’s reputation.
55 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

SBM-3 Material impacts, risks and Working in close collaboration with risk-owners SBM-3_02 with the general financial reporting principles.
opportunities and their interaction with across our business units, Group functions and For Capex, however, we apply an internal process
Following the DMA process, we identified two
strategy and business model the ELT, the CRO is tasked with maintaining a to identify expenditures associated with growth
material risks across our value chain. The first,
wide-angled view of all business streams and initiatives with sustainability benefits and we
SBM-3_03,10 ‘Managing our carbon footprint’, refers to our own
identifying emerging risks and opportunities. are thus able to identify the above-mentioned
operations and to the downstream value chain
Our Business Resilience (BR) programme is Through regular reporting, the CRO ensures amounts. For details on Capital expenditure,
and is directly tied to our progress towards
designed to embed the capability, processes and visibility and provides decision support to the please refer to p.350.
achieving our NetZeroby40 commitment.
mindset that enable us to proactively manage ELT and our Board.
As we move forward with our transition plan,
risks – and embrace opportunities – so that we The second material risk, ‘Cost and availability of
Our process recognises that, the earlier we we anticipate that Capex investments that
grow sustainably and meet our short-, medium- sustainable packaging’, emerged as material in
identify, assess and manage risk, the higher the support it, will gradually increase to 37% of total
and long-term objectives. both the upstream and downstream segments of
likelihood is of preventing or reducing negative Capex in 2030. After that, we expect to continue
our value chain. In the upstream value chain, this
The Group-wide programme includes appropriate impacts and taking advantage of opportunities. the 2025-2030 trajectory of investments, for both
risk relates to sourcing of sustainable packaging
mitigation and response systems that can be For those events that we cannot prevent or that Capex and Opex/Cogs, to help us meet our
materials for our products. In the downstream
deployed when and where required. Our are unforeseeable, we have well-established NetZeroby40 commitment.
segment, it relates to reducing packaging waste
integrated and holistic approach has been processes to reduce impact on the business.
and supporting the availability of sustainable We are confident that we will be able to fund
particularly important in recent years of These include tested contingency plans, a
solutions in the post-consumption phase. the action plan linked to the two material risks
geopolitical, economic and environmental business continuity programme, our Incident
mentioned above. Our sustainable finance
change. We continue to embed the key principles Management and Crisis Resolution (IMCR)
SBM-3_08,09,10 approach underpins the Group’s ability to
of Business Resilience and Risk Management programme and an insurance programme.
align funding strategies with sustainability
throughout our business, providing managers The financial effect for 2024 of the material risk
In 2024, we focused on further embedding our commitments while supporting the UN
at all levels with the processes and tools they ‘Managing our carbon footprint’ is primarily driven
integrated approach across our business units. Sustainable Development Goals and EU
need to proactively identify and assess risks, by the €131.1 million of Capex invested on projects
This included piloting a new risk management Environmental Objectives. Financing mechanisms
make well-thought-out decisions and take aimed at reducing emissions, mainly related to
tool to improve visibility of key risks and enhance include a diverse range of instruments,
appropriate and timely actions. energy efficiency, the expansion of our green fleet
best-practice sharing and analysis. It also involved ensuring flexibility in meeting both current and
programme and energy-efficient coolers. For the
We measure the extent to which the BR principles optimising assessment of business interruption future financial requirements for action plans.
risk related to ‘Cost and availability of sustainable
and processes are embedded in our business risks and embedding the outcomes in our
packaging’, the current financial effect amounts In 2024, we updated our quantitative assessment
through key performance indicators, including insurance and business continuity programmes.
to €68.6 million Capex, reflecting investments of these two material risks. While their inherent
the outcomes of our annual resilience maturity Within the double materiality assessment made during the year, particularly in returnable financial effect is material, we have undertaken
survey involving over 350 senior managers process, we have reassessed risks and containers and packaging-related projects, considerable planning to ensure that they will
across all areas, designed to measure our risk opportunities facing our business, the and €30 million, reflecting the increased cost not have an impact on our business strategy,
and resilience culture. environment and society. One of the most of recycled PET used to bottle our beverages. therefore reducing their residual effect to our
For more information, please see the Business significant risks to our resilience over the longer For the next reporting period, we do not foresee business. We confirmed the resilience of our
resilience section of the IAR, page 178. term is climate change. By proactively preparing significant risk of material adjustment to the strategy through the assessment of these
for and managing climate risk through our carrying amounts of assets and liabilities risks over the short (2025), medium (2030)
business strategy and capital investments, reported in the financial statements as the and long term (>2030) and under different
however, we can harness significant result of the material risks identified. climate scenarios.
opportunities. Climate risk is fully integrated
The capital and operating expenditure mentioned For the ‘Managing our carbon footprint’ risk,
into our risk management programme, and
above are reflected in our financial statements, we updated our comprehensive quantitative
our CRO facilitates more frequent discussions
as part of the overall amounts reported in the assessment in line with our continuing refinement
with a cross-functional team that includes
cash flow and income statement respectively. of our NetZeroby40 transition plan and carbon
representatives from Business Resilience,
Our accounting system does not separately reduction glidepath. We estimated the future cost
Finance, QSE, and Corporate Affairs and
classify sustainability-related investments of carbon under multiple climate scenarios,
Sustainability functions.
or costs, as both are reported in accordance including RCP1.9 (Paris Ambition) and RCP4.5
56 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

(stated policy) as well as several transition The second material risk, ‘Cost and availability of SBM-3_01,06,07 In the downstream value chain segment, we
scenarios, including the NGFS and IEA transition sustainable packaging’ is closely linked to the identified both material negative and positive
In addition to these material risks, we have also
scenarios. We have identified several initiatives to ‘Managing our carbon footprint’ risk, as packaging impacts to environment, while the material
identified material impacts across our value chain.
reduce our scope 1 and 2 emissions, including a represents more than 30% of our emissions. Our impacts to people were all positive. These impacts
decrease in our overall use of energy and the Package Mix of the Future strategy, established in To describe what the material impacts are, come from our third-party distribution, product
increase in the use of renewable energy. In 2023, prepares us well to maintain and grow our we followed a holistic process as described in use phase and products’ end-of-life.
addition, 90% of our emissions are scope 3 thus, business over the longer term through effective the Strategic Report, ‘Materiality assessment’
We have conducted our evaluation across four
we are dependent on our suppliers and customers management of the ‘Cost and availability of section. We identified 16 material positive
time-horizons. While not all our impacts and risks
to reduce those emissions. As a result, our climate sustainable packaging’ risk. Initiatives such as and negative impacts, with at least one impact
are confined to a single time-horizon, there are
transition plan ensures that we are able to increasing the use of recycled and refillable identified in each value chain segment
instances where an impact or risk is material
maintain and grow our business, through effective packaging along with advancing decarbonisation (upstream, own operations and downstream).
across multiple time-horizons.
management of the carbon risks. in the packaging industry contribute significantly
Material impacts that are associated with own
to our journey towards NetZeroby40. For further details please refer to Materiality
For scope 1 emissions, we used projected carbon operations in any of the horizons, correspond to
table in ‘Double Materiality Assessment’
pricing for the soft drinks industry, and for scope 2 Based on the updated quantification assessment those arising from our own activities, while those
on pages 39 to 40.
we used projected carbon pricing for utilities. We that we performed in 2024, which was based on connected to upstream or downstream segments
used these projections to estimate the impact of the future cost of carbon related to packaging, we correspond to those arising from business
SBM-3_04,05
climate change on future annual operating costs estimate that the annual cost of packaging under relationships and activities.
for generating carbon and applied that to our a Paris Ambition (RCP1.9) scenario will increase Our assessment highlights the varying nature of
In the upstream value chain, we identified
projected carbon emissions to 2040 as set out by 13.2% by 2030 and by 2.2% by 2040. Under a our impacts across different segments. We have
impacts on both the environment and people.
in our NetZeroby40 roadmap. Stated Policy (RCP 4.5) scenario, we estimate that recognised the impact we create to environment
The environmental impacts were negative,
the annual cost of packaging will increase by 4.2% and to people through our business model and
Based on the Paris Ambition (RCP1.9) scenario, whereas the impacts on people were mostly
by 2030 and by 0.4% by 2040. value chain activities, as well as our business
we have estimated that the additional direct positive. The impacts in upstream segment
relationships with our stakeholders.
annual carbon cost, associated with scope 1 and 2, For the medium and long term, both material risks stem from our suppliers’ agricultural activities,
will peak at €25.5 million by 2030, reducing to are included within our viability statement. manufacturing of raw materials, capital goods,
€9.3 million by 2040. Under a Stated Policy Following a thorough and robust assessment of utilities and transportation.
(RCP4.5) scenario, we have estimated that the the Group’s risks that could threaten our business
In our own operations we observe negative and
additional direct annual carbon cost for scope 1 model, future performance, solvency or liquidity,
positive impacts on environment and people,
and 2, will reach €10.8 million by 2030, reducing the Board has concluded that the Group is well
coming from activities related to products’
to €2.8 million by 2040. We also performed positioned to effectively manage its financial,
production and packaging, warehousing,
a preliminary assessment of the carbon cost operational and strategic risks.
and own distribution.
associated with scope 3 emissions (excluding
For the likelihood assessment of risks linked
packaging and ingredients that are covered
to climate change please see IRO-1_09.
under separate risks). Due to the indirect nature
of these potential costs and the uncertainty For more details on the material risks, please
around the extent of their residual financial see section ‘Principal risks and opportunities’
effect to our business, we will continue to of this IAR.
refine our methodology and update our
assessment next year.
57 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Table 4: List of impacts

Impact Impact nature Impact time Effect

• Climate change Negative Actual/ GHGs are an externality of our business model and value chain. Therefore, we take targeted actions across the value
Potential chain to reduce them and to contribute to climate change mitigation. Our largest emissions come from packaging
and ingredients suppliers (upstream) and from the electricity used for our drink equipment (downstream). At our
own operations, we strive to minimise scope 1 and 2 emissions, through decarbonisation actions focusing on
composition of energy sources. For scope 3, we work with our suppliers and partners to decarbonise.
• Soil pollution Negative Potential Upstream: We recognise that the excessive use of nitrogen and phosphorus fertilisers in agriculture can pollute
the soil (our Tier 2 and Tier 3 suppliers).
• Soil pollution Negative Actual/ Downstream: Indirect impact from post-consumer waste, in countries where effective collection programmes
• Water pollution Potential and schemes are lacking, can lead to pollution in soil and water.
• Water pollution removal Positive Potential Downstream: We have also identified indirect positive impact through our packaging initiatives, the execution of
SBTN actions and water/nature replenishing programmes.

• Water use Negative Actual/ Own operations: The food and beverage (F&B) sector can significantly impact water resources through various
Potential activities associated with food and beverage production. These include using water as a fundamental ingredient,
as well as for essential processes such as cleaning equipment, mixing ingredients and washing. We acknowledge
the extent of our influence on water resources, particularly through the abstraction and consumption of
water in water-stressed or high-risk areas, often referred to as priority locations, as part of our production
operations.
Upstream: Water is used by our agricultural suppliers (Tier 2 and Tier 3) for growing the agricultural ingredients. The
agricultural sector requires a steady and safe supply in large amounts of water to ensure the health and wellbeing of
crops, as well as for the processing of these as ingredients in our products. Therefore, our impact is considered to
be material taking into account the current and projected quantity of products.

• Water replenishment Positive Actual/ Own operations and Downstream: We have identified significant positive impact on nature, particularly with our
Potential water stewardship and replenishment projects. We have expanded water stewardship efforts by increasing the
number of community projects in water risk areas from 12 in 2023 to 16 in 2024, as well as by replenishing water
back to communities and nature through various water projects outside the manufacturing plant boundaries,
resulting in a net positive water balance.
• Land-ecosystem Negative Potential Upstream: We have recognised land-use change as a negative impact due to potential deforestation coming
use change mainly from Tier 2 and 3 suppliers. Agricultural suppliers cannot quickly and sustainably reduce their impact
regardless of our efforts.
• Health and Safety Negative Actual/ Health and safety of our employees are of paramount importance. Employees can be affected by any types of
Potential accidents in any activity (manufacturing, warehousing, administration, marketplace activities by commercial
team, etc.) at own operations. We keep metrics to track our progress, and we have set specific goals. Similarly,
‘Health and safety’ remains critical for our contractors and workers in the value chain performing work at our
premises and in 3PL distribution, as any accidents can cause serious injuries or even death.
• Health and Safety Positive Actual Furthermore, as part of our internal health and safety management system, all employees (100%) receive
mandatory safety training. Health and safety trainings are developed also as Group e-learning programmes.
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Sustainability Statement continued

Impact Impact nature Impact time Effect

• Contribution to Positive Actual/ Additionally, we provide an Employee Assistance Programme (EAP), health insurance to employees and training
employment Potential on financial wellbeing. For our suppliers and workers in the value chain, we contribute to their employment, by
offering a living wage, and social security through fair practices and long-term contracts. We have in place the
• Provision of social Positive Potential Principles of Sustainable Agriculture and Suppliers Guiding Principles ensuring that all our suppliers treat their
protection and social co-workers and the environment with respect.
security
• Gender equality Positive Actual/ Related to gender equality in our operations, we have established special programmes for women, ‘Women
Potential Leaders Network’, to enhance female equality.
• Accessibility of living wage Positive Actual/ Due to our size, we employ hundreds of employees, positively affecting their employment status with a
Potential corresponding wage, offering our employees the financial incentives and stability they deserve.
• Access to education Positive Actual/ Besides training related to health and safety to our employees, we offer numerous training materials and
Potential education to all our employees, enhancing their background to key issues.
Additionally to our employees and workers, we provide training and capacity-building to our communities, under
the umbrella of #YouthEmpowered, through which we are equipping them with the skills, experience and
confidence they need to secure a brighter future. Additionally, 10% of community participants join our internal
management programmes which enable skills and knowledge development to different community members.
• Availability, accessibility, Positive Actual/ We positively impact our communities, particularly in the availability, accessibility, affordability and quality of water.
affordability and quality Potential We have implemented community WASH programmes in priority locations to strengthen their water, sanitation
of water and hygiene (WASH) systems. Furthermore, we have provided 7.2 million litres of beverage to Red Cross and other
NGOs for disaster relief and for other community supporting activities. Overall, we have created 501,982
indirect jobs across the value chain, and 1 job in our system corresponds to 13 in the community.
• Access to (quality) *No impact identified We ensure that our products are compliant with regulatory frameworks for food safety, while we provide the
information respective information to consumers regarding the quality and nutritional value of our extended portfolio.
Disclosed due to stakeholders’ interest
• Health and safety The marketing practices used follow the appropriate legislation, and no misleading content is incorporated.
• Access to products
and services
• Responsible marketing
practices

SBM-3_11
During the previous reporting period, ‘Coca-Cola HBC AG 2023 Integrated Annual Report’ had been prepared in accordance with the Global Reporting Initiative Standards (GRI Universal Standards 2021), where
we have considered impact but also the interest and concerns of our stakeholders, as well as the importance of the topic to the business.
Following the ESRS requirements, we updated our materiality analysis in 2024 to consider impact materiality, risks and opportunities. While no new material areas were identified that had not been previously
considered in our materiality analysis and strategy, we now align our topics with the ESRS standards.

SBM-3_12
All of our impacts and risks are linked to ESRS topics, sub-topics and sub-sub-topics, as presented in our ‘Materiality Table’. We identified positive impact to communities, referred as ‘Access to Education
(#YouthEmpowered)’, which has been covered within ESRS S3 by providing entity-specific metric. The rest of our impacts and risks are covered by the topical ESRS Disclosure Standards.
For further details please refer to Materiality table in ‘Double Materiality Assessment’ on pages 39-40.
59 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

IRO-1 Description of the process to identify Yet, it should be clarified that all actions have IRO-1_0 6 To facilitate the impacts’ assessment,
and assess material impacts, risks and been taken to alleviate any possible negative existing assessment reports of impacts on the
Actual negative impacts on people and the
opportunities impact, are not considered positive impact, environment and people, information from legal
environment were assessed based on the severity
but mitigation actions. Therefore, their mapping reviews, anti-corruption compliance management
IRO-1_01 of the impacts in terms of scale, scope and
is considered supplementary to the negative systems, occupational health and safety policies,
irremediability, following the guidelines of ESRS 1.
In 2024, we conducted a double materiality impacts’ identification and aims to facilitate ISO audit reports, enterprise risk management
Actual positive impacts to environment and to
analysis based on the European Sustainability the IROs’ prioritisation, based on the existing systems and performance KPIs already monitored
people were assessed based on the significance
Standards (ESRS) requirements. We regularly sustainability targets. were also considered.
of the impacts in terms of scale and scope.
assess our impacts on people and the In assessing the materiality of both actual and Regarding the potential negative and positive
environment as part of our day-to-day activities, IRO-1_15
potential impacts, we categorise the severity impacts to environment, we also considered
engaging with relevant stakeholders and experts. of current impacts into three dimensions: scale, the likelihood of the impacts. Regarding the During the previous reporting period, ‘Coca-Cola
These ongoing steps allow us to actively identify scope and remediability. For potential impacts, assessment of potential impacts to people, HBC AG 2023 IAR’ was prepared in accordance
and manage our impacts, risks and opportunities we assess them in terms of severity and likelihood. their severity takes precedence over the with the Global Reporting Initiative Standards
as we evolve, and as new ones arise. At the Current impacts are identified by considering the likelihood, as determined by ESRS 11&2. (GRI Universal Standards 2021). Currently,
same time, we have developed a robust risk interface of activities with nature. Potential both ESRS Standards and the GRI Universal
management process that integrates risks and impacts are identified using the ENCORE IRO-1_02 Standards are used.
opportunities deriving from sustainability issues platform, which provides us with scientifically
(see also ‘Double Materiality Assessment’ of the The process encompassed all the segments of our
rigorous information about the impacts of IRO-1_03
IAR). value chain, including upstream, own operations and
pollution of our sector and our value chain.
downstream. To enable impact identification and The business model aspects under the analysis,
We followed a top-down approach at the Group level Furthermore, within the framework of the
assessment, both internal and external sources were at Group level, included:
for identifying, assessing and prioritising Impacts, Science-Based Targets for Nature (SBTN) to
utilised to understand the causes generating various
Risks and Opportunities (IROs). Regarding impacts, which we are aligned, we take into account all five a. Main business model activities, including
impacts. The impacts were assessed on a scale of 1
we decided to keep the analysis at the ‘impact’ level key environmental pressures (Land, water, sea use manufacturing of non-alcoholic, ready-to-drink
to 5 based on quantitative and qualitative criteria and
to identify impacts on the environment and people. change, Resource exploitation, Climate change, beverages, manufacturing of packaging
categorised according to the impact topic they affect.
Pollution, Invasive species) in the context of materials (inhouse rPET), manufacturing of
Specifically, for impacts to the environment, in identifying and assessing impacts to nature. snacks, distribution of alcoholic (sparkling and
order to identify suitable impact level universe to be IRO-1_14
premium) and coffee drinks, as well as
utilised for identifying impacts under a commonly IRO-1_0 4 Internal sources (e.g., 2023 IAR, CDP secondary activities as marketing, warehousing,
established impact taxonomy, we leveraged the assessments, GRI Index file, etc.), and external and transportation and distribution.
impact drivers of nature change under the Taskforce Impacts’ identification and assessment were
sources (e.g., Encore database, TCFD, TNFD,
on Nature-related Financial Disclosures (TNFD). conducted across the value chain (upstream, own b. Main business model inputs (including
WWF Water Risk Filter, WWF Biodiversity Risk
operations, downstream). Specifically, for those raw materials (ingredients, packaging)
Respectively, to identify impacts on people under Filter, external literature review) were used to
identified in our own operation, we assessed them and other supplies).
a suitable impact level universe with a commonly identify impacts3. To construct the assessment
based on the specific quantitative criteria set.
established impact taxonomy (for social and criteria, an external scientific literature review was c. Main business model outputs (including
Quantitative criteria were used for some of the
socio-economic impacts – which are missing from also conducted. main products and services from all
impacts on nature in upstream activities,
the ESRS), we leveraged the UNEP Impact Radar business segments).
specifically for Tier 1 suppliers.
(impacts to the environment under the UNEPFI d. Main externalities (i.e., GHG emissions,
were not utilised as the TNFD categorisation of waste, etc.).
impact drivers was used).

1. ESRS 1, chapter 3.4, paragraph 45.

2. ESRS 1, Application Requirement AR. 11.
3. ESRS 1, Application Requirement AR. 9(b).
60 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

IRO-1_01 IRO-1_07 IRO-1_12

Identifying risks and opportunities is crucial for comprehensive sustainability reporting. The process To ensure effective management and Over the years (including in January 2024), we have
of identifying the risks and opportunities is aligned with the requirements of the ESRS and ensures a communication of these risks, we have performed annual materiality surveys where we
comprehensive assessment of financial effects. More specifically, Coca-Cola HBC’s risk universe established regular updates and discussions. consulted with more than 500 internal and external
includes 20 risk categories aligned with the growth pillars. stakeholders, including customers, wider consumers,
Twice a year, the Business Resilience team hosts
employees, suppliers, community representatives,
Table 5: Risk universe – Categories a conference where all risk sponsors, risk and
governments, non-governmental organisations,
insurance coordinators, and Business Resilience
Fuel Growth investors, trade associations and academics. Their
Managers are updated on key trends and
Leverage 24/7 Through Cultivate the feedback is considered in our sustainability strategy.
emerging risks across the business. The CRO
Beverage Win in the Competitiveness Potential of Earn our Licence also facilitates discussion with the regional
Portfolio Marketplace & Investment Our People to Operate IRO-1_13
management teams twice a year to discuss risk
Product Category Commercial New Business Health and Safety Sustainability and resilience issues and trends, and to calibrate Opportunities are identified by using the same
Acceptability Initiatives and benchmark risks across the business. At least process as risks. Both risks and opportunities are
every two years, each business unit participates evaluated by measuring likelihood and consequence.
Stakeholder Product Quality Financial People Environmental
in an IMCR validation exercise led by a cross- Potential risks and opportunities are identified and
Relationships and Food Safety Management Impact
functional Group team. This includes training documented in the Risk Universe, which is reviewed
Competing in the Cyber – IT Tax Geopolitical Legal and Regulator and participation in crisis simulation based on a and updated annually.
Digital Marketplace Resilience and and Security relevant business risk.
Data Privacy Environment IRO-1_10
Fraud Macroeconomic Business IRO-1_08,12
Within the ESG materiality assessment process we
Environment Transformation We carry out an analysis of the main current and have assessed a long list of risks and opportunities.
Business emerging ESG trends in the beverage industry Among these, climate change stands out as one
Interruption by using desktop research, benchmarking with of the most significant risks to our long-term
peer companies, output from different ESG resilience. However, by proactively preparing for
In addition to the already identified sustainability-related risks and opportunities, the following sources raters and indices, reports and articles on global and managing climate risk through our business
are also examined in order to ensure the completeness of the list: trends and beverage industry trends, regulatory strategy and capital investments, we can turn
developments and standards (such as CSRD, challenges into opportunities. Climate risk is fully
• risks and opportunities arising from negative and positive impacts identified during the impact ESRS, ISSB, SASB, ENCORE and the GRI Standards), integrated into our BR programme, and our CRO
materiality; and and by listening to the concerns of our stakeholders facilitates frequent discussions with a cross-
• dependencies in the value chain (ENCORE tool). at both local and Group level. functional team that includes representatives
Each risk category is assessed considering all value chain segments (upstream, own operations and from Business Resilience, Finance, QSE, and
downstream). The identified risks are categorised as either environmental, social or governance risks IRO-1_0 8 Corporate Affairs and Sustainability.
based on their nature. Our materiality assessment is integrated into Another critical sustainability-related risk is
our risk management programme, and we linked to the cost and availability of sustainable
evaluate the risks and opportunities associated packaging, which aligns with our commitments
with priority topics. to circular economy. This issue represents a key
focus within our broader sustainability strategy.
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Sustainability Statement continued

Sustainability-related risks are included in our Risk IRO-1_0 9 For the anticipated (short-, medium- and Scale is measured by our annual progress
Management programme and are prioritised in long-term) risks and opportunities, the above in alignment with our roadmap for achieving
The magnitude of the financial effect is calculated
the same way as other risks. The prioritisation of scale is used along with a suitable threshold our validated by the SBTi goals. Scope is
either quantitatively or qualitatively for all the risks
risks is based first on the assessed level of residual to address their materiality. Specifically, the predetermined, due to the impact of GHG
and opportunities identified, taking into account
risk, followed by inherent risk. materiality threshold is set such that all risks emissions, to be global in reach. Remediability
whether and to what extent they affect one or
and opportunities labelled as ‘Critical’ or ‘High’ refers to the ability of natural systems to restore
more of the following financial metrics for
IRO-1_11 are considered material while those categorised the climate to its prior state, and is set exceeding
Coca-Cola HBC; financial position, financial
as ‘Moderate’, ‘Low’ or ‘Very low’ are deemed 30 years, reflecting the extended timeframe
The Board retains overall accountability and performance, cash flow, cost of capital and access
non-material. required for significant environmental restoration.
responsibility for the Group’s risk management to finance.
and internal control systems. For more details,
Where possible, the quantitative metric of E1.IRO-1_01 E1.IRO-1_02,03,04,06,07,08,09,10,11,12,13,15,16
please refer to the ‘Business Resilience’ section.
percentage of comparable EBIT (cEBIT) is used
Through our annual carbon accounting process, Following our assessment, we have identified
Our internal audit department conducts an annual to assess the financial effect of each risk and
we calculate the GHG emissions across our entire three risks that have been linked to ESRS E1 –
independent audit of the Business Resilience opportunity, considering a five-step scale.
value chain, encompassing our own operations Climate Change:
programme and its implementation, assessing the
For those risks and opportunities where the as well as upstream and downstream activities.
Company’s risk management, business continuity • Managing our carbon footprint
quantitative metric could not be calculated, The impact on climate change is directly
and crisis management processes, and their • Impact of extreme weather on our production
a qualitative magnitude is provided using correlated with the severity of both direct
application against business best practices and and distribution and,
the same five-step scale. and indirect GHG emissions.
the International Accounting Standards. The Head • Impact of climate change on the cost and
of Corporate Audit makes recommendations to For the current (2024) financial effect, their Our screening process for activities impacting availability of key ingredients
improve the programme, where required, and magnitude is solely used along with a suitable climate change is closely linked to the significance
Out of the above three risks, only ‘Managing
the findings are submitted to the Audit and Risk threshold to address materiality. Specifically, the level established in our carbon footprint
our carbon footprint’ has been deemed
Committee. The Board and its Committees materiality threshold is set such that all risks and assessment, which aligns with SBTi criteria.
financially material.
conduct annual reviews of the effectiveness opportunities that have a potential impact on the Accordingly, we estimate and report emissions
of our internal controls including sustainability- business assessed as ‘Critical’ or ‘Major’ are that constitute a material portion of our total As part of the ‘Managing our carbon footprint’
related controls. considered material, while those that have a carbon footprint, totaling to >95% of our risk assessment, for scope 1 emissions, we used
potential impact assessed as ‘Moderate’, ‘Minor’ overall carbon footprint inventory. projected carbon pricing for the soft drinks
E1.IRO-1_05 or ‘Insignificant’ are deemed non-material. industry, and for scope 2 we used projected
To identify potential future sources of GHG
carbon pricing for utilities. For further details
The time horizons that are considered for the Regarding the anticipated risks and opportunities, emissions and assure that we report every activity,
regarding the scenarios and time horizons
assessment of the risks and opportunities are the likelihood of occurrence needs also to be entity or emission’s sub-category as per our
used please refer to SBM-3_08,09,10.
aligned with the ESRS requirements and can be clarified for each corresponding time horizon. To materiality threshold, we periodically conduct
linked to our strategic and financial planning. These evaluate the likelihood of occurrence for each risk a comprehensive carbon footprint assessment
time horizons for the 2024 reporting year are: or opportunity, the scoring considered is: ‘Almost across our entire value chain. This process
certain’, ‘Likely’, ‘Possible’, ‘Unlikely’ and ‘Rare’. includes evaluating prospective investments,
• Current: 2024
enabling the business to project our carbon
• Short-term: 2025 (equal to the horizon of Considering the combination of the financial
footprint inventory over the coming years in
the business planning process and targets) effect magnitude and the likelihood scoring
alignment with our business plan.
• Medium-term: 2030 (equal to the horizon as defined above, a scale for the inherent risk
of our long-range plan process) emerges: ‘Critical’, ‘High’, ‘Moderate’, ‘Low’ and
• Long-term horizon: >2030 ‘Very low’.
62 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Global warming has intensified extreme weather Finally, when it comes to the ‘Impact of climate It is important to note that we have identified one E1.IRO-1_14
events, such as droughts and storms, increasing change on the cost and availability of key material risk ‘Cost and availability of sustainable
As part of the cross-functional work on our
risk to our operations. In assessing the ‘Impact ingredients’ risk, we have considered the physical packaging’ that is partly driven by transition risk,
climate transition plan, we have assessed the
of extreme weather on our production and risk related to the changing productive capacity of as we expect higher cost of sustainable packaging
potential of locked-in GHG emissions by 2030
distribution’ risk, we used different climate key agricultural regions supplying our ingredients. materials due to the future cost of carbon.
and 2040. This has been incorporated into the
scenarios, including RCP8.5, to assess the Some of the main sugar producing regions are However, this risk has been linked to the E5
emissions glidepath that we use as the basis for
sensitivity of 62 locations to flood risk, likelihood projected to face productivity declines under ‘Circular economy’ standard, for the purposes
the calculation of our transition risks. For more
of wildfires, precipitation and drought. As a result, most scenarios, while other growing regions may of this sustainability statement. For more details,
details on the locked-in GHG emissions, please
we identified 20 plants at higher risk. While all 20 benefit. If alternative sources compensate, our please see below, section E5.IRO-1_01.
refer to section E1-1_07 of this document.
plants have mitigation plans for business overall sugar supply risk remains neutral. Most
Finally, we recognize the opportunity for our
interruption, only five require additional Capex suppliers are conducting contingency planning,
business in meeting or exceeding stakeholder E2.IRO-1_01
directly due to climate change. One-off including diversifying sourcing. While physical risks
expectations in managing our carbon footprint.
investments to strengthen resilience are to our ingredient supply are a concern, their longer We employ a robust and systematic process
As noted in our assessment of the impact of our
estimated at €28 million by 2030, of which timeframe allows for proactive measures and to identify and assess material impacts, risks
sustainability performance on our reputation
€6.9 million are specifically linked to climate resilience-building. and opportunities related to pollution. To identify
(see ‘Emerging Risk: The impact of consumer
change. the material impacts, risks and opportunities, we
While all ingredients and materials remain subject perceptions of our environmental performance’
follow the ‘LEAP’ approach as proposed by ESRS
Rising insurance premiums reflect also increased to market dynamics, the application of carbon in the ‘Risk’ section of the IAR), an increase in
guidelines. This approach encompasses all value
climate-related risks. The SwissRe Institute pricing mechanisms due to regulatory pressures, perceptions of our environmental performance
chain segments and is divided into the following:
projects rate increases of 40% for fire and 25% are expected to have the greatest impact on costs has a direct link to an increase in consumers’
for flood and precipitation. If applied to the higher and supply stability. Regulatory measures intent to purchase and therefore sales. • Locate: We apply a screening process to
risk facilities, we have estimated potential annual targeting agricultural emissions and shifts identify sites with significant environmental
increases in insurance premiums as a direct result in climate-related policies may drive higher E1.IRO-1_10 interfaces. Specifically, we focus on locations
of climate change to be approximately €2.0 million production costs for key ingredients, leading to where pollution impacts water excluding
Given climate-related risks impact Coca-Cola
per annum by 2040. increased input cost for us. Emissions-related GHG emissions. Our assessment criteria
bottlers globally in similar ways, we have taken
costs are expected to drive annual cost rises of encompass both qualitative and quantitative
During 2024, we enhanced our assessment of the a Coca-Cola System approach to the
9.2% by 2030 and 1.3% by 2040 under an RCP1.9 indicators, evaluating factors such as pollutant
potential for business interruption in our plants, identification of risks. We have identified and
scenario and 4.4% by 2030 and 0.5% by 2040 types, discharge volumes and concentrations,
for any reason, including climate change and assessed four transition risks: managing our
under an RCP4.5 scenario. To mitigate this risk, proximity to vulnerable ecosystems, and
estimate that climate change will only minimally carbon footprint, the cost and availability of
we are working closely with our suppliers to regulatory compliance.
contribute to the increase of this risk. As a result sustainable packaging, the impact of consumer
monitor and support potential changes in crop • Evaluate: We assess scale using the WWF
of this assessment, we are updating our business perceptions of our environmental performance on
yields, diversify our supplier base and identify Biodiversity Risk Filter in conjunction with the
continuity plans to enhance our ability to continue our reputation and the effect of increasing
alternative growing regions where necessary. received notices of violation, which highlight
to supply our customers at acceptable levels and government regulation on the cost and availability
the level of significance. Scope is assessed
within our risk tolerance if reasonably foreseeable of water. Of these risks, we have assessed
using the level of geographical occurrence
disruptive events occur. managing our carbon footprint and the cost and
of facilities with relevant impact, and for
availability of sustainable packaging as material
remediability, we estimate the anticipated time
and the outcome of the assessment of those risks
required for natural restoration. The likelihood
is detailed in section SBM-3_08,09,10 of the
of potential impacts is assessed by considering
Sustainability Statement, and the ‘Principal risks
best practices, the business model and the
and opportunities’ section of the IAR.
mitigation measures we implement.
63 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

• Assess: We have assessed the financial water and sanitation). Additionally, Coca- and the potential damage to our reputation important water-related areas, the value chain,
effect of transitional risks due to regulation Cola HBC considers where the interface with due to the use of significant amounts of water local communities and indigenous people,
and impact on our reputation. We have also marine resources takes place. Using the S&P from the local watershed that could reduce the and biodiversity value. The risk assessment
assessed the risk related to disruption in our Global definition coming from the biodiversity availability of water for local communities, which is conducted taking into consideration the
production process due to unavailability of key criterion of the Corporate Sustainability is a transition reputational risk. Regarding the severity of impacts and the frequency for
raw ingredients due to soil pollution, as part of Assessment, sites that interface with marine identified water-related opportunities, water two separate categories (frequent and
the upstream value chain. None of these risks resources as those located either within or recovery from sewage treatment emerged, non-frequent physical risks). Also, to identify
was deemed financially material. adjacent to a distance of 0 to 2 kilometres which is a resource efficiency opportunity. None potential impacts, the ENCORE platform
from marine resources. For the year 2024, of these risks and opportunities was deemed is utilised.
E2.IRO-1_03 these sites include only the Aeghion plant in financially material.
Water risk management programmes are
Greece and the Vladivostok plant in Russia.
To avoid pollution from own operations, we adhere Furthermore, on a plant level, a tailored risk organised in all our bottling operations. They
Additionally, we consider the Heraklion plant in
to the strict environmental standards of TCCC assessment framework exists. Based on this allow us to implement successive risk assessment
Greece (situated at 2.5 kilometres from marine
(KORE standards), which in many cases are more framework, the most relevant dependency- steps, create appropriate mitigation measures
resources) as relevant due to its proximity within
stringent than the local legislation. We also treat all related water risks considered are: and actively follow-up the results of the mitigation
municipalities or geographical areas adjacent to
of our wastewater to the levels that support aquatic plan and effectiveness in reducing the water
the seashore. • watershed baseline water stress;
life. All our manufacturing sites are certified under risk levels. By implementing the water risk
• ecological status and qualitative risks
the ISO 14001 Environmental Management None of these plants had directly interfaced with management programme, we aim to do
of water resources;
System. Upstream pollution may come from soil marine resources, for example via abstraction of the following:
• communities’ access rights to clean water
pollution at farmers’ level, which are our Tier 2 and seawater and/or discharge of treated wastewater
resources; • Assess specific location-based water risks and
Tier 3 suppliers if they do not follow our Principles in marine water bodies. The screening process
• hygiene and sanitation services; vulnerabilities relevant to each plant.
for Sustainable Agriculture (PSA). Downstream is extended to the upstream and downstream
• regulatory framework; and • Identify the water priority locations for which
pollution is linked to leakages in soil and water value chain, following the same process as in own
• biodiversity and important water-related external goals are raised.
from improperly collected post-consumer waste operations, for major suppliers and communities.
areas surrounding our manufacturing sites. • Implement appropriate mitigation measures for
(packaging waste from our beverages), mostly in The related activities of the whole value chain
the identified water risks and vulnerabilities.
emerging countries such as Egypt and Nigeria. that occur in priority locations proceed to the For further information related to the water risk
‘Evaluate’ step. assessment that is carried out on our plants, We evaluate the water risks and vulnerabilities
E3.IRO-1_01 please visit Water Stewardship and Water Risk for each plant based on a common risk scoring
• Evaluate: Ιn order to assess the severity,
Management Programmes. methodology that captures strategic, operational
We employ a robust and systematic process we use the SBTN indicators related to water
and reputational risks.
to identify and assess material impacts, risks availability and consumption to assess how • Methodologies, assumptions and tools
and opportunities related to water and marine grave our impact is (scale); we estimate the utilised: Coca-Cola HBC applies the WWF We extend the scope of water risk assessments
resources, applying the 4 Phase approach scope which assesses the level of geographical Water Risk Filter, which provides detailed from the plant level to the watershed and
as indicated in the ESRS. This approach occurrence of facilities with impact to water information regarding water risk on water communities. Our evaluation comprises several
encompasses all value chain segments resources, and remediability which assesses the availability, quantity, quality and other risks in water risk aspects, such as supply reliability, water
and is divided into the following: anticipated time required for natural restoration different locations worldwide. The indicators efficiency, compliance, water economics, product
of water bodies, taking into account the impact monitored are: water use/water withdrawal per quality and food safety, water sustainability, and
• Locate: We apply a screening process to
caused. The likelihood of potential impacts source, water reused or recycled, clean unused local and social aspects. For all these water risk
identify plants located in areas at water risk,
assesses the probability of an impact to occur water and quantity of wastewater discharged. aspects, we are considering: 1) the dependencies
including areas of high-water stress which
considering best practices and based on the Moreover, location-based assessments are of our manufacturing sites to the overall
are considered to be priority locations. As
business model and the mitigation measures carried out in each plant in order to evaluate organisational context, and 2) the impact of
per our rigorous risk assessment, in 2024,
that we implement. the vulnerability of the associated water operations to the environment, watershed and
we had 19 plants located in water risk areas,
• Assess: Risks in own operations identified resources. In Alliance for Water Stewardship local communities. Most relevant dependency-
that interface with surface and groundwater
are the insufficiency of water to service our (AWS) certifications or ISO 46001 certifications, related water risks considered in our assessment
resources through withdrawal, consumption
needs (throughout the production process), verified by a third party, the impact of water are: watershed baseline water stress, ecological
and discharge. The risk would include water
which is a physical chronic risk; the increased withdrawal is assessed on both site level and status and qualitative risks of water resources,
stress but also some water quality risk or
water costs, which is a transition market risk; watershed scale. This assessment includes communities’ access rights to clean water
WASH risk for communities (lack of clean
64 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

resources, hygiene and sanitation services, E4.IRO-1_01,02,03,04 assess the severity of our impact, we assess: E4.IRO-1_07
regulatory framework, biodiversity and important the scale through the WWF Biodiversity Risk
We apply the LEAP approach, specifically the Locate, For calibration of our material impact, we
water-related areas surrounding our Filter, the scope which assesses the level of
Evaluate and Assess steps as indicated in ESRS. have approached representatives from the
manufacturing sites. The most significant geographical occurrence of facilities with impact
These steps can be further analysed as follows: local communities in Europe and Africa, and we
impact-related water risks considered in our to biodiversity and the remediability which is
have captured their feedback. In every Annual
assessment are: the impact of our water use on • Locate: We develop a list of the locations of our determined by the anticipated time required
Stakeholder Forum, there are representatives
the naturally renewable water resources, the assets and identify the biomes and ecosystems for natural restoration of ecosystems. Also,
from local communities who discuss the relevant
impact of our wastewater operations and our assets interface with. Consequently, likelihood of potential impacts assesses the
sustainability topic and suggest actions
discharge to the natural environment, and the we identify the integrity and importance of probability of an impact to occur considering
for improvement.
impact of our community projects on the biodiversity in these areas and carry out a best practices and based on the business model
watersheds health status. During the mid-term mapping of the biodiversity-sensitive areas. and the mitigation measures that we implement. Within the WASH projects, we provide clean water
and long-term water risk assessment processes, Finally, we identify our activities as well as those access and sanitation to communities in need, and
At a site level, we have conducted biodiversity
we evaluate the future trends that might impact in our upstream and downstream value chain. we work together with NGOs, local municipalities
impact and risk assessment throughout our
the current water risks. The starting point for the In 2024, 7 plants were in close proximity to and local representatives. In other water
value chain which can be found in our 2022
climate change impact on water resources is legally protected areas. Out of them, 5 plants stewardship projects, e.g., for providing water
Biodiversity Impact and Risk Assessment.
related to water availability. We use the publicly are in proximity from zero to 2 kilometres as for irrigation, we work with affected farmers.
Additionally, on a five-year basis, we conduct
available information from recognised platforms per the definition of the S&P Global Corporate
a Source Vulnerability Assessment, which
such as Aqueduct (WRI) and Water Risk Filter Sustainability Assessment biodiversity criterion. E4.IRO-1_08
includes impact assessment related to
(WWF) to evaluate the change in baseline water • Evaluate: Regarding the identification of current
biodiversity within our own operations. Negative impacts on ecosystem services are
stress of the areas in which our plants are located. impacts, we consider the direct impact of the
avoided by implementing replenishment projects
interface of our activities with the biodiversity • Assess: Physical and transition risks (including
We also factor in the current source water in our plants in countries we operate. Our negative
in the material locations. Moreover, we indicate systemic risks) and dependencies in relation to
utilisation rate (calculated as water use volume impact assessed in direct operations is related
the size, scale, frequency of occurrence and nature are considered during the ‘assess’ step.
divided by available water at source). This allows only to water use, however, we address water
timeframe of the impacts on biodiversity and Based on the assessment process, the risks
us to calculate the future source water utilisation across the entire value chain by:
ecosystems in these areas. We estimate the for further consideration are three transition
rate. If this value exceeds 100%, it means we need
percentage of our procurement spent from risks. In the upstream value chain, difficulties in • undertaking Source Vulnerability Assessments
to optimise and expand our water infrastructure
major suppliers with facilities located in risk- accessing ingredients and/or potential increase in 100% of our manufacturing sites, which
to ensure future available water volumes for our
prone areas (with threatened species on the in their cost driven by climate change, and low serves as a basis for our Source Water
production needs. We also quantify the climate
IUCN Red List of Species, the Birds and Habitats quality or quantity of agricultural ingredients Protection Plan;
change impact on water resources availability
Directive or national list of threatened species, used in our production triggered by invasive • actively reducing the amount of water used in
as financial risk. We specifically quantify the
or in officially recognised Protected Areas, species in our supply chain are assessed as the production of our beverages and treating
additional operational and capital expenditure we
the Natura 2000 network of protected areas transition market risks. In the downstream wastewater at levels that support aquatic life;
need to increase water availability for the climate
and Key Biodiversity Areas). Furthermore, we value chain, the impact on our reputation if we • partnering with suppliers to minimise our water
scenarios of 2030 and 2040, under two different
indicate the size and scale of the dependencies do not meet our deforestation commitment, is footprint across the entire value chain;
climate scenarios. We actively monitor the
on biodiversity and ecosystems, including on assessed as a transition reputational risk. None • investing in community water conservation
regulatory changes that may potentially impact
raw materials, natural resources and ecosystem of these risks was deemed financially material. projects designed to replenish the water we use
water resources so we can proactively upgrade
services. Regarding the identification of potential through innovative sustainable technologies;
plants’ water supply and water treatment
impacts, we use the ENCORE platform that E4.IRO-1_06 and
infrastructures. The reputational issues are
provides us with scientific rigorous information • delivering Alliance for Water Stewardship or ISO
considered in our stakeholders’ engagement Please read our Biodiversity Impact and Risk
about the impacts on water resources of 46001 Water efficiency management systems
process, and we agree common actions Assessment for detailed insights regarding our
the sector and our value chain. After the certification at all our manufacturing sites.
to address shared, current and future sites: within our seven manufacturing sites in close
identification process, we assess the severity
water challenges. proximity to legally protected areas up to
and likelihood (for potential impacts) of the
30 kilometres, there is no site with negative
positive and negative impacts. Specifically, to
impact on biodiversity.
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Sustainability Statement continued

E4.IRO-1_14 The ROs identification process included a thorough resilience, economic growth and the wellbeing of Lastly, we engaged with subject-matter experts
review to capture the full scope of ROs, incorporating people. Further information regarding our Annual and impacted stakeholders through dedicated
As of 2024, we have one site overlapping with a
the ERM, Impact Universe, SASB sectoral analyses Stakeholder Forum is available in our website. interviews as an additional source for identifying
legally protected biodiversity area (Natura 2000,
and ENCORE dependency assessments. impacts and understanding how our business
Category IV-VI) and six sites located near other In 2024, we welcomed over 160 (167) stakeholders
activities, including those across the value chain,
legally protected areas up to 30 kilometres. The identified and evaluated risks were grouped to our Annual Stakeholder Forum, themed
affect the environment and people.
under the broader risk ‘Cost and availability of ‘Harnessing the Circular Economy for Packaging’.
E4.IRO-1_15 sustainable packaging’, that was deemed financially In particular, an independent organisation
Further insights regarding our 2024 Annual
material. This risk includes risks related to regulatory conducted 26 interviews with various external
Even though we have activities near legally Stakeholder Forum are available on page 38 of the
targets on collection, waste management and stakeholders and experts, representing a diverse
protected areas, we do not negatively affect these Strategic Report, paragraph ‘Stakeholder Forum
specific packaging types, increased cost of range of our stakeholders, including investors,
areas by any means of deterioration of habitats – hearing from our stakeholders on what matters
packaging materials due to climate change-related shareholders, customers, suppliers, industry
and/or species. This is confirmed in our Source most’.
regulation and Capex costs associated with associations, NGOs, IGOs, community
Vulnerability Assessment (SVA), an assessment
changing packaging mix. We have also identified a In addition to our Annual Stakeholder Forum, participants, and international institutions such
done regularly for each manufacturing site by an
few opportunities, such as the opportunity we regularly organise supplier sustainability as the UNGC and the International Organisation
external independent expert and documented in
associated with the launch of innovative packaging events (especially with our main sugar and of Employers. Interviews’ objectives were to hear
the SVA.
solutions, which were not deemed financially sweeteners suppliers) and meetings where the perspective of affected stakeholders to
material. For the risks’ identification and assessment, we discuss different ESG aspects, including understand the level of impact materiality, to
E4.IRO-1_16
please refer to section ‘IRO-1_09’. biodiversity, deforestation and soil practices support decisions on setting the materiality
We fully comply with all local biodiversity that prevent pollution. thresholds and manage the total level of disclosure
regulations and, on top, we have voluntarily E3.IRO-1_02 & E2.IRO-1_02 & E4.IRO-1_05& required, as well as to understand the nature of the
During the annual innovation day with suppliers,
certified our sites in ISO 14001 and Water E5.IRO-1_02 & IRO-1_05 impacts, to guide any disclosure, in line with the
we also discuss with packaging suppliers solutions
stewardship certifications (AWS or ISO 46001). needs of users of sustainability statements.
We conduct consultations with affected for alternative packaging, lightweighting and
As no negative impact has been identified, our
stakeholders, including communities, and we recyclability to minimise packaging waste and
measures are rather for addressing the positive
ensure that their feedback is taken into account. increase circularity and thus reduce further soil
impact, such as replenish water.
Every year we carry out an Annual Stakeholder and water pollution.
Forum, the aim of which is to supplement the
E5.IRO-1_01 Furthermore, in the context of environmental
process of material IROs identification and
permitting process and updates regarding the
Resource inflows, outflows and mostly waste were assessment and to take insights regarding our
performance towards the licensing environmental
used as drivers of impacts which affect soil and impacts on both people and nature. The theme
authorities, we consult various stakeholders such
water bodies. Furthermore, TNFD does not have of this forum changes each year as well.
as NGOs, environmental and subject-matter
a specific impact topic related to circular
In 2023, we focused on ‘Water Regeneration – (pollution, water and biodiversity-related) experts
economy, so to be compliant with TNFD, we
partnering to strengthen communities’ and affected communities.
incorporated them as drivers of impacts to soil
resilience and drive economic growth’. Over
and water pollution. To determine the latter, all
130 representatives, from customers, industry
activities of our value chain (upstream, own
associations and academia, to NGOs,
operation and downstream) were screened, and
policymakers and peer companies – and 25
according to their location in the value chain,
countries – came together to our Annual Forum.
different assumptions were made.
The theme was covered in the context of climate
66 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

IRO-2 Disclosure Requirements in ESRS covered by CCHBC’s sustainability statement Location in the sustainability
Disclosure Requirement statement (page/paragraph)
IRO-2_01
E1-8 Internal carbon pricing p.99
Table 6: Datapoints from list of the Disclosure Requirements
E1-9 Anticipated financial effects from material physical and transition risks -----
Location in the sustainability and potential climate-related opportunities
Disclosure Requirement statement (page/paragraph)
Ε2-1 Policies related to pollution p.100
BP-1 General basis for preparation of sustainability statements p.41
Ε2-2 Actions and resources related to pollution p.102
BP-2 Disclosures in relation to specific circumstances p.43
Ε2-3 Targets related to pollution p.103
GOV-1 The role of the administrative, management and supervisory bodies p.45
Ε2-4 Pollution of air, water and soil ------
GOV-2 Information provided to and sustainability matters addressed p.46
by CCHBC’s administrative, management and supervisory bodies Ε2-5 Substances of concern and substances of very high concern ------
GOV-3 Integration of sustainability-related performance in incentive schemes p.47 Ε2-6 Anticipated financial effects from material pollution-related risks and ------
opportunities
GOV-4 Statement on due diligence p.48
E3-1 Policies related to water and marine resources p.104
GOV-5 Risk management and internal controls over sustainability reporting p.49
E3-2 Actions and resources related to water and marine resources p.106
SBM-1 Strategy, business model and value chain p.50
E3-3 Targets related to water and marine resources p.112
SBM-2 Interests and views of stakeholders p.52
E3-4 Water consumption p.114
SBM-3 Material impacts, risks and opportunities and their interaction with p.55
strategy and business model E4.SBM-3 Material impacts, risks and opportunities and their interaction p.115
with strategy and business model
IRO-1 Description of the process to identify and assess material impacts, p.59
risks and opportunities E4-1 Transition plan and consideration of biodiversity and ecosystems in p.115
strategy and business model
IRO-2 Disclosure Requirements in ESRS covered by CCHBC’s p.66
sustainability statement E4-2 Policies related to biodiversity and ecosystems p.116
E1-1 Transition plan for climate change mitigation p.83 E4-3 Actions and resources related to biodiversity and ecosystems p.117
E1.SBM-3 Material impacts, risks and opportunities and their interaction p.84 E4-4 Targets related to biodiversity and ecosystems p.118
with strategy and business model
E4-5 Impact metrics related to biodiversity and ecosystems change p.118
E1-2 Policies related to climate change mitigation and adaptation p.85
E4-6 Anticipated financial effects from material biodiversity and ------
E1-3 Actions and resources in relation to climate change policies p.87 ecosystem-related risks and opportunities
E1-4 Targets related to climate change mitigation and adaptation p.90 E5-1 Policies related to resource use and circular economy p.119
E1-5 Energy consumption and mix p.92 E5-2 Actions and resources related to resource use and circular economy p.120
E1-6 Gross scopes 1, 2, 3 and Total GHG emissions p.93 E5-3 Targets related to resource use and circular economy p.125
E1-7 GHG removals and GHG mitigation projects financed through carbon credits p.98
67 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Location in the sustainability Location in the sustainability

Disclosure Requirement statement (page/paragraph) Disclosure Requirement statement (page/paragraph)

E5-4 Resource inflows p.127 ESRS 2 SBM-3 Material impacts, risks and opportunities and their p.146
interaction with strategy and business model
E5-5 Resource outflows p.128
S2-1 Policies related to value chain workers p.148
E5-6 Anticipated financial effects from material resource use and circular p.129
economy-related risks and opportunities S2-2 Processes for engaging with value chain workers about impacts p.150
S1. SBM-3 Material impacts, risks and opportunities and their interaction p.130 S2-3 Processes to remediate negative impacts and channels for value chain p.151
with strategy and business model workers to raise concerns
S1-1 Policies related to own workforce p.131 S2-4 Taking action on material impacts on value chain workers, and p.151
approaches to managing material risks and pursuing material opportunities
S1-2 Processes for engaging with own workers and workers’ representatives p.135 related to value chain workers, and effectiveness of those actions
about impacts
S2-5 Targets related to managing material negative impacts, advancing p.153
S1-3 Processes to remediate negative impacts and channels for own p.136 positive impacts, and managing material risks and opportunities
workers to raise concerns
ESRS 2 SBM-3 Material impacts, risks and opportunities and their p.155
S1-4 Taking action on material impacts on own workforce, and approaches p.137 interaction with strategy and business model
to mitigating material risks and pursuing material opportunities related to
own workforce, and effectiveness of those actions S3-1 Policies related to affected communities p.156
S1-5 Targets related to managing material negative impacts, advancing p.141 S3-2 Processes for engaging with affected communities about impacts p.157
positive impacts, and managing material risks and opportunities
S3-3 Processes to remediate negative impacts and channels for affected p.158
S1-6 Characteristics of CCHBC’s employees p.142 communities to raise concerns
S1-7 Characteristics of non-employee workers in CCHBC’s own workforce p.143 S3-4 Taking action on material impacts on affected communities, and p.158
approaches to managing material risks and pursuing material opportunities
S1-8 Collective bargaining coverage and social dialogue ------ related to affected communities, and effectiveness of those actions
S1-9 Diversity metrics p.144 S3-5 Targets related to managing material negative impacts, advancing p.159
positive impacts, and managing material risks and opportunities
S1-10 Adequate wages p.144
ESRS 2 SBM-3 Impacts, risks and opportunities and their interaction with p.161
S1-11 Social protection p.144 strategy and business model
S1-12 Persons with disabilities ------ S4-1 Policies related to consumers and end-users p.162

S1-13 Training and skills development metrics p.144 S4-2 Processes for engaging with consumers and end-users about impacts p.165

S1-14 Health and safety metrics p.144 S4-3 Processes to remediate negative impacts and channels for consumers p.166
and end-users to raise concerns
S1-15 Work-life balance metrics ------
S4-4 Taking action on material impacts on consumers and end-users, and p.167
S1-16 Compensation metrics (pay gap and total compensation) p.145 approaches to managing material risks and pursuing material opportunities
related to consumers and end-users, and effectiveness of those actions
S1-17 Incidents, complaints, and severe human rights impacts p.145
S4-5 Targets related to managing material negative impacts, advancing p.172
positive impacts, and managing material risks and opportunities
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Sustainability Statement continued

IRO-2_02
Table 7: Datapoints from other EU legislation
EU Location in the Materiality of
Disclosure Requirement Benchmark Regulation Climate Law sustainability information
and related datapoint SFDR ( 23 ) reference Pillar 3 ( 24 ) reference ( 25 ) reference ( 26 ) reference statement (Group level)

ESRS 2 GOV-1 Indicator number 13 of Table Commission Delegated p.45 Material for Group
Board’s gender diversity #1 of Annex 1 Regulation (EU) 2020/1816 ( 27 ), Level
paragraph 21 (d) Annex II
ESRS 2 GOV-1 Delegated Regulation (EU) p.45 Material for Group
Percentage of board members who 2020/1816, Annex II Level
are independent paragraph 21 (e)
ESRS 2 GOV-4 Indicator number 10 Table p.48 Material for Group
Statement on due diligence #3 of Annex 1 Level
paragraph 30

ESRS 2 SBM-1 Indicators number 4 Table Article 449a Regulation (EU) No Delegated Regulation (EU) – Not Material
Involvement in activities related to #1 of Annex 1 575/2013; 2020/1816, Annex II
fossil fuel activities paragraph 40 (d) i Commission Implementing
Regulation (EU) 2022/2453 (28)
Table 1: Qualitative information
on Environmental risk and Table 2:
Qualitative information on
Social risk
ESRS 2 SBM-1 Indicator number 9 Table #2 Delegated Regulation (EU) – Not Material
Involvement in activities related to of Annex 1 2020/1816, Annex II
chemical production paragraph 40 (d) ii
ESRS 2 SBM-1 Indicator number 14 Table Delegated Regulation (EU) – Not Material
Involvement in activities related to #1 of Annex 1 2020/1818 (29) , Article 12(1)
controversial weapons paragraph 40 Delegated Regulation (EU)
(d) iii 2020/1816, Annex II
ESRS 2 SBM-1 Delegated Regulation (EU) – Not Material
Involvement in activities related to 2020/1818, Article 12(1)
cultivation and production of tobacco Delegated Regulation (EU)
paragraph 40 (d) iv 2020/1816, Annex II
ESRS E1-1 Regulation (EU) 2021/1119, p.83 Material for Group
Transition plan to reach climate Article 2(1) Level
neutrality by 2050 paragraph 14
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Sustainability Statement continued

EU Location in the Materiality of

Disclosure Requirement Benchmark Regulation Climate Law sustainability information
and related datapoint SFDR ( 23 ) reference Pillar 3 ( 24 ) reference ( 25 ) reference ( 26 ) reference statement (Group level)

ESRS E1-1 Article 449a Delegated Regulation (EU) p.83 Material for Group
Exclusion from Paris-aligned Regulation (EU) No 575/2013; 2020/1818, Article12.1 (d) to (g), Level
Benchmarks paragraph 16 (g) Commission Implementing and Article 12.2
Regulation (EU) 2022/2453
Template 1: Banking book – Climate
change transition risk: Credit quality
of exposures by sector, emissions
and residual maturity
ESRS E1-4 Indicator number 4 Table #2 Article 449a Delegated Regulation (EU) p.91 Material for Group
GHG emission reduction targets of Annex 1 Regulation (EU) No 575/2013; 2020/1818, Article 6 Level
paragraph 34 Commission Implementing
Regulation (EU) 2022/2453
Template 3: Banking book –
Climate change transition risk:
Alignment metrics
ESRS E1-5 Indicator number 5 Table #1 p.92 Material for Group
Energy consumption from fossil and Indicator n. 5 Table #2 of Level
sources disaggregated by sources Annex 1
(only high climate impact sectors)
paragraph 38
ESRS E1-5 Energy consumption Indicator number 5 Table #1 p.92 Material for Group
and mix paragraph 37 of Annex 1 Level
ESRS E1-5 Indicator number 6 Table #1 p.92 Material for Group
Energy intensity associated with of Annex 1 Level
activities in high climate impact
sectors paragraphs 40 to 43
ESRS E1-6 Indicators number 1 and 2 Article 449a; Regulation (EU) Delegated Regulation (EU) p.93 Material for Group
Gross scope 1, 2, 3 and Total GHG Table #1 of Annex 1 No 575/2013; Commission 2020/1818, Article 5(1), 6 and 8(1) Level
emissions paragraph 44 Implementing Regulation (EU)
2022/2453 Template 1: Banking
book – Climate change transition
risk: Credit quality of exposures
by sector, emissions and
residual maturity
ESRS E1-6 Indicators number 3 Table Article 449a Regulation (EU) No Delegated Regulation (EU) p.98 Material for Group
Gross GHG emissions intensity #1 of Annex 1 575/2013; Commission 2020/1818, Article 8(1) Level
paragraphs 53 to 55 Implementing Regulation (EU)
2022/2453 Template 3: Banking
book – Climate change transition
risk: Alignment metrics
70 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

EU Location in the Materiality of

Disclosure Requirement Benchmark Regulation Climate Law sustainability information
and related datapoint SFDR ( 23 ) reference Pillar 3 ( 24 ) reference ( 25 ) reference ( 26 ) reference statement (Group level)

ESRS E1-7 Regulation (EU) 2021/1119, p.98 Material for Group

GHG removals and carbon Article 2(1) Level
credits paragraph 56
ESRS E1-9 Delegated Regulation (EU) – Material for the
Exposure of the benchmark portfolio 2020/1818, Annex II Delegated Group
to climate-related physical risks Regulation (EU) 2020/1816, (use of phased-in
paragraph 66 Annex II option)
ESRS E1-9 Article 449a Regulation (EU) No – Material for the
Disaggregation of monetary amounts 575/2013; Commission Group
by acute and chronic physical risk Implementing Regulation (EU) (use of phased-in
paragraph 66 (a) 2022/2453 paragraphs 46 and 47; option)
Template 5: Banking book –
ESRS E1-9 Climate change physical risk: – Material for the
Location of significant assets at Exposures subject to physical risk. Group
material physical risk paragraph 66 (c) (use of phased-in
option)

ESRS E1-9 Breakdown of the carrying Article 449a Regulation (EU) – Material for the
value of its real estate assets by No 575/2013; Commission Group
energy-efficiency classes paragraph Implementing Regulation (EU) (use of phased-in
67 (c) 2022/2453 paragraph 34; option)
Template 2:Banking book –
Climate change transition risk:
Loans collateralised by immovable
property –Energy efficiency of
the collateral
ESRS E1-9 Delegated Regulation (EU) – Material for the
Degree of exposure of the portfolio 2020/1818, Annex II Group
to climate-related opportunities (use of phased-in
paragraph 69 option)

ESRS E2-4 Indicator number 8 Table #1 – Not Material

Amount of each pollutant listed in of Annex 1 Indicator number
Annex II of the E-PRTR Regulation 2 Table #2 of Annex 1
(European Pollutant Release and Indicator number 1 Table #2
Transfer Register) emitted to air, of Annex 1 Indicator number
water and soil, paragraph 28 3 Table #2 of Annex 1
ESRS E3-1 Indicator number 7 Table #2 p.104 Material for Group
Water and marine resources of Annex 1 Level
paragraph 9
71 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

EU Location in the Materiality of

Disclosure Requirement Benchmark Regulation Climate Law sustainability information
and related datapoint SFDR ( 23 ) reference Pillar 3 ( 24 ) reference ( 25 ) reference ( 26 ) reference statement (Group level)

ESRS E3-1 Indicator number 8 Table 2 – Not Material

Dedicated policy paragraph 13 of Annex 1
ESRS E3-1 Indicator number 12 Table – Not Material
Sustainable oceans and seas #2 of Annex 1
paragraph 14
ESRS E3-4 Indicator number 6.2 Table p.114 Material for Group
Total water recycled and reused #2 of Annex 1 Level
paragraph 28 (c)
ESRS E3-4 Indicator number 6.1 Table p.114 Material for Group
Total water consumption in m3 per net #2 of Annex 1 Level
revenue on own operations
paragraph 29
ESRS 2- SBM 3 – E4 paragraph 16 (a) i Indicator number 7 Table #1 – Not Material
of Annex 1
ESRS 2- SBM 3 – E4 paragraph 16 (b) Indicator number 10 Table – Not Material
#2 of Annex 1
ESRS 2- SBM 3 – E4 paragraph 16 (c) Indicator number 14 Table – Not Material
#2 of Annex 1
ESRS E4-2 Indicator number 11 Table p.116 Material for Group
Sustainable land / agriculture #2 of Annex 1 Level
practices or policies paragraph 24 (b)
ESRS E4-2 Indicator number 12 Table – Not Material
Sustainable oceans / seas practices #2 of Annex 1
or policies paragraph 24 (c)
ESRS E4-2 Indicator number 15 Table p.116 Material for Group
Policies to address deforestation #2 of Annex 1 Level
paragraph 24 (d)
ESRS E5-5 Indicator number 13 Table – Not Material
Non-recycled waste paragraph 37 (d) #2 of Annex 1
ESRS E5-5 Indicator number 9 Table #1 – Not Material
Hazardous waste and radioactive of Annex 1
waste paragraph 39
ESRS 2- SBM3 – S1 Indicator number 13 Table – Not Material
Risk of incidents of forced #3 of Annex I
labour paragraph 14 (f)
72 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

EU Location in the Materiality of

Disclosure Requirement Benchmark Regulation Climate Law sustainability information
and related datapoint SFDR ( 23 ) reference Pillar 3 ( 24 ) reference ( 25 ) reference ( 26 ) reference statement (Group level)

ESRS 2- SBM3 – S1 Indicator number 12 Table – Not Material

Risk of incidents of child #3 of Annex I
labour paragraph 14 (g)
ESRS S1-1 Indicator number 9 Table #3 p.134 Material for Group
Human rights policy and Indicator number 11 Level
commitments paragraph 20 Table #1 of Annex I
ESRS S1-1 Delegated Regulation (EU) p.134 Material for Group
Due diligence policies on issues 2020/1816, Annex II Level
addressed by the fundamental
International Labour Organization
Conventions 1 to 8, paragraph 21
ESRS S1-1 Indicator number 11 Table – Not Material
processes and measures for #3 of Annex I
preventing trafficking in human
beings paragraph 22
ESRS S1-1 Indicator number 1 Table #3 p.131 Material for Group
workplace accident prevention policy of Annex I Level
or management system paragraph 23
ESRS S1-3 Indicator number 5 Table #3 p.136 Material for Group
grievance/complaints handling of Annex I Level
mechanisms paragraph 32 (c)
ESRS S1-14 Indicator number 2 Table #3 Delegated Regulation (EU) p.145 Material for Group
Number of fatalities and number of Annex I 2020/1816, Annex II Level
and rate of work-related accidents
paragraph 88 (b) and (c)
ESRS S1-14 Indicator number 3 Table #3 p.145 Material for Group
Number of days lost to injuries, of Annex I Level
accidents, fatalities or illness
paragraph 88 (e)
ESRS S1-16 Indicator number 12 Table Delegated Regulation (EU) p.145 Material for Group
Unadjusted gender pay gap #1 of Annex I 2020/1816, Annex II Level
paragraph 97 (a)
ESRS S1-16 Indicator number 8 Table #3 p.145 Material for Group
Excessive CEO pay ratio of Annex I Level
paragraph 97 (b)
73 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

EU Location in the Materiality of

Disclosure Requirement Benchmark Regulation Climate Law sustainability information
and related datapoint SFDR ( 23 ) reference Pillar 3 ( 24 ) reference ( 25 ) reference ( 26 ) reference statement (Group level)

ESRS S1-17 Indicator number 7 Table #3 p.145 Material for Group

Incidents of discrimination of Annex I Level
paragraph 103 (a)
ESRS S1-17 Non-respect of UNGPs Indicator number 10 Table Delegated Regulation (EU) p.145 Material for Group
on Business and Human Rights and #1 and Indicator n. 14 Table 2020/1816, Annex II Delegated Level
OECD Guidelines paragraph 104 (a) #3 of Annex I Regulation (EU) 2020/1818
Art 12 (1)
ESRS 2- SBM3 – S2 Indicators number 12 and n. – Not Material
Significant risk of child labour or 13 Table #3 of Annex I
forced labour in the value chain
paragraph 11 (b)
ESRS S2-1 Indicator number 9 Table #3 p.149 Material for Group
Human rights policy and Indicator n. 11 Table #1 Level
commitments paragraph 17 of Annex 1
ESRS S2-1 Indicator number 11 and n. 4 p.148 Material for Group
Policies related to value Table #3 of Annex 1 Level
chain workers paragraph 18
ESRS S2-1 Indicator number 10 Delegated Regulation (EU) p.149 Material for Group
Non-respect of UNGPs on Business Table #1 of Annex 1 2020/1816, Annex II Delegated Level
and Human Rights principles and Regulation (EU) 2020/1818,
OECD guidelines paragraph 19 Art 12 (1)
ESRS S2-1 Delegated Regulation (EU) p.149 Material for Group
Due diligence policies on issues 2020/1816, Annex II Level
addressed by the fundamental
International Labor Organisation
Conventions 1 to 8, paragraph 19
ESRS S2-4 Indicator number 14 p.149 Material for Group
Human rights issues and incidents Table #3 of Annex 1 Level
connected to its upstream and
downstream value chain paragraph 36
ESRS S3-1 Indicator number 9 Table p.157 Material for Group
Human rights policy #3 of Annex 1 and Indicator Level
commitments paragraph 16 number 11 Table #1 of
Annex 1
74 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

EU Location in the Materiality of

Disclosure Requirement Benchmark Regulation Climate Law sustainability information
and related datapoint SFDR ( 23 ) reference Pillar 3 ( 24 ) reference ( 25 ) reference ( 26 ) reference statement (Group level)

ESRS S3-1 Indicator number Delegated Regulation (EU) p.157 Material for
non-respect of UNGPs on Business 10 Table #1 Annex 1 2020/1816, Annex II Delegated Group Level
and Human Rights, ILO principles or Regulation (EU) 2020/1818,
OECD guidelines paragraph 17 Art 12 (1)
ESRS S3-4 Indicator number 14 p.157 Material for
Human rights issues and Table #3 of Annex 1 Group Level
incidents paragraph 36
ESRS S4-1 Policies related to Indicator number 9 p.162 Not Material*
consumers and end-users Table #3 and Indicator (*disclosed due
paragraph 16 number 11 Table #1 of to stakeholders’
Annex 1 interests)
ESRS S4-1 Indicator number Delegated Regulation (EU) p.165 Not Material*
Non-respect of UNGPs on Business 10 Table #1 of Annex 1 2020/1816, Annex II Delegated (*disclosed due
and Human Rights and OECD Regulation (EU) 2020/1818, to stakeholders’
guidelines paragraph 17 Art 12 (1) interests)
ESRS S4-4 Indicator number p.165 Not Material*
Human rights issues and 14 Table #3 of Annex 1 (*disclosed due
incidents paragraph 35 to stakeholders’
interests)
ESRS G1-1 Indicator number – Not Material
United Nations Convention against 15 Table #3 of Annex 1
Corruption paragraph 10 (b)
ESRS G1-1 Indicator number 6 – Not Material
Protection of whistle-blowers Table #3 of Annex 1
paragraph 10 (d)
ESRS G1-4 Indicator number 17 Delegated Regulation (EU) – Not Material
Fines for violation of anti-corruption Table #3 of Annex 1 2020/1816, Annex II)
and anti-bribery laws paragraph 24 (a)
ESRS G1-4 Indicator number 16 – Not Material
Standards of anti- corruption and Table #3 of Annex 1
anti- bribery paragraph 24 (b)

IRO-2_13
The material information to be disclosed regarding impacts, risks and opportunities is determined based on specific and/or generic criteria established during the double materiality assessment process across
all ESRS topics. Consequently, each general and topical ESRS provides further elaboration on the utilised materiality assessment criteria.
75 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

EU Taxonomy
As part of the EU’s plan to direct investments towards a more sustainable economy aligned with the European Green Deal, the European Commission defined
a classification system of sustainable activities under the Taxonomy Regulation in 2020. The EU Taxonomy Regulation establishes a common definition of
environmentally sustainable economic activities for investors, corporates, policymakers and other stakeholders.
The Climate Delegated Act1 introduced two environmental objectives – climate change mitigation and climate change adaptation – which have applied since 2022. In June 2023,
the Environmental Delegated Act2 brought into effect the remaining four objectives: sustainable use and protection of water and marine resources; transition to a circular economy; pollution
prevention and control; and protection and restoration of biodiversity and ecosystems.
We believe the EU Taxonomy is a valuable tool for guiding our sustainability strategy, including decarbonisation, the circular economy and sustainable product development. However, it is important to recognise
two key factors:
1. According to the EU Taxonomy Delegated Acts, our main economic activity of ‘Food and beverage manufacturing’ is not considered eligible.
2. EU Taxonomy is still evolving and is open to interpretation, potentially leading to adjustments in the future.

Taxonomy eligibility and alignment assessment

An economic activity is considered Taxonomy-eligible if it is described in the relevant Delegated Acts for one of the six environmental objectives, irrespective of whether it meets the technical screening criteria
(TSC).
For an eligible economic activity to be considered aligned with the EU Taxonomy, it must:
a) substantially contribute to at least one environmental objective;
b) meet the TSC defined for each activity;
c) do no significant harm (DNSH) to any of the remaining objectives; and
d) comply with minimum social safeguards.

Technical screening Do no significant harm

Substantial contribution Minimum safeguards
criteria (TSC) (DNSH)

Economic activity makes Economic activity complies with Economic activity does not Company establishes minimum
Economic
substantial contribution to at
least one of the environmental
objectives
+ the applicable TSC
+ cause significant harm to the
other environmental objectives + safeguarding procedures for
human rights, bribery and
corruption, taxation and
= activity is
taxonomy-
fair competition aligned

1. Commission Delegated Regulation (EU) 2021/2139, Commission Delegated Regulation (EU) 2023/2485
2. Commission Delegated Regulation (EU) 2023/2486
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Sustainability Statement continued

Taxonomy Eligibility Assessment

Since our core economic activity of ‘Food and beverage manufacturing’ does not qualify, we instead focus on investments and operating expenses linked to eligible activities either directly under our control,
such as water treatment initiatives at our facilities, or through the procurement of Taxonomy-eligible assets or services from business partners. Such an example is our investment in our vehicle fleet (see below,
section ‘Transportation-related activities’).Following an assessment of our economic activities across all territories, we have identified the following activities that meet the EU Taxonomy eligibility criteria. The
table below groups these activities according to our business areas, including recycling, energy, transportation, real-estate and water.

Economic activity Code Environmental objective Relevance to Coca-Cola HBC

Recycling-related activities

Manufacture of plastic 1.1 Transition to a circular Our Gaglianico plant in Italy produces 100% rPET preforms
packaging goods economy (CE)

Energy-related activities

Production of heat/ 4.25 Climate change Heat sourced from existing processes within our
cool using waste heat mitigation (CCM) plant in Serbia, reducing reliance on natural gas

Transportation-related activities

Transport by motorbikes, passenger 6.5 Climate change Use of passenger cars, including conventional, hybrid and electric
cars and light commercial vehicles mitigation (CCM) vehicles, for management and business development teams
Installation, maintenance and repair 7.4 Climate change Charging stations to support hybrid plug-in and electric cars
of charging stations for electric vehicles mitigation (CCM)
in buildings

Real estate-related activities

Acquisition and ownership of buildings 7.7 Climate change Relevant to non-production buildings (e.g. offices)
mitigation (CCM) leased for Coca-Cola HBC use

Water-related activities

Construction, extension and operation 5.1 Climate change Capacity expansion projects related to water supply and treatment, improving
of water collection, treatment and mitigation (CCM) water-use ratio
supply systems
Renewal of water collection, 5.2 Climate change Upgrade projects related to water supply and treatment
treatment and supply systems mitigation (CCM)
Urban waste water treatment 2.2 Sustainable use and protection Projects related to wastewater treatment
of water and marine resources (WTR)
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Sustainability Statement continued

Taxonomy non-eligible activities Using circular feedstock as its primary input and To support the expansion of our electric and hybrid In addition, we are undertaking water loss
We regularly monitor relevant updates in the EU surpassing the minimum required percentage fleet, we are investing in charging infrastructure in prevention projects in countries such as Italy and
Taxonomy regulation across all areas of interest of recycled post-consumer material, the plant line with economic activity CCM7.4. By engaging Nigeria, linked to activity CCM5.2. The TSC require
for the Group. As part of our eligibility assessment meets this specific requirement and fully satisfies qualified contractors, we are installing charging closing the gap between current leakage levels
this year, we reviewed several investments with the remaining TSC. points at our offices and facilities, ensuring and the prior three-year average by at least 20%.
sustainability benefits that are currently not convenient access and encouraging further These projects are designed to meet this
considered eligible. For example, our investment Energy-related activities adoption of low-emission vehicles. requirement, further strengthening our approach
in energy-efficient coolers, which play a crucial to sustainable water management.
role in reducing our scope 3 emissions. By the end At our Belgrade facility in Serbia and in line Real estate-related activities
with economic activity CCM4.25 we have installed Taxonomy alignment assessment –
of 2024, 60% of our coolers in markets outside
Egypt were energy efficient, versus 55% in 2023. a heat pump that recovers waste heat from existing Eligible buildings associated with economic Do No Significant Harm
We continue to monitor such investments, to processes and repurposes it in subsequent activity CCM7.7 include non-production-related For all economic activities that demonstrate
be better prepared to assess alignment should production processes, fully meeting the TSC. properties, such as office premises or standalone substantial contribution to at least one EU
relevant activities become eligible in the future. By reducing our reliance on natural gas, this initiative warehouses, which we lease for administrative and Taxonomy environmental objective, we have
lowers our direct scope 1 emissions and supports support functions. Due to limited availability of conducted an assessment against the DNSH
Taxonomy alignment assessment – our goal of achieving net zero emissions by 2040. data per property and challenges related to DNSH criteria. Where we have direct oversight – such
Substantial contribution criteria, we will not claim alignment in 2024. as in our own facilities – we have carried out a
To ensure an accurate interpretation of the Transportation-related activities detailed evaluation based on available data from
Water-related activities local operations. If the activity falls outside our
EU Taxonomy regulation and its TSC, we have
formed working groups of internal and external Our continuous investment in our fleet is considered direct control, as is the case for our vehicle leasing
eligible under the economic activity CCM6.5. This Climate change affects both water availability and under activity CCM6.5, we rely on suppliers to
industry and environmental experts and have
includes investments in both conventional and quality. We are committed to protecting this valuable provide the necessary DNSH-related information.
adopted a prudent approach for assessing
alternative fuel vehicles used by management resource, particularly in areas facing scarcity or
Taxonomy alignment. Climate change mitigation
and business development teams. In 2024, we heightened risk. Our Mission 2025 sets specific
have reduced our own fleet’s carbon footprint by targets for water, including reducing water used per For activity CE1.1, the process relies entirely
Recycling-related activities litre of beverage by 20% compared with our 2017 on mechanical recycling, without the use
42%, a reduction of about 42,465 tonnes of CO2
compared to our 2017 baseline2. baseline, in plants located in water risk areas. We also of chemically recycled or sustainable
According to EU Taxonomy, the Gaglianico plant recycle wastewater from our manufacturing sites, bio-waste feedstock.
fits the criteria of eligibility under the CE1.1 As we procure our vehicles from a select returning it safely to the environment.
economic activity, significantly contributing to the group of leasing companies, our ability to claim Climate change adaptation
‘transition to a circular economy’ environmental alignment with the EU Taxonomy depends on their With our growing presence in Egypt, we continue to For economic activities CE1.1, CCM4.25, CCM5.1,
objective. To enable the transition of our Italian compliance with its criteria. Original Equipment improve our water management and wastewater CCM5.2 and CCM7.4, the EU Taxonomy requires a
business to 100% rPET1, we have converted our Manufacturers (OEMs) provide most of the treatment efforts in the country. At our Alexandria robust climate risk and vulnerability assessment.
Gaglianico plant into an innovative hub, which can required information, leading to a significant plant, we are replacing and expanding the water In accordance with the DNSH criteria, we
transform up to 30,000 tonnes of post-consumer part of our fleet meeting the TSC. However, due treatment infrastructure in line with activity conducted such analyses at our relevant sites,
PET per year into new 100% recycled PET to challenges with the DNSH criteria, as described CCM5.1, meeting the relevant TSC. At our Sadat assessing potential physical climate-related risk
preforms, covering our beverage bottling needs in the ‘Pollution prevention and control’ section plant, we are introducing a new wastewater factors based on material climate risks as defined
in the country. In addition, the plant’s use of 100% below, we will claim zero alignment to CCM6.5 in treatment facility under activity WTR2.2. Due to in Appendix A3 of the Regulation. We have
renewable electricity reduces CO2 emissions per 2024. We will review alignment again in 2025, as the complexity of data collection relevant to this considered Intergovernmental Panel on Climate
preform by up to 70%, compared to virgin plastic. regulatory developments and suppliers’ project, we cannot conclude with the Taxonomy Change scenarios and multiple time horizons.
progress may allow for a reassessment assessment. For more details on initiatives Where we identified exposure to physical risks in
of compliance with Taxonomy criteria. concerning Egypt, including the loan awarded certain asset locations, we performed a second-
by the European Bank for Reconstruction and level assessment to review asset readiness and
Development and the Global Environment Facility local regulations and then analysed potential
grant, see ‘E3 Water and Marine Resources’ adaptation measures as needed.
section of the Sustainability Statement.
1. Excluding Water
2. Excluding Egypt
3. Delegated Act (EU) 2021/2178.
78 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Sustainable use and protection of water For activity CCM6.5, certain DNSH requirements Human and labour rights Anti-bribery and anti-corruption
and marine resources remain an industry-wide challenge, such as the We are committed to upholding internationally We maintain a zero-tolerance approach to
For activity CE1.1, which involves producing one requiring vehicle tyres to comply with strict recognised human rights and labour standards as bribery and corruption. As part of our Group
preforms, the dry production process does not noise and rolling resistance standards. Given the outlined in the United Nations Universal risk assessment, we regularly review the risk
materially impact water resources and the plant current limitations in verifying full alignment Declaration of Human Rights, the International of inadvertent non-compliance with anti-bribery
operates under a valid environmental permit. For across all required criteria, we are following a Labour Organization’s fundamental conventions, and anti-corruption laws to maintain the
activities CCM5.1 and CCM5.2, we review source prudent approach and will not claim alignment for the United Nations Global Compact and the highest standards of ethical business conduct.
vulnerability assessments that inform our water activity CCM6.5 in 2024. Despite this, we remain United Nations Guiding Principles on Business and Our Anti-bribery Policy applies to all employees,
management protection plans, which are committed to fleet electrification as part of our Human Rights and OECD Guidelines. This subsidiaries and joint ventures under our control
periodically updated. long-term transition strategy. commitment is embedded in our Human Rights worldwide. For joint ventures where we do not
Protection and restoration of biodiversity Policy and enforced through our Code of Business have control, we actively encourage our partners
Transition to a circular economy
and ecosystems Conduct (‘Code’) and Supplier Guiding Principles. to adopt similar standards. The Policy also
For activity CCM4.25, the EU Taxonomy requires All our employees, managers and Directors, as extends to third parties acting on our behalf, such
using equipment and components that are For activity CE1.1, a biodiversity impact screening
well as business partners such as suppliers, as suppliers, distributors, agents, consultants and
durable, recyclable and easy to dismantle and was conducted when granting the environmental
distributors and contractors, are expected to contractors, and includes any subcontractors
refurbish, where feasible. It is confirmed by permit for the Gaglianico plant, in line with local
follow these principles. To prevent potential they engage. These expectations are reinforced
our supplier that the equipment used meet legislation. For activity CCM4.25, environmental
issues, we identify and assess adverse impacts through our Supplier Guiding Principles, which
these criteria. impact assessments are mandatory for facilities
and conduct independent third-party audits of include a specific section on Anti-bribery
with a capacity of ≥ 50MW. However given our
Pollution prevention and control both our plants and key suppliers of ingredients and relevant procedures and align with our
0.8MW heat pump falls below this threshold,
For pollution prevention and control, the and packaging materials. If breaches occur, commitment to ethical and transparent business
no studies are required as confirmed by the
Taxonomy Regulation emphasises avoiding the employees and third parties can report them practices. Our Suppliers Guiding Principles are
relevant environmental authority. In addition,
manufacture, placement in the market or use of through the Ethics and Compliance helpline – regularly communicated to all our suppliers as
environmental impact assessments are
restricted and reportable substances as defined our whistleblower ‘SpeakUp!’ hotline – that allows part of their selection process, as well as during
available for the key sites relevant to activities
by European legislation on chemicals. In the case anonymous submissions. We also provide physical audits where applicable. We have also
CCM5.1 and CCM5.2.
of activity CE1.1, where we produce preforms regular mandatory training on the Code to established an anti-bribery due diligence process
for beverage bottles, we follow all applicable Taxonomy alignment assessment – ensure ongoing compliance and understanding. on third parties representing us with government
As of 2024, Coca-Cola HBC has not been found authorities. To support compliance, we conduct
regulations and no harmful substances are used. Minimum safeguards liable for any human rights or labour violations, mandatory training for all employees on our Code
For activity CCM4.25, it has been confirmed by For an economic activity to be considered aligned
our supplier that the heat pump meets Ecodesign nor has it been involved in related litigation. and our Anti-bribery Policy every three years.
with the Taxonomy, Coca-Cola HBC must comply In addition, for employees in higher-risk roles,
and Energy Labelling requirements1, aligns with with the minimum social safeguards defined in
the top energy class standards2 and represents including senior management, the legal
Article 18 of the Regulation3. department provides targeted annual training
the best available technology.
Unlike the TSC and DNSH criteria, which apply at to address specific regional and functional risks.
the activity level, compliance with the minimum We have established grievance mechanisms,
safeguards is assessed4 at Group level. The EU including an independently operated
Taxonomy identifies four key pillars of these whistleblower ‘SpeakUp!’ line, available in all
safeguards – human and labour rights, anti-bribery Coca-Cola HBC countries in local languages.
and anti-corruption, fair competition and taxation.
We have reviewed each pillar and have concluded
that we apply the necessary procedures and
policies to meet the EU Taxonomy standards.

1. Directive 2009/125/EC
2. Regulation (EU) 2017/1369
3. Regulation EU (ΕΕ) 2020/852
4. Assessment based on the ‘Final Report on Minimum Safeguards’ published by the Platform on Sustainable Finance (PSF) in October 2022, in the absence of further guidance from the European Commission
79 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

In 2024, we identified four confirmed cases Taxation Capital expenditure (Capex) Our operations do not include activities related
of corruption involving employees. All were We are committed to complying with both the Taxonomy-relevant Capex is determined as to natural gas or nuclear energy, as per the
thoroughly investigated in accordance with spirit and letter of all applicable tax laws, rules and follows: following table:
internal guidelines, resulting in appropriate regulations in every jurisdiction where we operate.
actions, including the dismissal of four individuals • Capex denominator: This includes the total
Our Tax Policy outlines governance procedures additions of property, plant and equipment, and Nuclear energy related activities
– one of whom had already left the company and risk management best practices to ensure intangible assets as well as the addition of right- 1. CCHBC carries out, funds or has exposures No
before the violation was discovered. Of the robust tax compliance and reporting across the of-use assets for leases recognised under IFRS to research, development, demonstration
four incidents, three resulted in employee Group. We publish a Tax Transparency Report that and deployment of innovative electricity
dismissal or disciplinary action, while one 16. These relate to Notes 13, 14 and 16 of the
reflects our commitment to openness and consolidated financial statements. In 2024, the
generation facilities that produce energy from
involved a supplier, leading to the non-renewal accountability. Additionally, we closely monitor nuclear processes with minimal waste from
of their business contract. No public legal Capex additions amounted to €795.2 million. the fuel cycle.
developments in the fast-evolving tax reporting • Capex numerator: For eligibility, capital
cases were brought against Coca-Cola HBC landscape to prepare for upcoming regulatory 2. CCHBC carries out, funds or has exposures No
during the reporting period. expenditure has been allocated to assets
changes. In this regard, we collaborate with associated with the Taxonomy-eligible activities
to construction and safe operation of new
trusted tax advisers and statutory auditors to nuclear installations to produce electricity or
Fair competition listed above. For alignment, the eligible assets
ensure our approach remains compliant and process heat, including for the purposes of
We are committed to promoting awareness have been thoroughly assessed against the district heating or industrial processes such
and ensuring full compliance with applicable aligned with best practices. respective TSC and DNSH criteria. As a result, as hydrogen production, as well as their safety
competition laws and regulations across all our we identified €5.3 million in EU Taxonomy- upgrades, using best available technologies.
Explanation of key performance indicators
operations. Mandatory annual trainings on aligned investments linked to activities CE1.1, 3. CCHBC carries out, funds or has exposures to No
In accordance with Annex I to the Delegated Act
competition law for employees, including senior CCM4.25, CCM5.1, CCM5.2 and CCM7.4. safe operation of existing nuclear installations
under Article 8 of the EU Taxonomy Regulation,
management, are implemented across all that produce electricity or process heat,
the following KPIs are used to determine the Operating expenditure (Opex) including for the purposes of district heating
countries. In 2024, there were no decisions with
proportion of eligible and aligned activities. By • Opex denominator: This refers to direct or industrial processes such as hydrogen
findings of anti-competitive behaviour on the
relying on our detailed financial statements, non-capitalised costs related to research and production from nuclear energy, as well as
part of our company.
clearly distinguishing activity definitions and development, building renovation measures, their safety upgrades.
allocating appropriately expenses, we ensure that short-term leases, maintenance and repair Fossil gas related activities
double counting is avoided. and other direct expenses necessary for 4. CCHBC carries out, funds or has exposures No
Turnover the continued and effective functioning of to construction or operation of electricity
property, plant and equipment. The cost of generation facilities that produce electricity
Turnover corresponds to the net sales figure using fossil gaseous fuels.
goods sold is excluded from the definition,
presented in the consolidated income statement
meaning the installation of solar panels through 5. CCHBC carries out, funds or has exposures to No
under IFRS 15, as detailed in Note 7 to the
Power Purchase Agreements and the cost of construction, refurbishment, and operation
consolidated financial statements. No eligible or
sustainable packaging materials, such as rPET, of combined heat/cool and power generation
aligned turnover is recognised, as the ‘Food and facilities using fossil gaseous fuels.
are considered out of scope. For Coca-Cola
beverage manufacturing’ economic activity is not
HBC, we considered expenditures related to 6. CCHBC carries out, funds or has exposures to No
in scope of the EU Taxonomy Regulation.
repair & maintenance, day-to-day servicing of construction, refurbishment and operation of
assets and short-term leases. heat generation facilities that produce heat/
• Opex numerator: This captures Opex cool using fossil gaseous fuels1.
associated with activities deemed eligible and
1. With most CHP facilities operated by third parties, the most
aligned. In 2024, while activities CE1.1, CCM6.5
relevant expenditures fall under Opex, specifically utilities, which
and CCM7.7 were all identified as having eligible represent insignificant amounts. Moreover, utilities are not
Opex, only activity CE1.1 contributed to the recognized as part of the EU Taxonomy denominator.
€1.0 million of aligned Opex.
80 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Tables of EU Taxonomy KPIs

Turnover
Substantial Contribution Criteria DNSH criteria (‘Does Not Significantly Harm’)

Taxonomy
aligned (A.1.) or
eligible (A.2) Enabling3 Transitional4
Proportion of Climate Change Climate Change Circular Biodiversity and Climate Change Climate Change Circular Minimum proportion of activities activities
Economic Activities Code1 Absolute Revenue Revenue Mitigation Adaptation Water Pollution Economy ecosystems Mitigation Adaptation Water Pollution Economy Biodiversity Safeguards Revenue (2023) category category

€ million % Y, N, EL, N/EL2 Y, N, EL, N/EL Y, N, EL, N/EL Y, N, EL, N/EL Y, N, EL, N/EL Y, N, EL, N/EL Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N % E T

A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Turnover from environmentally sustainable activities (Taxonomy-aligned)
Turnover from environmentally
sustainable activities 0.0 0.00%
(Taxonomy-aligned) (A.1)
Of which enabling (E) 0.0 0.00%
Of which transitional (T) 0.0 0.00%
A.2 Taxonomy-Eligible Turnover (not Taxonomy-aligned)
Turnover from Taxonomy-
eligible but not
environmentally sustainable 0.0 0.00%
activities (activities that are
not Taxonomy-aligned) (A.2)
A. Turnover from Taxonomy-eligible 0.0 0.00%
activities (A.1+A.2)
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Turnover from activities that 10,754.4 100.00%
are not Taxonomy-eligible
Total (A+B) 10,754.4 100.00%

1. The Code abbreviations of the relevant environmental objective to which the economic activity is eligible to make a substantial contribution: CCM = climate change mitigation; CCA = climate change adaptation; WTR = water and marine resources; PPC = pollution, prevention and control;
CE = circular economy; BIO = biodiversity and ecosystems.
2. Meaning of abbreviations: Y = Yes, Taxonomy-eligible and Taxonomy-aligned activity with the relevant environmental objective; N = No, Taxonomy-eligible but not Taxonomy-aligned activity with the relevant environmental objective; EL = Eligible, Taxonomy-eligible activity for the relevant
objective; N/EL = Not eligible, Taxonomy-non-eligible activity for the relevant environmental objective; n/a = Not applicable, the criterion does not apply when assessing the DNSH of the specific activity.
3. Enabling Activities: An economic activity qualifies if it directly supports other activities in achieving a substantial contribution to one or more environmental objectives. To be classified as enabling, the activity must not result in a lock-in of assets that undermine long-term environmental
goals, considering the economic lifetime of those assets and have a substantial positive environmental impact based on life-cycle considerations.
4. Transitional activities: These are activities for which no technologically and economically feasible low-carbon alternatives currently exist but that support the transition to a climate-neutral economy. They must align with a pathway that limits the global temperature increase to 1.5 degrees
Celsius above pre-industrial levels.
81 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Tables of EU Taxonomy KPIs continued

Capex
Substantial Contribution Criteria DNSH criteria (‘Does Not Significantly Harm’)

Taxonomy
aligned (A.1.)
or eligible (A.2) Enabling3 Transitional4
Proportion of Climate Change Climate Change Circular Biodiversity and Climate Change Climate Change Circular Minimum proportion of activities activities
Economic Activities Code1 Absolute Capex Capex Mitigation Adaptation Water Pollution Economy ecosystems Mitigation Adaptation Water Pollution Economy Biodiversity Safeguards Capex (2023) category category

Y, N, EL, Y, N, EL, Y, N, EL, Y, N, EL, Y, N, EL,

€ million % N/EL2 N/EL N/EL N/EL Y, N, EL, N/EL N/EL Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N % E T

A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Capex from environmentally sustainable activities (Taxonomy-aligned)
Manufacture of plastic CE 1.1 0.5 0.06% N/EL N/EL N/EL N/EL Y N/EL Y Y Y Y n/a Y Y
packaging goods
Production of heat/cool using CCM 4.25 0.8 0.10% Y N N/EL N/EL N/EL N/EL n/a Y n/a Y Y Y Y
waste heat
Construction, extension and
operation of water collection, CCM 5.1 1.0 0.12% Y N N/EL N/EL N/EL N/EL n/a Y Y n/a n/a Y Y
treatment and supply systems
Renewal of water collection, CCM 5.2 2.7 0.34% Y N N/EL N/EL N/EL N/EL n/a Y Y n/a n/a Y Y
treatment and supply systems
Installation, maintenance and repair
of charging stations for electric CCM 7.4 0.4 0.05% Y N N/EL N/EL N/EL N/EL n/a Y n/a n/a n/a n/a Y E
vehicles in buildings (and parking
spaces attached to buildings)
Capex from environmentally sustainable 5.3 0.67% 0.61% 0.00% 0.00% 0.00% 0.06% 0.00% Y Y Y Y Y Y Y
activities (Taxonomy-aligned) (A.1)
Of which enabling (E) 0.4 0.05% 0.05% 0.00% 0.00% 0.00% 0.00% 0.00% E
Of which transitional (T) 0.0 0.00% 0.00% T
A.2 Taxonomy-Eligible CapEx (not Taxonomy-aligned)
Urban waste water treatment WTR 2.2 1.2 0.15% N/EL N/EL EL N/EL N/EL N/EL
Construction, extension and
operation of water collection, CCM 5.1 0.4 0.06% EL N N/EL N/EL N/EL N/EL
treatment and supply systems
Renewal of water collection, CCM 5.2 1.7 0.21% EL N N/EL N/EL N/EL N/EL
treatment and supply systems
Transport by motorbikes,
passenger cars and light CCM 6.5 48.7 6.12% EL N N/EL N/EL N/EL N/EL
commercial vehicles
Installation, maintenance and
repair of charging stations for CCM 7.4 0.4 0.05% EL N N/EL N/EL N/EL N/EL
electric vehicles in buildings
Acquisition and ownership of CCM 7.7 33.9 4.26% EL N N/EL N/EL N/EL N/EL
buildings
Capex from Taxonomy-eligible but not
environmentally sustainable activities 86.3 10.85% 10.70% 0.00% 0.15% 0.00% 0.00% 0.00%
(activities that are not Taxonomy-aligned) (A.2)
A. Capex from Taxonomy-eligible 91.6 11.52% 11.30% 0.00% 0.15% 0.00% 0.06% 0.00%
activities (A.1+A.2)
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Capex from activities that are not 703.6 88.48%
Taxonomy-eligible
Total (A+B) 795.2 100.00%

1. The Code abbreviations of the relevant environmental objective to which the economic activity is eligible to make a substantial contribution: CCM = climate change mitigation; CCA = climate change adaptation; WTR = water and marine resources; PPC = pollution, prevention and control;
CE = circular economy; BIO = biodiversity and ecosystems.
2. Meaning of abbreviations: Y = Yes, Taxonomy-eligible and Taxonomy-aligned activity with the relevant environmental objective; N = No, Taxonomy-eligible but not Taxonomy-aligned activity with the relevant environmental objective; EL = Eligible, Taxonomy-eligible activity for the relevant
objective; N/EL = Not eligible, Taxonomy-non-eligible activity for the relevant environmental objective; n/a = Not applicable, the criterion does not apply when assessing the DNSH of the specific activity.
3. Enabling Activities: An economic activity qualifies if it directly supports other activities in achieving a substantial contribution to one or more environmental objectives. To be classified as enabling, the activity must not result in a lock-in of assets that undermine long-term environmental
goals, considering the economic lifetime of those assets and have a substantial positive environmental impact based on life-cycle considerations.
4. Transitional activities: These are activities for which no technologically and economically feasible low-carbon alternatives currently exist but that support the transition to a climate-neutral economy. They must align with a pathway that limits the global temperature increase to 1.5 degrees
Celsius above pre-industrial levels.
82 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Tables of EU Taxonomy KPIs continued

Opex
Substantial Contribution Criteria DNSH criteria (‘Does Not Significantly Harm’)

Taxonomy
aligned (A.1.) or
eligible (A.2) Enabling3 Transitional4
Proportion of Climate Change Climate Change Circular Biodiversity and Climate Change Climate Change Circular Minimum proportion of activities activities
Economic Activities Code1 Absolute Opex Opex Mitigation Adaptation Water Pollution Economy ecosystems Mitigation Adaptation Water Pollution Economy Biodiversity Safeguards Opex (2023) category category

Y, N, EL, Y, N, EL, Y, N, EL, Y, N, EL, Y, N, EL,

€ million % N/EL2 N/EL N/EL N/EL Y, N, EL, N/EL N/EL Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N/n/a Y/N % E T

A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Opex from environmentally
sustainable activities (Taxonomy-aligned)
Manufacture of plastic CE 1.1 1.0 0.26% N/EL N/EL N/EL N/EL Y N/EL Y Y Y Y n/a Y Y
packaging goods
Opex from environmentally sustainable 1.0 0.26% 0.00% 0.00% 0.00% 0.00% 0.26% 0.00% Y Y Y Y n/a Y Y
activities (Taxonomy-aligned) (A.1)
Of which enabling (E) 0.0 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% E
Of which transitional (T) 0.0 0.00% 0.00% T
A.2 Taxonomy-Eligible Opex (not Taxonomy-aligned)
Transport by motorbikes,
passenger cars and light CCM 6.5 32.8 8.45% EL N N/EL N/EL N/EL N/EL
commercial vehicles
Acquisition and ownership of CCM 7.7 31.0 7.99% EL N N/EL N/EL N/EL N/EL
buildings
Opex from Taxonomy-eligible but not
environmentally sustainable activities 63.8 16.45% 16.45% 0.00% 0.00% 0.00% 0.00% 0.00%
(activities that are not Taxonomy-aligned)
(A.2)
A. Opex from Taxonomy-eligible activities 64.8 16.71% 16.45% 0.00% 0.00% 0.00% 0.26% 0.00%
(A.1+A.2)
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Opex from activities that are not 323.0 83.29%
Taxonomy-eligible
Total (A+B) 387.8 100.00%

1. The Code abbreviations of the relevant environmental objective to which the economic activity is eligible to make a substantial contribution: CCM = climate change mitigation; CCA = climate change adaptation; WTR = water and marine resources; PPC = pollution, prevention and control;
CE = circular economy; BIO = biodiversity and ecosystems.
2. Meaning of abbreviations: Y = Yes, Taxonomy-eligible and Taxonomy-aligned activity with the relevant environmental objective; N = No, Taxonomy-eligible but not Taxonomy-aligned activity with the relevant environmental objective; EL = Eligible, Taxonomy-eligible activity for the relevant
objective; N/EL = Not eligible, Taxonomy-non-eligible activity for the relevant environmental objective; n/a = Not applicable, the criterion does not apply when assessing the DNSH of the specific activity.
3. Enabling Activities: An economic activity qualifies if it directly supports other activities in achieving a substantial contribution to one or more environmental objectives. To be classified as enabling, the activity must not result in a lock-in of assets that undermine long-term environmental
goals, considering the economic lifetime of those assets and have a substantial positive environmental impact based on life-cycle considerations.
4. Transitional activities: These are activities for which no technologically and economically feasible low-carbon alternatives currently exist but that support the transition to a climate-neutral economy. They must align with a pathway that limits the global temperature increase to 1.5 degrees
Celsius above pre-industrial levels.
83 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Strategy • Optimising the routes of light and heavy fleet,

E1-1 Transition plan for climate increasing logistics efficiency and increasing

ESRS E1 – Climate
change mitigation heavy trucks utilization.
• Shifting the existing fleet to innovative
E1-1_01,02,03,05,06,12,13,14,15, technologies and renewable

change
E1.MDR-A_06,07,09,10,11,12 & E1-3_05,06, or alternative fuels.
E1-4_23 • Enhancing the strategic partnerships
with our third-party logistics providers
Our focus on clear targets and robust action plans
and joint investments (accelerate shifting
around climate change is evident in our climate
to alternative fuels, route to market evolution,
transition plan. We have committed to our
shifting of more volume to trains and applying
NetZeroby40 journey since 2021, and the healthy
industry innovations).
liquidity position of the Group ensures proper
funding of relevant initiatives every year. 3. Packaging (includes scope 3 from all primary,
secondary and tertiary packaging used for
Our climate transition plan, first developed in
our products)
2021, covers the full value chain (scope 1, 2 and 3)
and it is as per the 1.5 degree scenario, approved • Implementing our Packaging Mix of the
by the SBTi. Future strategy (increasing recycled PET,
moving from non-reusable one-way glass
Developed by a cross-functional team of experts,
bottles to reusable glass bottles and
the plan was approved by the ELT (through
providing more packageless solutions).
Sustainability SteerCo) and endorsed by the
• Implementing decarbonisation of our
Social Responsibility Committee of the BoD.
primary and secondary packaging materials
Coca-Cola HBC considers five main levers and (aluminium cans, PET bottles, glass bottles,
those are the main actions for each lever: plastic labels, closures, stretch films etc.).
1. Manufacturing (includes scope 1 fuels used, 4. Ingredients (includes scope 3 from all
scope 1 losses of CO2 used for beverage ingredients used for manufacturing of our
carbonation, scope 2 electricity/heat/steam/ beverages)
hot water purchased)
• Decarbonisation initiatives with our suppliers
• Continue implementing and accelerating (engagement of farmers through co-
the energy-efficient projects in our plants development of farming pilots with suppliers,
(deployment of energy saving projects, old using regenerative agricultural practices).
equipment modernization, and installation • Continue reformulation of our products and
of heat pumps & electrification). moving to more lights and zero products in
• Improving the CO₂ yield in the plants. our beverage portfolio.
• Accelerating usage of renewable and/
5. Drink Equipment (includes scope 3 of electricity
or cleaner energy to replace fossil fuel
used by our customers for the drink equipment
in scope 1 or electricity/heat/steam/
we provide, scope 1 for refrigerant losses from
hot water in scope 2.
cold drink equipment)
2. Transportation (includes scope 1 fuels used
• Accelerate the process of providing energy
for own transport, both light and heavy,
efficient drink equipment to our customers
and scope 3 fuels used for outsourced
and finding innovative solutions for further
logistics and transportation)
energy efficiency of our drink equipment.
• Greening the electricity grid mainly in Europe
and with slower pace in Africa.
84 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

For more details on emissions reduction per lever, In the medium term, for the period 2026-2030, Finance Report. Our sustainability-linked revolving ESRS 2 SBM-3 Material impacts, risks and
please see Table 9: Mitigation actions per Capex investments that support our transition credit facility of €800 million remains available until opportunities and their interaction with
decarbonisation lever. plan will gradually increase to reach 37% of Capex April 2026, although not specifically earmarked for strategy and business model
in 2030. Main drivers are the acceleration of funding the transition plan.
Coca-Cola HBC is not excluded from the EU E1.SBM-3_01,05
investments to improve energy efficiency of our
Paris-aligned benchmarks. NetZeroby40 roadmap These initiatives complement the Group’s
manufacturing plants and using more renewable Climate change – caused by greenhouse gas
is presented in the Strategic Report, section ‘Earn broader access to diversified financial resources.
fuel alternatives, the switch to coolers with even (GHG) emissions, emitted from every business
our Licence to operate’ on page 25. Further details on financial instruments and
better energy profile and the increase in the and activity – is leading to global temperature
resource allocation are available in Note 25, p.306.
In 2024, we invested €200 million of capital contribution of returnable glass bottles to our increase and extreme weather conditions around
expenditure (Capex) on projects supporting the package portfolio. As far as investments in Opex/ the world. Global warming impacts environment
E1-1_07
implementation of our climate transition plan, Cogs are concerned, we expect that they will also and society across our entire value chain: from
representing 29.4% of total Capex. We also gradually increase, as we will use more packaging By 2030, the only assets from scope 1 and 2 suppliers, to customers and consumers.
invested €30 million driven by the higher cost of materials with recycled content and purchase in manufacturing that could potentially lead
recycled PET compared to virgin PET, as we more ingredients that are sustainably sourced. to significant locked-in GHG emissions are the Managing our carbon footprint is our major
pursue our strategic objective to reach 35% rPET CHP plants outside Europe and boilers used in transition risk related to climate change in the mid
For the period after 2030, we expect to continue and long term, as emerged from the 2024 Double
by 2025, positively influencing both the reduction manufacturing facilities, as they will still operate
on the 2025-2030 trajectory of investments, Materiality Assessment. The time horizons
of our scope 3 emissions and the transition to a with fossil fuels (natural gas mainly), and it will be
both Capex and Opex/Cogs to support the applied in the analysis and their business
circular economy. difficult to switch to alternative or renewable fuels.
faster reduction of emissions so that we can scenarios alignment are:
We will run an innovation project in two of the
Our accounting system does not separately meet our NetZeroby40 commitment.
manufacturing sites to use biomass for the boilers • Short-term horizon: 2025
classify sustainability-related investments or
Given the fast-paced nature of our business, and based on the results we are planning to
costs, as both are reported in accordance with the Annual business planning cycle which
being a consumer goods company, the rapid implement across all plants by 2040. In logistics,
general financial reporting principles. For Capex, includes consideration of short-term
technological advancements, and the uncertainty we will have around 2,000 own trucks (scope 1) by
however, we apply an internal process to identify risks and opportunities that affect
in the regulatory environment, an attempt to 2030 using fossil fuel. In light fleet, which is leased
expenditures fully aligned with the levers of the annual performance objectives.
assign investment amounts per decarbonisation and changed every four years, we don’t expect
transition plan. This allows us to track and
action could result in misleading information. significant locked-in emissions. • Medium-term horizon: 2030
monitor investments that directly support our
Hence, we maintain the approach we have
commitment to emissions’ reduction but does As per our NetZeroby40 commitment, by 2050 Long-range planning that includes
followed in the past few years and report the
not necessarily consider larger investments that we will not have main assets with significant consideration of risks and opportunities that
percentage of total Capex that is related to
have multiple objectives, even when sustainability locked-in emissions: CHP in operations will be may affect medium-term objectives, financial
projects that support the implementation
is one of them. The Capex and cost of packaging either decommissioned or replaced by renewable viability assurance and allocation of capital
of our transition plan.
materials mentioned above are reflected in fuel, and boilers’ fuel will be replaced by alternative for medium-term investments.
our financial statements, as part of the overall Our sustainable finance approach underpins the systems. By 2050, we don’t expect any of our own
amounts reported in the cash flow statement Group’s ability to align funding strategies with trucks to run on fossil fuel. • Long-term horizon: >2030
and the income statement, reinforcing our sustainability commitments, while supporting Long-term strategic planning including capital
Cumulatively, by 2030 those locked-in emissions
climate change mitigation actions. the UN Sustainable Development Goals and EU investments, mergers and acquisitions, impact
would be around 256,000 tonnes of CO2e or 6.9%
Environmental Objectives. Financing mechanisms of climate change, including meeting our
In 2025, we plan to follow a similar approach, of our scope 1, 2, 3 emissions. Those locked-in
include a diverse range of instruments, ensuring NetZeroby40 commitments.
investing 30% of total Capex on projects emissions are not likely to affect our NetZeroby40
flexibility in meeting both current and future
supporting the implementation of our climate commitment, as they will be effectively managed Further details on the DMA process can be found
financial requirements for action plans.
transition plan. We also expect that the higher and minimised before 2040 as shared above. in the ‘Materiality’ section of the IAR on pages
spend for recycled PET compared to virgin PET The Group’s €500 million green bond, issued As we sell beverages, we don’t expect significant 37 to 40 and on page 59 of this document.
will increase further in 2025 to approximately in September 2022 under the Green Finance locked-in emissions in scope 3 category ‘Use
€60 million, as we accelerate our performance Framework, was fully allocated to eligible projects of sold products’, neither by 2030 nor by 2040
against our Mission 2025 target but also due to by September 2023, as detailed in our Green or 2050.
the EU requirement for a 25% minimum recycled
content on PET beverage bottles.
85 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E1.SBM-3_02 As around 90% of our carbon emissions are scope E1.SBM-3_07 Impact, risk and opportunity management
3, we are dependent on suppliers and customers E1-2 Policies related to climate change
We have a thoroughly designed Business We are keenly aware of the importance of
reducing their carbon emissions. In estimating the mitigation and adaptation
Resilience programme that enables us to delivering on our plans and the potential to adjust
reduction in overall carbon emissions and our
proactively manage risks – and embrace our strategy to respond to emerging needs and
ability to meet our NetZeroby40 targets, we used E1.MDR-P_01, E1-2_01
opportunities – so that we grow sustainably priorities. We continue to decarbonise our value
NGFS data to estimate industry decarbonisation
and meet our short-, medium- and long-term chain, while updating our net zero transition plan Our NetZeroby40 commitment is fully aligned
rates which are assumptions built into our internal
objectives. One of the most significant risks and developing long-term climate scenarios. with our philosophy to support the socio-
plans for meeting our NetZeroby40 target.
to our resilience over the longer term is climate We are also working towards our bold economic development of our communities and
change. By proactively preparing for and managing Included in our assessment of the impact commitment to achieving a net-positive to make a more positive environmental impact.
climate risk through our business strategy and of climate change on our production and impact on biodiversity by 2040 in critical areas In accordance with the Climate Change Policy
capital investments, however, we can harness distribution, we used external data used by the of our value chain, implementing the guidelines and our overall Environmental Policy, we will:
significant opportunities. insurance industry which we consider to be robust. of the Science Based Targets Network, and we
• strive to reduce all our emissions across
However, we note that climate-related data can shifted our deforestation-free commitment
the value chain as much as possible by:
E1.SBM-3_03,04 project general changes under different climate from 2030 to 2025. We continue to expand
scenarios, but cannot predict the timing and our partnerships and seek new collaborations, • advancing the reduction of the energy
In our resilience analysis conducted in 2024,
severity of extreme events, which our facilities as our ambitious goals and commitments can used in our operations;
we used a variety of climate scenarios in our
are most at risk from. We used assumptions on only be achieved through collective action. • expanding our use of renewable energy
assessment of the potential impact of climate
projected increases in insurance premiums from technologies;
change on our business, including: RCP1.9, in With prudent financial risk management, the
statements made by the insurance industry on • deploying more energy-efficient coolers
order to be consistent with our Science Based Group maintains a healthy liquidity position
the impact of climate change, however, we note in the marketplace;
Targets initiative (SBTi) commitment and as and access to various funding sources. As of
that the impact that those projections are based • accelerating our sustainable packaging
representation of a best-case scenario from 31 December 2024, the Group had €1.6 billion
on may not apply to us as they do not take into agenda and our green fleet;
a climate action point of view; RCP4.5, as it available under €5.0 billion Euro medium term
account the actions we are taking to adapt to and • engaging with relevant stakeholders
represents the stated policy position and provides note programme, €0.8 billion available under
mitigate the impact of environmental changes. to combat climate change;
a midpoint scenario, and; RCP8.5, as the ‘worst- €1.0 billion Euro-commercial paper programme,
• working with suppliers to reduce their
case’ or ‘extreme’ scenario, particularly for We used a number of internal assumptions about undrawn revolving credit facility of €0.8 billion and
carbon footprint and to minimise their
physical risks. This enabled us to consider production volume increases to 2040 in order to several bilateral bank loan facilities.
climate impacts; and
a broad range of drivers and their impact. estimate carbon emissions and resource usage,
None of the Group’s debt facilities are subject to • setting roadmaps for emissions reduction
but we recognise that a considerable number of
In considering the cost of carbon emissions, financial covenants that could impact liquidity for all our operations and the main steps in
variables, such as domestic growth rates in each
the more ambitious scenarios assume a greater or access to capital. For further details, the value chain.
of our operating countries, changes in consumer
amount of government use of regulation, taxes refer to Note 25, p.306.
demand and preferences, weather, industry • keep CO2 emission reduction targets as one of
and levies and hence the higher costs of carbon.
actions and competition and government Strong treasury governance ensures a consistent the elements of our long-term management
However, we also assumed that government
regulations, may affect those estimates. supply of committed funding at both central and incentive plans;
intervention would not be consistent across all our
operational levels, optimising liquidity and funding • work with other partners (industries, academia,
markets given our diverse operating territories,
E1.SBM-3_06 risk management to secure the most efficient non-governmental organisations (NGOs),
and therefore countries were grouped into
financing solutions. governments, etc.) on climate change
leaders, followers and laggards in evaluating As a result of our resilience analysis, we continued
mitigation and climate change adaptation;
potential increases in taxes and levies. to improve our assessment of the effects of This diversified funding strategy supports both
• consider all climate risks and opportunities
climate change, with a focus on clear targets operational and strategic needs, enabling the
and integrate them in our business strategy;
and robust action plans. This enables us to Group to allocate resources effectively to the net
• investigate the opportunities for finding
deliver on our commitments, mitigate risks zero transition plan as necessary.
solutions for our residual emissions, such
and take advantage of the opportunities
as biological and/or technological removals;
inherent in change.
• monitor, report and audit our GHG emissions,
targets, results and activities, and publish
transparently our progress in our public files.
86 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E1.MDR-P_01,02 E1.MDR-P_02,05 E1.MDR-P_04

More specifically, our climate change Our engagement strategy also focuses on gaining Through our Environmental Policy, we are
commitments and our climate change policy insights from the different types of relevant committed to implement environmental
cover our entire Company, all scopes 1, 2 and 3, stakeholders that influence our policies, which are management systems, such as ISO 14001.
and all three value chain segments (i.e., upstream, indicatively the following: Moreover, through our Climate Change Policy, we
own operations, downstream). We aim to reach are committed to be aligned with SBTi for our
• We engage with different stakeholders,
net zero emissions across the entire value chain targets.
such as NGOs, suppliers, peer companies,
by 2040 as per the 1.5 degree scenario, and our
regulators, investors, academia, communities,
intermediate emission reduction target by 2030 is E1.MDR-P_03,06
etc., through our Group Annual Stakeholder
approved by the SBTi. There is no greater threat to
Forums and our annual materiality assessment, All policies are publicly available at our website
our collective future than climate change, and we
as well as through ad hoc meetings. (Policies | Coca-Cola HBC) where affected
believe that industry has a key role to play in
• We participate actively to support the set- stakeholders can easily have access to them.
finding sustainable solutions to today’s climate
up and implementation of new packaging Moreover, the net zero transition plan is publicly
challenges. We were one of the first companies
collection schemes at local business unit- available on our website.
to commit to and deliver science-based carbon
level by engaging with peer companies,
reduction targets (SBTs) back in 2016, immediately The CEO is overall responsible for the
municipalities, regulators, customers, etc.
after the UN COP21 in Paris and, after reaching implementation of our sustainability policies.
• We partner with specific NGOs for targeted
those first SBTs, we published our NetZeroby40
environmental and social projects.
commitment across the entire value chain.
• We have regular calls with investors and
Moreover, in our Environmental Policy, we also
financial institutions.
cover: production operations and business
• We proactively monitor different environmental,
facilities; products and services; distribution and
social and governance (ESG) raters/frameworks
logistics; environmental due-diligence in each
in order to understand and adapt to the external
step of the value chain, including mergers and
emerging trends and expectations.
acquisitions, divestments and investments;
• We are part of UNESDA, the Brussels-based
management of waste; suppliers, service
trade association representing the non-
providers and contractors; and other key
alcoholic beverages sector.
business partners (including co-packers,
• We engage with academia, suppliers and
joint ventures, etc.).
start-ups for innovative solutions to tackle
The monitoring process for our policies’ the ESG challenges.
objectives – including the assessment of • We engage with our customers through different
associated impacts, risks and opportunities – value creation activities in sustainability.
is dynamic and rigorously conducted through • We engage with our employees through regular
our Sustainability Committees and the meetings, surveys, ‘Tone of the Top’ messages,
DMA procedure. awareness campaigns, townhall meetings, etc.
• Our local business units actively engage with
the local stakeholders.
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Sustainability Statement continued

E1-3 Actions and resources in relation to climate change policies

E1.MDR-A_01,02,03
We have in place a number of existing and planned actions in order to deliver our climate change policies and achieve our targets and commitments, as presented in the following table.
Table 8: Key actions (existing and planned) in relation to climate change policies

Time horizon Scope of Action

List of Expected Relation to policy objectives/ targets (where Value chain Geographical Affected
actions Current Planned outcome relevant) Activities segment boundaries stakeholders

Top 20 energy savers Yes Continuous Scope 1 carbon emissions In accordance with the Climate Reduction of energy consumption Own All markets Employees,
programme reduction and cost savings Change Policy and our overall by improving efficiency of main operations Suppliers
Environmental Policy, we strive to energy consumers such as high-
reduce all our emissions across pressure compressors, boilers,
the value chain as much as possible bottle blowing processes and
by advancing the reduction of the introducing heat pumps
energy used in our operations.
Increase of renewable Yes Continuous Scope 1 & 2 (market-based) Expanding our use of renewable Current installations of roof-top PVs Own Egypt, Nigeria, Employees,
energy consumption emissions savings and climate energy technologies owned by Coca-Cola HBC and also operations Switzerland, Italy, Suppliers
through the installation resilience owned by third-party providers Austria, Czech
of solar PV Republic, Greece,
Romania, Croatia
CO2 Yield improvement Yes Continuous Scope 1 carbon emissions Advancing the reduction of the CO2 yield improvement by replacing Own All markets Employees,
reduction energy used in our operations sterile air and nitrogen operations Suppliers
Heat pumps and Yes Continuous Scope 1 & 2 carbon emissions Advancing the reduction of the Energy recovery from existing Own EU countries Employees,
electrification reduction energy used in our operations; manufacturing processes and operations Suppliers
of energy Expanding our use of renewable thermal energy electrification
energy technologies
Alternative and low-carbon Continuous Scope 1 carbon emissions Advancing the reduction of the Introduction of biomass, biogas and Own N. Ireland, Employees
fuels introduction reduction energy used in our operations; other developing solutions operations Austria, Italy,
Expanding our use of renewable Greece
energy technologies
Modernisation of Continuous Scope 1 & 2 carbon emissions Advancing the reduction of the Replacement of depreciated own Own Selective Employees,
manufacturing equipment reduction energy used in our operations; production lines and installation of operations markets as per Suppliers
Expanding the use of renewable new ones with high energy efficiency transition plan
energy technologies
Green Fleet Programme Yes Continuous Scope 1 carbon emissions Accelerating our green fleet Increase the number of electric and Own EU countries Employees,
reduction hybrid fleet (own and leased fleet) operations Suppliers
Low carbon alternative Yes Continuous Scope 3 carbon emissions Working with suppliers to reduce Distribution fleet electrification in Upstream Austria, Third party
fleet introduction of reduction their carbon footprint and to Austria, Switzerland and low carbon Switzerland, logistics
transportation solutions minimise their climate impacts; fuel (HVO) in Italy Italy providers,
Expanding our use of renewable Customers
energy technologies.
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Sustainability Statement continued

Time horizon Scope of Action

List of Expected Relation to policy objectives/ targets (where Value chain Geographical Affected
actions Current Planned outcome relevant) Activities segment boundaries stakeholders

Increase the number of Yes Continuous Scope 3 carbon emissions Deploying more energy-efficient Continue purchasing energy Downstream All markets Customers,
energy-efficient coolers reduction coolers at the marketplace; Engaging efficient new coolers from Suppliers
in the marketplace with relevant stakeholders to our suppliers and replacing
combat climate change old coolers with energy-efficient
ones
For packaging initiatives Yes Continuous Scope 3 carbon emissions Accelerating our packaging Using more recycled content and Downstream All markets Customers,
contributing to scope 3, please reduction and packaging waste agenda; reusable/refillable packaging Consumers,
refer to ESRS E5 on pages Engaging with relevant solutions, decarbonisation at Suppliers
121 to 124 stakeholders to combat supplier level; all initiatives for
climate change packaging collection that increase %
collected and recovered packaging
Use of ISO standard for Yes Continuous Scope 3 carbon emissions Working with suppliers to reduce Using supplier-specific emission Upstream Global Suppliers
commodities and supplier reduction their carbon footprint and to factors,providing guiding suppliers
specific LCA development for minimise their climate impacts to work on decarbonisation plans
key direct supplies of raw and and renewable energy, providing
packaging materials supplier Carbon emission
development programme (Supplier
Leadership on Climate – SLoC).

E1.MDR-A_04
As per UNESDA statement “Beverage sector acknowledges its responsibility in playing its part in the fight against climate change and we are committed to help the European Union become a climate neutral
continent by 2050 by driving decarbonisation throughout our value chain – from responsible sourcing of our ingredients to production and distribution of the final products. We know our competitiveness and
long-term success depend on the sustainability of our operations and the resilience of our value chain”. We have not identified direct harm to any stakeholders’ group from our actual impact. All actions we take
are towards decarbonisation by following the applicable regulatory, industry and international standards.

E1.MDR-A_05
In 2024, we made progress on our climate-related actions and plans and for the fourth consecutive year we reached our annual roadmap:
• continued our decarbonisation journey in all five levers in alignment with our NetZeroby40 roadmap;
• focused on packaging decarbonisation using a higher percentage of recycled materials and improving percentage packaging collection;
• supported further roll-out of Deposit Return Schemes in our EU markets;
• promoted Extended Producer Responsibility (EPR) policies and the launch of new packaging collection systems in priority markets;
• cooperated with eight other industry players and three organisations to publish CSR Europe Biodiversity Alliance White Paper “How Companies in Europe Address Biodiversity’;
• expanded our partnerships in water and waste reduction.
In 2021, we committed to achieve net zero emissions across the entire value chain by 2040. This is our most ambitious, complex and forward-looking commitment. We were among the first companies to adopt
science-based reduction targets. In our existing net zero roadmap, our starting point is 2017, the baseline for our science-based targets. We have reduced our absolute total value chain emissions in scopes 1, 2
and 3 by 31% (excluding Egypt) from 2010 to the end of 2024, our absolute value chain reduction in 2024 versus 2017 is 18% (excluding Egypt). These results come from our sustained investment and focus, and
highlight our consistent approach to decarbonisation. Reducing carbon emissions is the non-negotiable goal for our business. We continued to work across our value chain to reduce emissions, with a particular
focus on energy efficiency and renewal, packaging, coolers and ingredients. We do this because we will make the biggest progress by delivering sustainable solutions in these parts of our value chain.
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Sustainability Statement continued

In 2024, we updated our net zero roadmap with three important changes. We integrated our Egyptian operations into our 2030 and NetZeroby40 climate targets, we added new Forest, Land and Agriculture
(FLAG) targets, and we updated our mid-term emissions goal to follow the Well-Below-2-Degrees (WB2D) pathway until 2030 and then the 1.5 degrees pathway until 2040. Due to the FLAG targets
requirements, we are moving our baseline year for the mid-term 2030 emissions reduction targets from 2017 to 2019. With all those changes, our NetZeroby40 target was formally validated by the SBTi. As the
validation came in December 2024, in 2025 we will work to update the roadmap with all those changes and communicate transparently on our website.

E1-3_01,03,04
Table 9: Mitigation actions per decarbonisation lever (action, GHG reductions)
The actions per lever consider our updated net zero roadmap as approved by the SBTi in late December 2024. It includes Egypt acquisition, scope 3 accelerated climate scenario (well below 2 degree Celsius),
and a new baseline year of 2019 (instead of 2017) as per the SBTi Net Zero guideline and the SBTi requirements for FLAG emissions, where 2017 cannot be used as a baseline year. We are going to perform
carbon boundary review and recalculation of our emissions to include FLAG factors in 2025 and will update the roadmap accordingly.
GHG emissions reduction
Achieved Expected Time horizon for
(2024 vs. 2019) (2030 vs. 2019) completing the action Relevant target
tCO 2e tCO 2e Year (link to E1-4)

Manufacturing (includes scope 1 fuels used, scope 1 losses of CO2 used for beverage carbonation, scope 2 electricity/heat/steam/hot +1kt -198kt 2030 Scope 1 and 2 decrease by
water purchased, scope 3 CO2 in product (carbonation) and scope 3 CO2 produced in CHPs): +0.2% -46% 2030 vs. 2019 as per the 1.5
degree climate scenario
• continue implementing and accelerating the energy-efficient projects in our plants (deployment of energy-saving projects, old
(SBT)
equipment modernisation, and installation of heat pumps and electrification);
• improving the CO₂ yield in the plants;
• accelerating usage of renewable and/or cleaner energy to replace fossil fuel in scope 1 or electricity/heat/steam/hot water in scope 2.
Transportation (includes scope 1 fuels used for own transport, both light and heavy, and scope 3 fuels used for outsourced logistics and +6kt -8kt 2030 Scope 1 and 2 decrease by
transportation): +2% -3% 2030 vs. 2019 as per the 1.5
degree climate scenario (SBT);
• optimising the routes of light and heavy fleet, increasing logistics efficiency and increasing heavy trucks utilization;
Scope 3 decrease by 2030 vs.
• shifting the existing fleet to innovative technologies and renewable or alternative fuels;
2019 as per the well below 2
• enhancing the strategic partnerships with our third-party logistics providers and joint investments (accelerate shifting to alternative
degree climate scenario
fuels, route to market evolution, shifting of more volume to trains and applying industry innovations).
Packaging (includes scope 3 from all primary, secondary and tertiary packaging used for our products): +271kt -309kt 2030 Scope 3 decrease by 2030
+21% -21% vs. 2019 as per the well below
• implementing our Pack Mix of the Future strategy (increasing recycled PET, moving from non-reusable one-way glass bottles to
2 degree climate scenario
reusable glass bottles and providing more packageless solutions);
• implementing decarbonisation of our primary and secondary packaging materials (aluminium cans, PET bottles, glass bottles, plastic
labels, closures, stretch films, etc.).
Ingredients (includes scope 3 from all ingredients used for manufacturing of our beverages): +135kt -243kt 2030 Scope 3 decrease by 2030
+10% -17% vs. 2019 as per the well below
• decarbonisation initiatives with our suppliers (engagement of farmers through co-development of farming pilots with suppliers, using
2 degree climate scenario
regenerative agricultural practices);
• continue reformulation of our products and moving to more lights and zero products in our beverage portfolio.
Drink equipment (includes scope 3 of electricity used by our customers for the drink equipment we provide, scope 1 for refrigerants’ -500kt -929kt 2030 Scope 3 decrease by 2030
losses from cold drink equipment): -38% -63% vs. 2019 as per the well below
2 degree climate scenario
• accelerate the process of providing energy-efficient drink equipment to our customers and finding innovative solutions for further
energy efficiency of our drink equipment;
• greening the electricity grid mainly in Europe and with slower pace in Africa.
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Sustainability Statement continued

E1-3_07,08, E1-1_04,06,08 year-on-year emissions targets, 2030 near-term • Reduce direct carbon emissions ratio by 30% our operational emissions vs 2017 (excluding Egypt).
and our 2040 net zero targets. The plan’s main vs 2017. Those approved by the SBTi targets are without
As detailed in the EU Taxonomy section of this
targets are: • 50% of our refrigerators in customer outlets the integrated new acquisition, Coca-Cola HBC
sustainability statement, our core economic activity
will be energy efficient. Egypt operations, as its integration happened in
is not yet included in the published Delegated Acts Overall net-zero target:
• 50% of total energy used in our plants will be 2022, after targets submission and approval in
and is therefore not considered Taxonomy-eligible
• Coca-Cola HBC AG commits to reach net zero from renewable and clean sources. 2021.For the newest targets, approved by the
at this stage. However, we have assessed secondary
greenhouse gas emissions across the value • 100% of the total electricity used in our plants SBTi in December 2024, please refer to previous
activities that contribute to climate change
chain by 2040. in EU and Switzerland will be from renewable page (Net Zero targets and FLAG targets). We report
mitigation. In 2024, 0.67% of total Capex was
and clean source. as per the GHG Protocol Corporate Accounting and
Taxonomy-aligned, also driven by activities Near-term targets:
Reporting Standard. We are covering 100% of our
connected to our climate transition plan. Specifically,
• Energy & Industry: Coca-Cola HBC AG commits E1.MDR-T_04 operational activities. We account and report all
CCM4.25 ‘Production of heat/cool using waste heat’ ,
to reduce absolute scope 1 and 2 GHG emissions seven GHG emissions and report those as
CCM7.4 ‘Installation, maintenance, and repair of Our recently approved by the SBTi targets for
by 46.2% by 2030 from a 2019 base year. Coca- equivalent to CO2. Under scope 2 emissions, we are
charging stations for electric vehicles in buildings’ reducing scope 1 and 2 and scope 3 emissions have
Cola HBC AG also commits to reduce absolute reporting market-based GHG emissions and
and CE1.1 ‘Manufacture of plastic packaging organisation-wide coverage. We are covering 100%
scope 3 GHG emissions by 27.5% within the same separately the location-based scope 2 emissions.
goods’ contributed to aligned Capex. of our operational activities.E1.MDR-T_10
timeframe. Our climate targets are also aligned with the UN SDG
We have also assessed CCM6.5 ‘Transport by • FLAG: Coca-Cola HBC AG commits to reduce As previously mentioned, our climate change Target 13.1, i.e. strengthen resilience and adaptive
motorbikes, passenger cars, and light commercial absolute scope 3 FLAG GHG emissions by commitments cover our entire Company, all scope capacity to climate-related hazards and natural
vehicles’, which relates to the electrification of our 33.3% by 2030 from a 2019 base year.* Coca- 1, 2, 3, and we aim to reach net zero emissions disasters in all countries, as well as Targets 7.2 and 7.3
fleet. Although a significant part of our fleet meets Cola HBC AG commits to no deforestation across the entire value chain by 2040 as per the 1.5 on increased renewable energy and energy
the TSC, due to challenges with the DNSH criteria, across its primary deforestation-linked degree scenario, as well as our intermediate efficiency. We do not use any carbon removal nor
we will claim zero alignment to EU Taxonomy in 2024. commodities, with a target date of December emissions reduction target by 2030 is approved by neutralisation or off-setting/insetting
31, 2025. the SBTi. methodologies to achieve our GHG internal
Looking ahead, we expect to maintain or increase
annual roadmap targets as per the SBTi
EU Taxonomy alignment as we continue to * The target includes FLAG emissions and removals.
E1.MDR-T_08 guidelines.
evaluate investment plans and operational Long-term targets:
expenditures in areas that could become eligible The Group’s annual roadmap of net zero target by
• Energy & Industry: Coca-Cola HBC AG commits E1.MDR-T_11
with the introduction of regulatory updates. 2040 is shown in the net zero chart in the strategic
to reduce absolute scope 1 and 2 GHG emissions part of the IAR, section ‘License to operate’, The Group sets measurable, outcome-oriented
Metrics and targets by 90% by 2040 from a 2019 base year. Coca- page 25. and time-bound targets on material sustainability
E1-4 Targets related to climate change Cola HBC AG also commits to reduce absolute matters through a structured and inclusive process.
scope 3 GHG emissions by 90% within the same Mission 2025 targets related to climate and energy
mitigation and adaptation Stakeholder engagement plays a pivotal role in this
timeframe. are disclosed in the Strategic Report, ‘Key
process, particularly through our Annual Stakeholder
E1.MDR-T_01,02,03,05,06,07, E1-4_01,24 • FLAG: Coca-Cola HBC AG commits to reduce performance indicators’ section on pages 33 to 34.
Forums, where key discussions are taken, and the
absolute scope 3 FLAG GHG emissions by 72% Those targets don’t have interim targets, but only
NetZeroby40 insights gathered are integrated into the formulation
by 2040 from a 2019 base year.* annual roadmaps at Group level disaggregated
Multiple climate scenarios have been taken into of our targets.
further down per BU.
consideration, as outlined in SBM-3_08_09_10, * This target includes FLAG emissions and removals. Additionally, the Group takes into account the
helping assess external drivers, including policy Science-based targets: please see above. E1.MDR-T_09, E1-4_22 requirements of ESG raters, including those of our
developments and market shifts. investors, ensuring that our targets are aligned with
Mission 2025 At the end of 2020, we set and received approval by
In October 2021, we announced our NetZeroby40 their evolving expectations. The UN SDGs also
Developed in 2018, Mission 2025 is a set of the SBTi of our Science-Based Targets by 2030, as
transition plan, as part of our commitment to form a crucial foundation for the Group’s target-
sustainability commitments based on our stakeholder our previous SBT period-closing was end of 2020.
reach net zero absolute emissions across all setting process, guiding our efforts in addressing
materiality matrix and aligned with the UN Sustainable Those targets are reported in the 2024 IAR (as an
scopes by 2040. This target is fully aligned with global sustainability challenges. Through this
Development Goals (SDGs) and their targets. It spans old roadmap): Reduction of absolute scope 1, 2
the 1.5 degree pathway, and it was approved comprehensive approach, the Group ensures that
across six key focus areas to cover our entire value emissions by 55% by 2030 vs 2017 baseline following
by the SBTi in December 2024 (link to the SBTi its targets are relevant, ambitious and responsive
chain, including emissions reduction, with the the 1.5 degree global warming scenario and
website). NetZeroby40 is a carbon emissions to both stakeholder input and global standards.
following commitments: reduction of scope 3 emissions by 21% by 2030 vs.
roadmap including our base-year results, 2017. So far, we have achieved 31% reduction of
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Sustainability Statement continued

E1.MDR-T_12
As per the GHG Protocol, the recalculation policy for base-year emissions and previous years’ emissions is applicable in case of the following changes: 1) significant change in calculation methodology, 2) significant
change in emissions conversion factors (LCAs), 3) investment, divestment, mergers and acquisitions with significant impact to business financials and emissions (>3% of the volume), 4) significant change in the
business growth rate or activity, and 5) mistake or calculation gap found which is bigger than 3%.
In 2024, we have not recalculated our emissions. Emission factors are provided to us by the Institute of Energy and Environment (IFEU) assigned by The Coca-Cola Company (TCCC) and used as the emissions factors
data source to TCCC and their bottling system for regular updates (update as of January 2024).

E1.MDR-T_13
In 2024, we reached 18% reduction of our absolute value chain emissions versus 2017 which is the fourth year of meeting our annual roadmap (please see the Mission 2025 performance table in the strategic
part of the IAR: we overachieved our target on percentage energy-efficient coolers, we continued with 100% renewable and clean electricity in our EU and Swiss plants, and we overachieved our percentage
renewable and clean energy across Coca-Cola HBC plants.)
As part of our performance review, each target is monitored regularly (monthly or quarterly). We report the progress in a specific dashboard. There the status versus the target is colour-coded and disclosed as
difference (absolute and in %). Performance review includes setting corrective measures and follow up.

E1-4_01-17
Table 10: GHG emission reduction targets
Target
Baseline Current reduction:
Baseline GHG Reporting Year % of baseline
Scope year emissions Value Target year GHG emissions

Scope 2 location /
Target % of scope 1, 2 and 3 market-based Coverage of GHG (Year) (tCO 2e) (tCO 2e) (Year) (%)

Old SBT target (by 2024): 100% scope 1 Scope 2 Scope 1 and 2
reduce GHG emissions from direct operations 55% by 2030 vs 2017 (CCH excl. Egypt) and 2 market-based combined 2017 562,608 390,622 2030 55%
Old SBT target (by 2024):
reduce scope 3 GHG emissions 21% by 2030 vs 2017 (CCH excl. Egypt) 100% scope 3 n/a Scope 3 only 2017 4,399,075 3,684,002 2030 21%
545,386 (to be
Scope 1 and 2 adjusted in 2025
Revised target (from 2025) combined after full carbon Will be
Energy and Industry: 100% scope 1 Scope 2 (scope 2 inventory reported in
reduce absolute scope 1 and 2 GHG emissions 46.2% by 2030 from a 2019 base year and 2 market-based market-based) 2019 completion) 2025 2030 46.2%
4,622,844 (to be
adjusted in 2025
after full carbon Will be
Revised target (from 2025): inventory reported in
reduce absolute scope 3 GHG emissions 27.5% by 2030 from a 2019 base year 100% scope 3 n/a Scope 3 only 2019 completion) 2025 2030 27.5%
Will be
Revised target (from 2025) FLAG: 100% FLAG part FLAG 536,389 (to be reported in
reduce absolute scope 3 FLAG GHG emissions 33.3% by 2030 from a 2019 base year of scope 3 n/a scope 3 only 2019 adjusted in 2025) 2025 2030 33.3%

Our targets refer to all GHG types according to the SBTi methodology (e.g., CO2, CH4, N2O, etc.) and they correspond to gross emissions.
Our old roadmap and targets are based on the approved SBT in 2021 when FLAG targets and Net Zero Guidelines were not available.
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Sustainability Statement continued

Our revised roadmap and targets are based on the E1-4_20

(2) Fuel consumption from crude oil and petroleum products (million MWh) 0.47
formally approved by the SBTi in December 2024
Our baseline values are with primary data, assured
net zero target by 2040 and SBT including FLAG (3) Fuel consumption from natural gas (million MWh) 1.11
externally. 2017 was selected as we developed our
by 2030.
Mission 2025 in 2018. Now 2019 is selected as per (4) Fuel consumption from other fossil sources (million MWh) 0
the FLAG requirements and considering the most
E1-4_18 (5) Consumption of purchased or acquired electricity, heat, steam and cooling from
credible data for our Egyptian operations which
Within our recently approved NetZeroby40 were acquired in 2022. We follow GHGP, and we fossil sources (million MWh) 0.36
targets, we have included all relevant emissions have a recalculation policy to recalculate baseline (6) Total fossil energy consumption (million MWh) (calculated as the sum of lines 1 to 5) 1.94
from all our entities from our financial reporting, year as required by the GHG Protocol.
following the materiality threshold as per the GHG Share of fossil sources in total energy consumption (%) 76%
Protocol Standard. We also report 100% of E1-4_21 (7) Consumption from nuclear sources (million MWh) 0
emissions from our joint ventures as there we
The only occasion where we have slightly modified Share of consumption from nuclear sources in total energy consumption (%) 0
have operational control. Our NetZeroby40 target
our baseline year was regarding the development
was formally approved by the SBTi in December (8) Fuel consumption from renewable sources, including biomass (also comprising
of our FLAG targets. To meet the new SBTi
2024. In 2024 we report as per the old science- industrial and municipal waste of biologic origin, biogas, renewable hydrogen, etc.)
recommendation for FLAG targets, that baseline
based target by 2030, also approved by the SBTi (million MWh) 0
year should not be older than 2018, we had to
where Egyptian operations are excluded as they
change our original 2017 baseline to 2019 for (9) Consumption of purchased or acquired electricity, heat, steam and cooling from
were acquired in 2022, after setting the target.
compliance purposes. Furthermore, there were renewable sources (million MWh) 0.62
no credible emissions data for our Egyptian
E1-4_19 (10) The consumption of self-generated non-fuel renewable energy (million MWh) 0
operations related to the years prior to 2019.
We have decreased our absolute direct emissions (11) Total renewable energy consumption (million MWh) (calculated as the sum of lines
by 58% and reduced our absolute total value chain 8 to 10) 0.62
emissions in scopes 1, 2 and 3 by 31% from 2010
E1-5 Energy consumption and mix Share of renewable sources in total energy consumption (%) 24%
to the end of 2024. All our emissions in those years
have been assured by an external organisation, E1-5_01-15 Total energy consumption (million MWh) (calculated as the sum of lines 6, 7 and 11) 2.56
and the assurance statement is available in each
of our Integrated Annual Reports published on Table 11: Energy Consumption and mix
Energy consumption and mix Energy intensity per revenue: 0.2379 kWh/€ revenue.
2024
the website.
(1) Fuel consumption from coal and coal products (million \MWh) 0
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Sustainability Statement continued

E1-6 Gross scopes 1, 2, 3 and Total GHG emissions Gross emissions 2024

E1-6_01-07,08,09,10,11,12,13,17,18,19,20,21,22,24,25,28 Biogenic emissions of CO2 carbon from the combustion or biodegradation 0

of biomass that occur in downstream value chain (include emissions of other
Table 12: Gross scopes 1, 2, 3 and Total GHG emissions
Gross emissions 2024
types of GHG (in particular CH4 and N2O))

Scope 1 Emissions of CO2 that occur in the lifecycle of biomass other than from 0
combustion or biodegradation (such as GHG emissions from processing or
Gross scope 1 GHG emissions (in metric tonnes of CO2e) 342,742 transporting biomass)
% of scope 1 GHG emissions from regulated emission trading schemes 0 Totals
Biogenic emissions of CO2 from the combustion or bio-degradation of biomass 0 Total GHG emissions with location-based scope 2 4,820,256
(include emissions of other types of GHG (in particular CH4 and N2O))
Total GHG emissions with market-based scope 2 4,589,879
Scope 2
Gross scope 2 GHG location-based emissions (in metric tonnes of CO2e) 342,047
% of gross scope 2 GHG location-based emissions 7.1% E1-6_02
Gross scope 2 GHG market-based emissions (in metric tonnes of CO2e) 111,670 Table 13: Gross emissions percentages
% of gross scope 2 GHG market-based emissions 2.4% Gross emissions percentages 2024

% of contractual instruments used for sale and purchase of energy bundled with 42.8% Gross scope 1 emissions from the consolidated accounting group (parent and 100%
attributes about energy generation in relation to scope 2 GHG emissions subsidiaries)

% of contractual instruments used for sale and purchase of unbundled energy 57.2% Gross scope 2 emissions from the consolidated accounting group (parent and 100%
attribute claims in relation to scope 2 GHG emissions subsidiaries)

Biogenic emissions of CO2 carbon from the combustion or biodegradation of 0 Gross scope 1 emissions from investees* 0%
biomass (include emissions of other types of GHG (in particular CH4 and N2O)) Gross scope 2 emissions from investees* 0%
Scope 3
* Associates, joint ventures or unconsolidated subsidiaries that are not fully consolidated in the financial statements of the consolidated
Gross scope 3 GHG emissions for each significant category (in metric tonnes 4,135,467 accounting group, as well as contractual arrangements that are joint arrangements not structured through an entity (i.e., jointly controlled
of CO2eq) operations and assets), for which it has operational control.

% of emissions calculated using primary data obtained from suppliers or other 100%
value chain partners
Biogenic emissions of CO2 carbon from the combustion or biodegradation 0
of biomass that occur in upstream value chain (include emissions of other
types of GHG (in particular CH4 and N2O))
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Sustainability Statement continued

E1-6_03 Gross emissions

(tCO 2 e)
Table 14: Gross emissions absolutes Emissions category 2024
Gross emissions
(tCO 2 e) Other indirect GHG emissions (scope 3) 4,135,467
Emissions category 2024
CO2e from electricity use of cold drink equipment 806,639
Greenhouse gas emissions from operations (Total scope 1) 342,742
CO2e embedded in packaging (Cradle-to-Gate) 1,549,287
CO2e from energy used in plants (scope 1) 196,244
CO2e from sugar and Juice concentrates 1,457,043
CO2e from fuel used in Company vehicles 84,800
CO2e from third-party transports 193,241
Coolant emissions from Cold Drink Equipment (CO2e ) 4,352
CO2e from flights 2,595
CO2e for product carbonation (CO2 losses) 50,582
CO2e from product carbonation 102,799
CO2e from remote properties’ fuel consumption 6,764
CO2e from Remote Properties fuel consumption 5,922
Energy indirect GHG emissions (scope 2 market-based) 111,670
CO2e from electricity consumption in rented and outsourced Remote Properties
CO2e from electricity used in plants (scope 2 market-based) 73,258 market-based 6,315
CO2e from electricity used in plants (scope 2 location-based) 301,897 CO e from CO production in CHPs 11,626
2 2
CO2e from supplied heating and cooling (scope 2) 34,142 GHG emissions absolute and intensity (scope 1, 2 and 3
CO2e from electricity consumption in remote properties, market-based 4,270 – scope 2 market-based) 4,589,879
CO2e from electricity consumption in remote properties, location-based 6,007 GHG emissions absolute and intensity (scope 1, 2 and 3
– scope 2 location-based) 4,820,256
Total emissions scope 2 market-based 111,670
Total emissions scope 2 location-based 342,047
Total emissions (scope 1 and 2 market-based) 454,413
Total emissions (scope 1 and 2 location-based) 684,789
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Sustainability Statement continued

E1-6_04,05,26,27,29
Table 15: Scope 3 categories (numbers don’t include any FLAG emissions, as we are planning to introduce their reporting from 2025 onwards).

Criterion for significance (Magnitude, Relevance as per materiality threshold Reporting boundaries considered, calculation methods
Significant categories financial spend, influence, related Scope 3 emissions (Y/N) for estimating GHG emissions, calculation tools applied
of scope 3 emissions transition risks, stakeholder views, other magnitude (tCO 2e) (E1-6_26, 27) (E1-6_29)

1. Purchased goods and Magnitude/ Materiality to 3,017,955 Y Average data method.

services Corporate Carbon emissions For emission quantification, we multiply the quantities of purchased
inventory materials by the respective ingredients/packaging GHG emissions
factors. We use Ecoinvent, World Food Database and IFEU LCA
assigned by TCCC among others as the source of emission factors.
In the near future, we expect this category emission accounting to
move from current method to a hybrid data method and use supplier-
specific emissions factor where available and reliable.
In 2024, we used specific emission factor for our own in-house
produced rPET. The factor was developed based on the LCA prepared
by IFEU independent experts.
In addition, for our main primary packaging materials, as PET,
aluminum for cans, glass for returnable and one-way bottles, we are
including in the calculation recycling content of materials used
(recycled content comes from our suppliers).
In 2024 we enhanced our reporting capability by automating the
report of the raw and packaging materials used in production. During
this automation process we improved data accuracy.
We are looking in the future to split category 3.1. Ingredients and
packaging emissions based on respective LCA to three main parts:
materials upstream activity, materials transport to Coca-Cola HBC
facility and materials End-of-Life.
2. Capital goods Magnitude/ Materiality to 0 N Not reported in Scope 3 as this category is below materiality
Corporate Carbon emissions threshold, based on The Coca-Cola Company Materiality Analysis
inventory done in 2023 based on biggest bottlers’ input data (including CCHBC)
3. Fuel-and-energy-related Magnitude/ Materiality to 0 N Referring to latest Materiality Assessment done by TCCC
activities (not included in Corporate Carbon emissions
scope 1 or 2) inventory
4. Upstream transportation Magnitude/ Materiality to 193,241 Y Distance-based method.
and distribution Corporate Carbon emissions Under this category, we quantify emissions captured from mileage
inventory driven by third-party fleet, including product Haulage and Distribution,
multiplying by the GHG factor (emissions based on distance from the
calculation tool of WRI-WBCSD GHG Protocol). GHG emission factors
include Tank-To-Wheel emissions.
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Sustainability Statement continued

Criterion for significance (Magnitude, Relevance as per materiality threshold Reporting boundaries considered, calculation methods
Significant categories financial spend, influence, related Scope 3 emissions (Y/N) for estimating GHG emissions, calculation tools applied
of scope 3 emissions transition risks, stakeholder views, other magnitude (tCO 2e) (E1-6_26, 27) (E1-6_29)

5. Waste generated in Magnitude/ Materiality to 0 N Not reported in Scope 3 as this category is below materiality
operations Corporate Carbon emissions threshold, based on The Coca-Cola Company Materiality Analysis
inventory done in 2023 based on biggest bottlers’ input data (including CCHBC).
6. Business travel Magnitude/ Materiality to 2,595 Y Distance-based method.
Corporate Carbon emissions Since 2018, we report GHG emissions from flights related to all
inventory Company employees. We receive emission data from the travel
agencies, they use GHG factors based on the distance travelled and
the travel class (from GHG Protocol). GHG factors used include
Tank-To-Wheel emissions.
7. Employee commuting Magnitude/ Materiality to 0 N We have company owned and leased fleet, including management and
Corporate Carbon emissions functional cars in addition to the company owned and leased heavy
inventory fleet (trucks, vans, etc.) used for the product transportation to
customers and reported under Scope 1 (mobile combustion).
Management and functional cars are used by employees also to
commute between home and office. Fuels and energy used for this
activity is reported as part of Scope 1 (mobile combustion) and that’s
why not included here (to avoid double reporting). Rest of the
employee commuting is below materiality threshold, based on The
Coca-Cola Company Materiality Analysis done in 2023.
8. Upstream leased assets Magnitude/ Materiality to 12,237 Y Average data method.
Corporate Carbon emissions The emissions captured under this category are emissions from
inventory electricity and fuel used in rented and outsourced Remote Properties.
We use location-based emission factors for electricity used in rented
and outsourced Remote Properties.
9. Downstream transportation Magnitude/ Materiality to 0 N These emissions are moved to category 3.4 as 3rd party
and distribution Corporate Carbon emissions transportation and distribution services (as they are contracted and
inventory paid by the company).
10. Processing of sold Magnitude/ Materiality to 0 N We sell Ready-to-Drink products, no processing required by
products Corporate Carbon emissions consumers.
inventory
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Sustainability Statement continued

Criterion for significance (Magnitude, Relevance as per materiality threshold Reporting boundaries considered, calculation methods
Significant categories financial spend, influence, related Scope 3 emissions (Y/N) for estimating GHG emissions, calculation tools applied
of scope 3 emissions transition risks, stakeholder views, other magnitude (tCO 2e) (E1-6_26, 27) (E1-6_29)

11. Use of sold products Magnitude/ Materiality to 102,799 Y Primary data method.
Corporate Carbon emissions In this category we include carbon dioxide used for our product
inventory carbonation. We quantify carbon dioxide based on the product
formulations and multiply by the GHG factor. In case of carbon dioxide,
the GHG emission factor is equal to 1.
12. End-of-life treatment of Magnitude/ Materiality to 0 N End of life treatment is included in the CO2 emission factor of
sold products Corporate Carbon emissions packaging materials and therefore reported in category 3.1.
inventory
13. Downstream leased Magnitude/ Materiality to 806,639 Y Average data method.
assets Corporate Carbon emissions In this category we include emissions from electricity consumption
inventory related to downstream leased assets, which are drink equipment
placed in the customers’ outlets in all our markets. We receive the
information on electricity consumption by type of equipment from
producers. We know number and type of the units in each market and
multiply electricity consumption by the number of units for each type.
Subsequently, the total electricity consumption is multiplied by the
country (location-based) grid factor taken from the IEA database. In
essence, electricity consumption is with primary data and the grid
factor is country average location-based.
14. Franchises Magnitude/ Materiality to 0 N We do not operate any franchises.
Corporate Carbon emissions
inventory
15. Investments Magnitude/ Materiality to 0 N We do not operate with investments
Corporate Carbon emissions
inventory
Other upstream Magnitude/ Materiality to 0 N No other upstream activities are operated by the company.
Corporate Carbon emissions
inventory
Other downstream Magnitude/ Materiality to 0 N No other downstream activities are operated by the company.
Corporate Carbon emissions
inventory

In the above table all CCH subsidiaries and parent companies are considered.
98 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E1-6_0 6 E1-6_30,31
Scope 1 (Direct emissions in direct operations): 7.5% Table 16: GHG emissions intensity (total GHG emissions per net revenue)
GHG emissions intensity (total GHG emissions per net revenue)
Scope 2 (Indirect emissions in direct operations (purchased)): 2.4%
Scope 1, 2 (Location-based) and Scope 3 Scope 1, 2 (Market-based) and Scope 3
Scope 3 (Indirect emissions up/downstream): 90.1%
2024 2024
E1-6_14 448.2 g CO2e/EUR 426.8 g CO2e/EUR
There were no significant changes in the definition of our upstream and downstream value chain
related to emissions reporting. E1-6_32,35

E1-6_15 Table 17: Net revenue amounts for GHG intensity

Net revenue used to calculate GHG intensity €10,754.4 million
The methodologies and significant assumptions for calculation GHG emissions were as follows:
Net revenue (other) €0.0 million
Scope 1: in our GHG emission factors are included: CO2, CH4 , N2O, HFCs, PFCs, SF6 , NF3 . We use
Total net revenue (in financial statements) €10,754.4 million
Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. CO2e factors: mobile
stationary combustion: GHGP tool; Refrigerants: IPCC 2021.
Emissions intensity is calculated in grammes CO2e per litre of produced beverage and in 2024 it is
Scope 2 includes the activities under our operational control, described in our Environmental 287.32g/lpb (all 29 countries included).
Whitebook. In our GHG emissions factor are included: CO2, CH4 , N2O, HFCs, PFCs, SF6 , NF3 .
E1-7 GHG removals and GHG mitigation projects financed through carbon credits
Scope 3: in our GHG emissions factors are included: CO2, CH4 , N2O, HFCs, PFCs, SF6 , NF3 . We use
Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. CO2e factors: mobile and E1-7_01
stationary combustion: GHG tool; electricity: from IEA location-based; Ingredients/Pack materials: LCA Coca-Cola HBC is not currently using any carbon removal or neutralisation or off-setting/insetting
studies made by TCCC. methodologies to meet our GHG roadmap targets. As per the SBTi guidelines, carbon removal
We are working also with the Coca-Cola System team on the Supplier Specific Emission Factors in measures are not permitted at this stage. We commenced the purchase of a small amount of carbon
collaboration with key commodities suppliers, which will enable us to define value chain emissions removals in 2023 and 2024, we accumulate them but we don’t use them in our carbon inventory as per
brought to the business in a much more accurate way in the future. This will create clear visibility of the the SBTi guidelines. At present, we are still gaining knowledge on carbon removals, and we plan to
common interest projects and initiatives with suppliers and partners to decarbonise the business and develop a comprehensive removal strategy once the formal guidelines on removals are finalised.
reach our long-term climate goal – NetZeroby40.
E1-7_02
E1-6_23 We plan to purchase and cancel carbon credits for neutralisation at the end of our net zero target (2040).
Coca-Cola HBC is using a range of contractual instruments for sale and purchase of energy across the
countries in which it operates. Sourcing methods employed include purchasing from an on-site installation E1-7_20
(on-site PPA), and unbundled procurement of energy attribute certificates (EACs), while the main tracking We intend to neutralise any residual emissions with permanent carbon removals at the end of the target.
instruments used are Guarantees of Origins (GOs) or contracts. For more information on the contractual
instruments per country of operation, you may refer to the 2024 CDP Corporate Questionnaire. E1-7_21
No public claims on GHG neutrality involving use of carbon credits were made in 2024.
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Sustainability Statement continued

E1-8 Internal carbon pricing We assessed different climate scenarios, including Paris Ambition (RCP1.9) and Stated Policies
(RCP4.5). The maximum projected prices used in our analysis were:
E1-8_01,04,06,08
• Scope 1: Carbon price is expected to reach €81.8/tCO₂e in 2030 and €155.1/tCO₂e in 2040 under
Table 18: Internal carbon pricing (ICP) schemes the Paris Ambition scenario, and €38.4/tCO₂e in 2030 and €53.8/tCO₂e in 2040 under the RCP4.5
% of gross scope emissions scenario.
(percentage • Scope 2: Carbon price is expected to reach €93.1/tCO₂e in 2030 and €189.9/tCO₂e in 2040 under
of the respective scopes
Types of internal Volume that are covered by Perimeter description/ the Paris Ambition scenario, and €35.1/tCO₂e in 2030 and €48.6/tCO₂e in 2040 under the RCP4.5
carbon price scheme at stake (tCO 2e) ICP schemes) Scope of application scenario.
• Scope 3: Carbon price is expected to reach €227.4/tCO₂e in 2030 and €466.3/tCO₂e in 2040 under
Shadow price Scope 1: Scope 1: 100% Applicable across all
the Paris Ambition scenario, and €72.5/tCO₂e in 2030 and €80.3/tCO₂e in 2040 under the RCP4.5
applied for risk 342,742 geographies and entities,
Scope 2: 100% scenario.
assessment for the inclusion of climate-
Scope 2:
(evolutionary, Scope 3: 100% related considerations in risk Using the ICP for climate risk quantification has allowed us to fully comply with TCFD guidance and has
111,670
updated on assessment of production and provided management with valuable information for assessing and managing climate-related risks and
a yearly basis) Scope 3: operational activities. Across opportunities. Additionally, we have a well-established strategic business planning process that forms
4,135,467 scope 1, 2 and 3 emissions. the basis of the Board’s quantitative assessment of the Group’s viability. This plan reflects our current
strategy over a rolling five-year period and includes the impact of climate change under multiple
E1-8_05 scenarios. The annual operating costs of scope 1 and 2 carbon emissions, calculated using the ICP
methodology, are integrated into the financial forecasts used for the viability assessment.
We employ an internal price on carbon (ICP) mechanism, to incentivise consideration of climate-related
issues in risk assessment. Specifically, since 2022, we work with an external provider to analyse various E1-8_09
publications and assimilate the results in terms of Euros per tCO₂e extending to the year 2050.
This process involves a top-down assessment of the required global average carbon price per tonne For goodwill and indefinite-lived intangible assets, impairment testing is conducted annually using
to encourage the level emissions reduction consistent with the emissions pathways we assessed. forward-looking projections which cover a five-year period, based on current operational and market
The data was collected from various sources including the International Monetary Fund (IMF), the conditions. The assumptions used in the impairment test are then reviewed at the Group level to
International Energy Agency (IEA), the Inevitable Policy Response (IPR), the High-level Commission determine whether an impairment loss should be recorded. This process also takes into consideration
on Carbon Pricing (CPLC), and the Network of Central Banks and Supervisors for Greening the the potential adverse impact to future cash flows arising from climate change risk. Such potential
Financial System (NGFS). impacts include the increased capital expenditure required to mitigate climate-related risks and
focus on the impact from disruptions to production and distribution due to extreme weather and the
Carbon prices were differentiated for scope 1, 2 and 3 emissions based on sector-specific data and increased cost of water, as well as managing the Group’s carbon footprint in line with our NetZeroby40
were calculated as a weighted average based on each country’s contribution to total Group emissions. commitments. For more details, please refer to Note 13 of the consolidated financial statements.
For scope 1 emissions, we used projected carbon pricing from the soft drinks industry. For scope 2,
we applied projections from the utilities sector. For scope 3, we assigned different rates for ingredients,
packaging and other key drivers.
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Sustainability Statement continued

Impact, risk and opportunity Furthermore, we have in place the Supplier

management Guiding Principles Policy, which mandates that

ESRS E2 –
our suppliers are expected to:
E2-1 Policies related to pollution
• embrace pollution prevention and waste
E2.MDR-P_01

Pollution
management practices; and
We recognise pollution as a material topic in our • enhance resource efficiency throughout the
upstream and downstream value chain segments. product lifecycle.
In this context we have in place the following According to the Water Stewardship Policy, we
policies that address the protection of actively invest in educational, volunteer and
environment from pollution from different community-based initiatives to mitigate
business activities: packaging pollution in seas, oceans and rivers.
• Principles for Sustainable Agriculture For the monitoring process, please refer to ESRS
• Environment Policy E1.MDR-P_01, as it constitutes a standard
• Supplier Guiding Principles Policy procedure for all policies apart from their topic.
• Water Stewardship Policy.
According to ‘Principles for Sustainable Agriculture’, E2.MDR-P_02
our approach to agriculture and livestock The Principles of Sustainable Agriculture (PSA)
production emphasises resilience, environmental Policy and the Supplier Guiding Principles Policy
sustainability and minimal environmental impact, pertain specifically to the upstream value chain
striving to restore and enhance the surrounding and possess global applicability, aligning seamlessly
ecosystems. This includes: with Coca-Cola HBC’s operational framework.
• monitoring water quality in irrigated crops; and The PSA Policy predominantly influences suppliers
• minimising water quality impacts from operating within the agricultural supply chain,
wastewater discharges, erosion and nutrient/ whereas the Supplier Guiding Principles Policy
agrochemical runoff. encompasses the entirety of suppliers engaging
with Coca-Cola HBC.
Moreover, according to our Environment Policy,
in order to fulfill our long-term environmental Finally, the Water Stewardship Policy is
commitments, we: directed downstream as well, focusing on local
communities, and is similarly characterised by
• Adhere to all applicable legislative requirements. its global applicability.
• Optimise resource efficiency, prevent pollution
and reduce emissions. E2.MDR-P_03
• Conserve watersheds through water
savings, wastewater treatment and water For more information regarding the highest in our
stewardship initiatives. corporate hierarchy responsible for implementing
the relevant policy, please refer to ESRS E1.
MDR-P_03.
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Sustainability Statement continued

E2.MDR-P_04 E2.MDR-P_06 E2-1_03 • Emergency response

For more information regarding the third party For stakeholder access to the relevant policies, We have implemented a comprehensive set of In case of upstream incidents, we collaborate with
standards and initiatives used in the context of the please refer to ESRS E1 Climate change section. policies and procedures to proactively prevent, suppliers to contain and remediate impacts by
relevant policy, please refer to ESRS E1 Climate manage and mitigate the risks of incidents and means of tracking supplier activities through the
change section. E2-1_01 emergency situations across our value chain, with development of corrective actions and following
a focus on minimising impacts on both people and through to completion.
According to PSA Policy, Coca-Cola HBC’s
E2.MDR-P_05 the environment.
suppliers are committed to adhere to the following: Downstream value chain
Coca-Cola HBC, as an integral part of the In Coca-Cola HBC, we have local emergency
• Environment and Ecosystems: Agriculture • Distribution and logistics
Coca-Cola System, has formally adopted specific preparedness procedures available and regularly
and livestock production should be resilient,
policies aligned with the priorities of TCCC. tested in each site and business unit, e.g., the spill We incorporate sustainable logistics practices,
environmentally sustainable, cause minimal
prevention is tested annually. The Group Business including optimised route planning to reduce the
As of April 2021, the Principles for Sustainable damage and, where possible, be restorative
Resilience team is leading emergency preparedness environmental footprint and minimise the risk of
Agriculture (PSA) have been recognised as the to the surrounding environment in all areas
assessment of all our operating business units. transport-related incidents. Emergency
prevailing supplier guidance framework. During and activities on the farm.
This assessment includes response in preparedness protocols, such as proper driver
2021, the engagement of the supply base was • Soil Management: Maintain and improve
emergency situations. training, are standard across fleet operations.
successfully completed to incorporate the soils and prevent degradation, minimise
updated elements introduced in the PSA, which GHG emissions, protect soil biodiversity Upstream value chain • Customer and consumer safety
expand upon the Supplier Guiding Principles and enhance soil structure. Implement
• Supplier engagement and risk assessments We ensure that products adhere to the highest
(SGPs) by providing targeted directives to a Nutrient Management Plan based on an
food safety and quality standards, with stringent
suppliers of agricultural ingredients. These integrated Nutrient Management approach Coca-Cola HBC actively collaborates with its
testing procedures. Emergency response
principles serve as a cornerstone for articulating and incorporate the ‘Four Rs of nutrient significant suppliers to apply robust standards for
mechanisms are in place to address recalls or
our commitment to sustainable sourcing and are stewardship’ to maintain and enhance soil environmental and social responsibility. An annual
product withdrawals.
seamlessly integrated into internal governance quality and minimise impacts on air, water risk assessment exercise is conducted to identify
frameworks and procurement processes. and biodiversity. potential vulnerabilities across the entire supply • Partnerships and collaboration
• Agrochemical Management: Follow national base, and the depth increases as the exposure and
In addition, Annual Stakeholder Engagement Collaboration with retailers and distributors
and/or local regulations and label requirements importance of each supplier starting from Platform
Forums are conducted, providing a platform for includes training and sharing best practices for
for safe and proper use of all agrochemicals, enabled tools on ESG Risk Identification, all the way
feedback and recommendations that may product handling and waste management to avoid
in accordance with label directions, to to full ESG assessments and physical audits. In this
influence policy updates. Coca-Cola HBC actively downstream incidents.
ensure proper protection of farm personnel way Coca-Cola HBC is able to proactively identify
collaborates with suppliers to enhance overall
and the environment. Do not use or store supply disruptions or unsafe practices and
performance and foster the development of a
agrochemicals that are banned in the country of prioritise corrective actions. The Supplier Guiding
responsible and sustainable supply chain. This
operation or are prohibited under international Principles mandate compliance with
collaboration is further strengthened through
treaty. All agrochemicals are managed in a environmental standards to avoid incidents such
joint value creation initiatives, sustainability
manner that respects Maximum Residue Limits as spills, contamination or resource overuse.
events, participation in industry associations,
(MRLs) of the countries where agricultural
workshops on sustainable supply practices, annual • Incident prevention measures
materials are grown and – when possible – of
supply chain innovation workshops, materiality
the countries where they are being used as Suppliers are required to implement and maintain
surveys, and the utilisation of a CSR platform for
ingredients to help prevent negative impacts safety management systems, including
ethical and sustainable supply chain management.
on human health. All products used to protect contingency plans for environmental
crops from pest pressures, including, but emergencies. Monitoring tools are in place to
not limited to, insects, weeds and diseases, track compliance with sustainable sourcing
are clearly documented and are part of an policies, especially concerning water stewardship
Integrated Pest Management System. and raw material procurement.
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Sustainability Statement continued

E2-2 Actions and resources related to pollution

E2.MDR-A_01, 02, 03, 05 & E2-2_02

Table 19: List of actions in relation to pollution
Progress of actions/
action plans disclosed
Time – reference Scope of action in prior periods

Time horizon of Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned action completion Expected outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

PSA certification of 2024 2025 2025 100% Sustainable Agriculture – 100% by 2025 PSA Recruitment of Upstream Global Suppliers 96% (excluding
our key agricultural PSA compliance compliance Suppliers for Sugar Multon Partners
ingredients & Juices under PSA Juices)

More actions preventing pollution downstream are disclosed in section ESRS E5 Resource use and circular economy, pages 121 to 124.
Pollution is an important environmental matter for us. We implement actions that focus on the prevention of pollution either in soil or water. We have the PSA certification of our key agricultural ingredients
through which we plan to achieve 100% Sustainable Agriculture by 2025. To achieve our goal, we have collaborated with sugar and juice suppliers of the countries from which we are sourcing our ingredients.

E2.MDR-A_04
Coca-Cola HBC has implemented comprehensive mitigation measures and monitoring processes across all facilities to minimise the environmental impact of our operations on water resources. Additionally, a
robust monthly monitoring and tracking system is in place to identify and address any environmental non-compliances, violations, or fines. This data is systematically reviewed and communicated to senior
management on a quarterly basis to ensure continuous oversight and accountability. In 2024, we did not report any significant non-compliance with environmental laws and regulations. We recorded 18
environmental notices of violation, amounting to a total of €254.
For details on operational and capital expenditures required to support our action plan related to pollution, please refer to E5.MDR-A_06.

E2.MDR-A_ 06, 07, 09, 10, 11, 12

As part of our continuous engagement with suppliers, we actively promote responsible environmental practices. The development and implementation of pollution prevention initiatives require though
investments from them. As a result, there is no significant Opex or Capex to disclose related to this standard’s action plan. Nevertheless, our Group’s treasury strategy ensures the availability of financial
resources to support related initiatives, if and when required. By leveraging a diversified range of financing mechanisms, we can effectively address both current and future priorities.
103 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Metrics and targets

E2-3 Targets related to pollution

E2.MDR-T_01-13 & E2-3_02, 03

Table 20: List of targets’ progress
Baseline/ Planning to
Baseline Value chain and Alignment with achieve the
Targets Type of target Target duration number Target to be achieved geographical boundaries 2024 status international initiative Stakeholders Involvement target

Sustainable sourcing of our key Relative in % 2018-2025 2017/ 100% of our key agricultural Upstream/ Global In 2024, we achieved Sustainable Suppliers 2025
agricultural ingredients (8 years) 33% ingredients sourced in line with compliance rate of 96% Development Goal
sustainable agricultural principles (excluding Multon
Partners Juices)

All targets have a designated target year of 2025, with no intermediate milestones. Instead, we adopt a disaggregated approach, setting annual roadmaps that outline the trajectory towards our objectives.
No assumptions were made in the definition of these targets.
The calculations and methodologies employed are meticulously documented in our internal guidebooks, providing a clear and consistent framework. In establishing these targets, we have incorporated
feedback from NGOs, the UN SDGs, industry benchmarks, ISO standards and ESG rating agencies, ensuring alignment with globally recognised standards.
Since their initial establishment, our targets have remained unchanged, reflecting our commitment to consistency and long-term strategic planning. As part of our performance review process, each target
is subject to regular monitoring, conducted either on a monthly or quarterly basis, depending on its nature and criticality.
Progress is systematically reported through a dedicated dashboard, where performance is colour-coded to visually represent the status relative to the target. The dashboard discloses the absolute and
percentage difference between actual performance and the predefined goal, enabling a precise assessment of progress. Corrective measures are promptly identified and implemented when necessary
to ensure alignment with the annual roadmap and overarching objectives.

E2-3_09
The targets we have established in this context are voluntary. In alignment with our Environmental Policy, we ensure that all operations are conducted in full compliance with applicable legislative requirements.
Consequently, if any mandatory targets are introduced within our territories, we adhere to them fully and without exception.
104 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Impact, risk and opportunity Cyprus, Greece and Italy. In Nigeria, the focus
management is on water access and sanitation (WASH),

ESRS E3 – Water
while in other locations, efforts centre on water
E3-1 Policies related to water and marine
replenishment, nature-based solutions and water
resources
quality improvements.

and marine
E3.MDR-P_01 & E3-1_01, 02, 06, 11, 12 To this end, our Principles for Sustainable
We firmly believe that environmental protection Agriculture Policy ensures the long-term

resources
is a cornerstone of long-term success, and we are sustainability of water resources at supplier
embedding this principle in our corporate strategy level by measuring water use in irrigated crop
and policies. Water, as a critical ingredient, central production, optimising efficiency and minimising
to our manufacturing processes, and essential impacts on water quality.
for our agricultural supply chains, is at the core of Our Water Stewardship Policy focuses on:
these efforts. Ensuring access to safe, clean water
in sufficient quantities and adequate sanitation is • Reducing water consumption and
fundamental to sustaining ecosystems, supporting improving efficiency.
communities and fostering economic growth. • Fully treating wastewater to sustain
aquatic ecosystems.
To this extent, we implement an internal water • Educating communities and reducing
stewardship programme across all production packaging pollution in water bodies.
facilities, in order to mitigate business risks related • Assessing water availability and mitigating
to water and promote sustainable development. related risks.
The main objectives of the programme are to ensure • Ensuring continued access to fresh drinking
good quality safe water, in sufficient quantities, as water and improving community water systems.
well as access to clean water and sanitation which • Working with suppliers to optimise water use in
are essential to the health of people and ecosystems agricultural and raw material sourcing.
and vital for sustaining communities and supporting • Working with suppliers to understand the
economic growth. Moreover, the Group is water footprint of our agricultural ingredients
committed to constantly reduce the amount and other raw material, as well as promoting
of water use in priority locations, and after and helping them implement efficient water
implementing the conventional water efficiency management solutions.
practices, the next big opportunity resides in the • Continuously decreasing the amount of water
circular water use for utilities, ensured by wastewater use in own operations and assessing the future
recovery. Recognising the importance of local availability of water in relevant catchment areas,
contexts, we tailor our initiatives to address specific to ensure access to fresh drinking water for
challenges in water-risk areas. By 2030, climate local communities.
change is expected to exacerbate risks to water • Partnering with stakeholders to promote water
availability and quality for our operations and supply conservation awareness.
chains, making sustainable water management • Establishing collaborations with organisations
a business priority. such as the UN, different NGOs and peer
Through comprehensive risk assessments, companies.
using globally accredited tools like the WWF • Promoting water stewardship practices and
Water Risk Filter, WRI Aqueduct, and TCCC’s transparency in reporting progress.
Facility Water Vulnerability Assessment (FAWVA),
we have identified 19 bottling plants in water-risk
regions, including Nigeria, Armenia, Bulgaria,
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Sustainability Statement continued

As part of our ISO 14001 certification, which E3.MDR-P_03 E3.MDR-P_06 E3-1_04, 05

mandates rigorous monitoring practices and in
For further details on the highest level of our For the relevant policies’ access path to relevant We actively contribute to improving water
line with the strict requirements of TCCC KORE
corporate hierarchy responsible for the stakeholders please refer to E1 section. resources through investments in educational
requirements which are in many cases stricter
implementation and approval of the relevant initiatives, volunteering and community-based
than the local requirements, we consistently
policy, please refer to E1 section. E3-1_03, 10 projects aimed at reducing packaging pollution
conduct comprehensive assessments of all water
in seas, oceans and rivers. Additionally, we
parameters, such as raw water quality parameters, As a beverage producer, we uphold stringent
E3.MDR-P_04 collaborate with governments and industries to
wastewater quality parameters, water withdrawal quality standards to ensure sustainable
develop legal frameworks that promote economic
quantity, water discharge quantity, etc. We actively participate in and align with various water sourcing. Our water treatment process
progress and landfill diversion. This includes
third-party standards and initiatives that reinforce begins with treating raw water entering our
For the monitoring process, please refer to ESRS conducting packaging collection modeling studies
our commitment to sustainable practices, such as manufacturing facilities in compliance with
E1, as it constitutes the standard procedure to identify the most effective solutions for each
the following: TCCC KORE standards, which often exceed local
applicable to all relevant topics. market. We also support and advocate for public
regulatory requirements. Additionally, wastewater
CEO Water Mandate policy interventions and technological innovations
discharged from our operations undergoes strict
E3.MDR-P_02-05 We adhere to the objectives of this initiative, that enable a circular economy for packaging – a
monitoring to align with TCCC’s high-quality
furthering our commitment to sustainable water key concept in pollution prevention. In line with our
We engage with a broad range of stakeholder standards and assure the treated water is
management as part of our broader Packaging Waste Management Policy, we aim to
groups for water resources, including our suitable for aquatic life.
environmental strategy. collect 75% of our primary packaging materials at
communities, governments, NGOs, investors and
To reinforce our commitment to sustainable water marketplace by 2025, which reduces potential
suppliers, taking into account their Alliance for Water Stewardship (AWS)
stewardship, we implement comprehensive water pollution events in soil and water.
recommendations in the process of setting water or Water Efficiency Management
risk management practices, including mandatory
resources-related policy. ISO 46001 certification
Source Vulnerability Assessments (SVAs) and
In 2024, 25 out of our 60 beverage plants were
We have linked our material issues to specific source water protection programmes across
certified, while the rest, 35, are under preparation
Sustainable Development Goals (SDGs), all manufacturing plants. These measures
process and will be certified in the next years
established by the UN to achieve long-term underscore our dedication to environmental
confirming compliance with the global benchmark
growth and development by 2030 (SDG 6, 14, 15). responsibility and sustainable practices.
for responsible water stewardship.
The stakeholder groups impacted by our
For more information on the initiatives where we
water-related policies include:
participate, please refer to E1 section.
• Our Customers
• Our People
• Our Consumers
• Our Communities
• Governments
• NGOs
• Our Suppliers
• The Coca-Cola Company
• Our Investors
For more information on how we engage with each
group, please refer to E1 section.
106 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E3-2 Actions and resources related to water and marine resources

E3.MDR-A_01, 02, 03, 05 & E3-2_03

Table 21: List of actions in relation to water management
Progress of actions/
action plans disclosed
Time – reference Scope of action in prior periods

Duration until objective is Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned expected to be reached Expected outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

Source Vulnerability 2024 2024 All plants have Comprehensive water risks Ensure sustainable Site audits by Own Europe, Asia, Communities, All plants (100% or
Assessment (SVA) (regularly) performed SVA assessment performed by external water supply for our external consultant operations Africa other water 60 bottling plants)
audits according to consultant, used to define strategic bottling operations. users have undergone
the renewal calendar priorities in water resource protection the assessment.
(with five-year and development, according to The assessment
frequency), with our business needs, and local is repeated
reports and environmental and society every five years
mitigation plans water challenges. on average.
validated by CCH
and TCCC.
Facility Water 2024 2024 All plants have Internal classification of all plants Prioritise plants Internal rigorous Own Europe, Asia, Communities, All plants (100% or
Vulnerability (regularly) performed the according to water risk categories by water risks water risk operations Africa other water 60 bottling plants)
Assessment FAWVA renewal (Leadership Locations, Advance categories, and evaluation, through users have undergone
(FAWVA) in 2024. Efficiency Locations, Contributing subsequently own developed the assessment.
Locations), for which external define external methodology, The assessment is
commitments are raised. This is commitments for including external repeated every 3
an internal (TCCC+CCH) water risks each risk category. sources such as years on average.
assessment process, with 3-year WRI Aqueduct and
frequency. The outcome will be used internal assessment
for the new external water goals (after and data.
the completion of Mission 2025).
Water Risk 2024 2024 All plants have The Water Risk Register is the central Enable timely Internal risk Own Europe, Asia, Communities, All plants (100% or
Register performed the repository of all active and strategic implementation evaluation process, operations Africa other water 60 bottling plants)
yearly update of the risks, to serve for better prioritisation of of water mitigation targeting the users have undergone
Water Risk Register the associated mitigation plans. During plans. current and the assessment.
in 2024. the yearly update of the Water Risk strategic water The assessment
Register, all risks identified in SVA and/ risk, focused on is repeated on a
FAWVA are re-evaluated for their current business priorities. yearly basis.
status, and the risk level is updated.
107 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Progress of actions/
action plans disclosed
Time – reference Scope of action in prior periods

Duration until objective is Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned expected to be reached Expected outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

Certification of 2024 2025 The external AWS External recognition of our water Reduction of water Site audits by an Own Europe, Asia, Communities, The external AWS
plants according to certification was stewardship programme. consumption, external operations Africa other water certification was
the AWS (Alliance for achieved for all stakeholders independent body users achieved for all
Water Stewardship) plants (except newly engagement and plants (except newly
or ISO 46001 acquisition Lurisia, improved reputation. acquisition Lurisia,
standard Neresnica and Neresnica and
Egyptian plants) by Egyptian plants)
2023. In 2024, we by 2023. In 2024
have started the we started the shift
shift from AWS to from AWS to
ISO 46001. ISO46001. 25
plants certified in
2024, 35 plants
planned in
2025-2026.
True Cost of Water 2024 2024 All plants are Convert the operational aspects of Reduction of water Calculation Own Europe, Asia, Communities, Fully implemented.
(TCoW) expected to water use such as water fees, utilities consumption, by of the TCoW, operations Africa other water 100% of the plants
calculate and and discharge costs and inherited providing proper value based on own users (60 bottling plants)
update yearly water risks of the local watershed, for of water use into the methodology, with implemented
the True Cost example the local economic value of payback calculations updated on true cost of water
of Water. water, into the True Cost of Water. yearly basis and used for
decision making
Water Usage Ratio 2024 2024 All plants are Forecast the expected WUR for each Reduction of water Calculation Own Europe, Asia, Communities, Fully implemented
(WUR) Targeting expected to plant depending on the water-risk consumption of the WUR operations Africa other water (100% or 60
Tool calculate the WUR category of the location and the Targeting Tool, users plants).
target according manufacturing complexity. based on own
to this tool, based methodology,
on the specific updated on
manufacturing yearly basis
complexity of
each plant.
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Sustainability Statement continued

Progress of actions/
action plans disclosed
Time – reference Scope of action in prior periods

Duration until objective is Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned expected to be reached Expected outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

Water Maturity 2024 2025 All plants are Assess water stewardship capabilities Reduction of water Calculation of the Own Europe, Asia, Communities, Updated in 38
Self-Assessment expected to perform at plant level and the implementation consumption Water Maturity operations Africa other water plants in 2024. The
Tool the Water Maturity status of water efficiency practices. Self-Assessment, users rest of plants have
Self-Assessment, based on own initiated the
in order to identify methodology, update and the
the improvement updated on process will be
opportunities in terms yearly basis finalised in 2025
of capabilities and
water- efficiency
practices. The tool is
used in conjunction
with the TCoW
and Targeting
Tool, to provide
a comprehensive
system of water
saving opportunities.
Water use 2024 2025 Implemented in Reducing the water use for utilities. Reduction of water In-line monitoring Own Africa Communities, Fully implemented
optimisation for 2024 consumption of flowrate and operations other water in Ikeja plant
cooling towers chemical users (Nigeria). Planned
parameters for deployment in
of water use for all five plants in
cooling towers. Egypt in 2025
Predictive
maintenance.
Commission of a 2024 2024 Implemented in Improved water treatment Reduction of water Replacement Own Africa Communities, Project completed
new water treatment 2024 conditions, setting the basis for consumption of the old water operations other water
in the Sadat plant in higher capacity and water reuse. treatment plant users
Egypt to increase with a new unit.
capacity and
improve water
efficiency
109 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Progress of actions/
action plans disclosed
Time – reference Scope of action in prior periods

Duration until objective is Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned expected to be reached Expected outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

Integrating new 2024 2024 Implemented in Improved and accurate Reduction of water Accurate mapping of Own Africa Communities, Project completed
flowmeters and 2024 flowrate monitoring. consumption the water operations other water in all five plants, 67
updating water infrastructure. users flowmeters
maps for all plants Installation of installed
in Egypt new flowmeters.
Setting up a
monitoring system
with improved
database.
Water treatment 2024 2024 Implemented in Improved reliability of water Reduction of water Replacement of Own Africa Communities, Project
overhaul in Tanta 2024 treatment processes. consumption sand and activated operations other water completed.
plant (Egypt) carbon filtration users Replacement of
media. reverse osmosis
Replacement of membranes,
reverse osmosis decreasing the
membranes. reverse osmosis
reject flow and
pressure, replacing
the sand carbon
filtration materials
Water treatment 2024 2024 Implemented in Increased capacity of water treatment. Secure water use for Extended the water Own Europe Communities, Project
upgrade in Oricola 2024 plant operations treatment capacity operations other water completed. Water
plant, Italy with additional users treatment
equipment capacity increase
by 50 m3/h
Raw water 2024 2024 Implemented in Improved water treatment conditions, Reduction of water Replacement of Own Africa Communities, The chemical
treatment upgrade 2024 setting the basis for higher capacity consumption traditional sand operations other water coagulation/
in Asejire plant, and water reuse. filtration with users floculation plant
Nigeria ultrafiltration replaced by
membrane system submerged
membrane
filtration
Wastewater 2024 2024 Implemented in Improved reliability of wastewater Maintain wastewater Replacement Own Europe Communities, Project
treatment plant 2024 treatment operations. compliance of worn-out operations other water completed.
upgrade in equipment users Installation of new
Knockmore Hill aeration
membranes,
aspirating mixers
and monitoring
instrumentation
110 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Progress of actions/
action plans disclosed
Time – reference Scope of action in prior periods

Duration until objective is Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned expected to be reached Expected outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

Implementation of 2024 2025 All 19 projects are Secure water availability, increase Help secure water Implemented water Downstream Europe, Asia, Local Roadmap 2024
community water expected to be water resilience availability in all stewardship Africa Communities, implemented and
projects to help local completed by 2025 areas with water projects in Italy, NGOs, 16 water
communities as part of Mission risk; engaging with Bulgaria, Multon municipalities stewardship
2025 goals communities and projects in
other stakeholders to communities
increase the awareness executed. More
of water protection projects planned
measures; access to in 2025
fresh drinking water
for local communities;
establishing water
stewardship
partnerships with
local and international
organisations.
Engagement with 2024 2030 2024-2030 Enhanced climate resilience through Establishing River, floodplain and Upstream and Europe NGOs, Kick-off of three
WWF on Living improved watershed health in the water stewardship wetland restoration; downstream suppliers, peer innovative
Danube partnership Danube River, delivering benefits for partnerships with collective actions on companies, interventions in
nature and people. local and international watershed; improved municipalities, Hungary, Romania
organisations; land and water use communities and Bulgaria;
engaging with at suppliers/farmers agreed roadmap
communities and level; awareness for each of them
other stakeholders raising and
to increase the communications
awareness of water
protection measures.
Perform an update 2024 2024 Implemented in Update of the suppliers with sites in Engagement in the Perform an Upstream Global Suppliers Fully implemented.
of the Risk 2024 water risk value chain update of the Risk 100% of the Group
Assessment for Assessment for critical suppliers
Group Critical Tier 1 Group Critical Tier 1 are with updated
suppliers by using suppliers by using information on
WWF Water Risk WWF Water Risk WWF WRF
Filter Filter
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Sustainability Statement continued

E3.MDR-A_04 The Capex and operating expenditure mentioned E3. MDR-A_09, 12 Target 3 (rolling target): Constantly assure that
above are reflected in our financial statements, as our wastewater meets either the local regulatory
We have implemented comprehensive mitigation Target 1: Achieve a 20% reduction in water
part of the overall amounts reported in the cash standard or TCCC KORE standards, whatever is
actions and monitoring processes across all our usage in plants located in water-risk areas
flow and income statement respectively. more stringent.
plants to minimise potential impacts on water by 2025 vs 2017.
resources resulting from our operations. Moving ahead, we will continue to support our • Action: Constant monitoring of the
Actions: In 2024, water usage reduction plans
Additionally, a robust monthly monitoring and action plan on water management as required. parameters, upgrade and expansion of the
were implemented across operations, water
tracking system is in place to identify and record To support our actions, financial resources wastewater facilities, building a new facility
stewardship programmes were deployed in
any environmental non-compliances, violations must be secured through targeted allocation. in Sadat plant in Egypt.
water-priority locations to mitigate shared water
or fines across all facilities. This information is Our sustainable finance approach underpins the
risks, and source vulnerability assessments were Target 4 (rolling target): Assure water
systematically reported to senior management Group’s ability to align funding strategies with
updated for all plants. Plans were refined, including stewardship/water management certification in
on a quarterly basis. In 2024, we reported four sustainability commitments, while supporting the
the identification of additional capital investments each plant (either Alliance for Water Stewardship
minor notices of violations related to wastewater UN SDGs and the EU Environmental Objectives.
required for infrastructure enhancement. (AWS) or ISO 46001).
or water (three in Egypt and one in Northern Financing mechanisms include a diverse range
Environmental KPIs monitoring and reporting
Ireland), all of those with zero fine (€0). of instruments, ensuring flexibility in meeting • Action: Recertification every three years.
mechanisms are integrated across all facilities. In
both current and future financial requirements
2025, further innovations will be implemented to Target 5 (annual target): Decrease water usage
E3.MDR-A_07 for action plans.
reduce water usage, particularly in water-priority ratio per litre of produced beverage by at least 1%
We allocate funds every year to implement our In particular, Coca-Cola HBC Egypt has been locations, including additional improvements in in 2024 vs 2023.
action plan related to water management, both awarded, in July 2024, a $130 million loan Egyptian plants.
• Action: Deploying water successful practices,
Capex and Opex. In 2024, we invested €5.2 million by the European Bank for Reconstruction
• Capital Expenditure: In 2024, €5.2 million were according to the TCCC Water Maturity Self-
of Capex for projects related to water optimization and Development (EBRD) to finance capital
invested in water sustainability initiatives. Assessment tool, which is an integral part of
and wastewater treatment upgrades, with the expenditures and working capital requirements.
our water stewardship programme, requested
largest projects in Egypt, Italy and Ireland. We also This loan will also support the Group’s investment Target 2: Ensure water availability for all
to be fulfilled and updated on a yearly basis by
allocated around €0.5 million on Opex to cover in people development and sustainable business communities in water-risk areas, with a target
every bottling plant. The TCCC Water Maturity
the ISO 46001 certification of 20 production sites, practices in Egypt. A $0.75 million complementary completion year of 2025.
Self-Assessment tool contains a list of 48
to perform Source Vulnerability Assessments grant from the Global Environment Facility (GEF)
• Action: By 2024, we executed 16 water water-saving practices, with a proper library
(SVAs) and to support water stewardship and has been secured to promote the implementation
community projects in our water priority of details and implementation tips, which
water community projects. of advanced wastewater treatment technologies
locations. In 2025, we plan to perform new has to be assessed by every plant. Examples
and water management systems in Egypt. These
While our accounting practices do not separately projects in Nigeria and Greece, and continue of recommended water-saving practices
future investments are designed to meet EU and
classify sustainability-related investments or having community benefits from the are: reuse of package rinsing water, reuse
local discharge standards and further the Group’s
costs, we apply an internal process to identify current projects. of sand filters and carbon filters backwash,
long-term environmental goals.
Capex directly linked to relevant initiatives. water recovery from in-line instruments, dry
This approach enables us to track investments Further details on financial instruments are lubrication of conveyor belts, cooling towers
in priority areas, such as water efficiency available in Note 25, p.306. blow-down frequency, etc.
initiatives, primarily for monitoring and
strategic planning purposes.
112 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Metrics and targets

E3-3 Targets related to water and marine resources

E3.MDR-T_01-07, 09, 13 & E3-3_03, 09

For all bottling operations, we have implemented the ISO 14001 Environmental Management System, which encompasses comprehensive risk assessments, well-defined operational procedures, and a
commitment to continuous improvement. One of our core objectives is to maintain ISO 14001 certification across all production facilities, as this serves as a testament to the effective and responsible
environmental management of our operations. In 2024, 100% of production volume is certified against ISO 14001. Further targets related to water can be found in the table below.
Table 22: List of targets’ progress
Target Target to be Alignment with
Targets Type of target duration Baseline achieved 2024 status international initiative Description of target Planning to achieve the target

Reduction in water Relative 2017-2025 1.97 20% 1.84 Our target is to decrease water usage per In order to achieve the objective for the target year, we
usage (withdrawals) (9 years) reduction production unit (litre of beverage produced) have implemented a solid investment and optimisation plan,
per unit of production (1.57) in water priority areas by 20% by 2025 vs with progressive improvement for 2024 and final efficiency
in water priority areas 2017. The measurement is litre of water improvement in 2025. This is mainly covering the big
Water Resilience usage (withdrawal) per litre of production sites, such as the bottling facilities in Greece,
Coalition beverage produced. Bulgaria and Nigeria. For each critical location, we have
introduced site-specific end-to-end water assessments,
which resulted in identification of water-saving opportunities
and subsequent Capex/Opex allocation plan.
Number of Absolute 2017-2025 2 19 water risk 16 Our target is to help secure water availability We have executed projects in 16 of water priority locations
implemented (9 years) locations in all water risk (water priority) locations. so far out of 19. Examples of those projects: In Nigeria, in
water stewardship Those are 19 locations across 7 of our collaboration with the Kano State Water Board and local
projects in water countries (e.g., in Greece, Cyprus, Bulgaria, communities, we have invested in new water wells and
risk communities Water Resilience Nigeria, Armenia, Italy). We count the water installed new pipes to transport water from the Challawa
(help secure Coalition stewardship projects there which tackle the River – this provides clean water to one million people; In 2023,
water availability) specific local context (local risk). Those 19 we built sanitation and water facilities in Benin, Kano, Lagos,
locations are defined after detailed risk Maiduguri and Owerri. In Greece, since Q4 2022, two projects
assessment by using the WRI Aqueduct started: in Heraklion (Zero Drop with GWP-Med) to facilitate
Water Risk Atlas and WWF Water Risk the use of treated wastewater for irrigation in collaboration
Filter data. with the municipality and in Schimatari for water reuse in
collaboration with NGO. In 2024 we started a project for water
supply capacity increase in Bulgaria.
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Sustainability Statement continued

Target Target to be Alignment with

Targets Type of target duration Baseline achieved 2024 status international initiative Description of target Planning to achieve the target

Constantly assure that Absolute Yearly 2009 Continuous 100% Assure that every manufacturing plant Constant monitoring of the parameters, upgrade and
our wastewater meets meets the criteria for wastewater expansion of the wastewater facilities, building a new facility
the local regulatory treatment and treat the wastewater to in Egypt.
standard or TCCC KORE the levels supporting aquatic life either via
standards, whatever is Water Resilience investment in own wastewater treatment
the stringent Coalition facility or by joining municipality (or private)
treatment facility.
Assure water Absolute Yearly 2015 Achieve 25 plants Assure water stewardship/water 2026 and recertification every 3 years
stewardship/water 100% of out of 60 management certification in each plant
management plants to be beverage (either Alliance for Water Stewardship
certification in each certified and plants; the (AWS) or ISO 46001)
plant (either Alliance maintain remaining Water Resilience
for Water Stewardship continuously 35 are in a Coalition
(AWS) or ISO 46001) preparation
process
Decrease water usage Relative Yearly 2023 At least 1% 1.78 Decrease water usage ratio per litre of Deploying water successful practices, according to the TCCC
ratio per litre of (prior reduction vs produced beverage by at least 1% in 2024 Water Maturity Self-Assessment tool, which is an integral part
produced beverage year as it 2023 vs 2023 of our water stewardship programme, requested to be fulfilled
is rolling and updated on a yearly basis by every bottling plant. TCCC
target) Water Resilience Water Maturity Self-Assessment tool contains a list of 48
Coalition water-saving practices, with a proper library of details and
implementation tips, which has to be assessed by every plant.
Continuous process of water savings implementation.
114 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E3.MDR-T_10, 11 & E3-3_01 Stakeholder engagement is pivotal to this E3-4 Water consumption
process, particularly through Annual Stakeholder
We set measurable, outcome-oriented and E3-4_01-07, 11
Forums and frequent meetings with local
time-bound targets for water stewardship,
communities, farmers, municipalities, NGOs and Table 23: Water consumption performance
grounded in the TNFD framework and aligned
primary sugar and sweetener suppliers to address Performance
with the UN SDGs. All of the targets are voluntary.
critical environmental topics, including water Parameters Unit (2024)
We follow a three-step process to ensure our
footprint, water usage, emissions reduction and Water withdrawal m3 30,894,756
targets are scientifically sound and relevant.
deforestation. The insights gathered from these
These targets are developed through a Total water consumption m 3
18,239,702
engagements, along with the expectations of ESG
structured, inclusive and scientifically sound
raters and investors, inform the formulation of Total water consumption in areas at water risk, including all areas of
process. The approach begins with identifying
ambitious, data-driven targets, such as reducing high-water stress m3 9,415,396
key areas where our operations depend on or
water usage and replenishing water resources
impact water resources, with a focus on high-risk Total water consumption only in areas of high-water stress m3 6,470,879
in high-risk locations. Additionally, the Group
geographies identified through comprehensive Total water recycled and reused m 1,680,670
prioritises initiatives such as water-replenishment 3
risk assessments. These water-risk, or water-
activities, nature-based solutions, wetland Total water stored and changes in storage m 3
0
priority locations face specific challenges such
restorations, and improvements to water
as water scarcity, limited access to water and Changes in storage m3 0
quality in these regions. Collaborating closely
sanitation services for local communities,
with stakeholders and local communities,
and declining water quality within watersheds. Water withdrawal is measured using flowmeters installed in any of the water source we use, while water
we strive to ensure access to safe, clean water,
Evidence-based evaluations of water-related consumption is calculated as the difference between withdrawal and discharged wastewater. Primary
while addressing water-related challenges
risks and opportunities guide our actions to data on water extraction, categorised by source, is collected on a monthly basis. Progress towards
through sustainable water management
ensure they are beneficial to local ecosystems. water usage targets is monitored regularly using specialised software, ensuring accurate and timely
across our operations.
Lastly, we have initiated our engagement with tracking of performance. Monthly reviews with the management at local plant, country and Group
the SBTN. Notably, SBTN has recently updated its level are performed to monitor performance and actions.
methodology, and as a result, we plan to establish
our freshwater targets in alignment with their Following the ESRS definition on water risk, we have 29 plants located in areas with certain water risk (lack
framework in the next years. of clean water and sanitation (WASH) for communities, water quality, reputational risk, high-water stress).
Out of them, 20 plants are situated in watersheds with high-water stress as per the latest version of the
WRI Aqueduct tool. For example, one of those watersheds is the Asopos River basin in Greece where
we implement water replenishment activities in collaboration with the local municipality and NGOs.
As per our internal evaluation, considering the local site-specific context, done for our Mission 2025
commitments, 19 of our plants are designated as priority plants, located in areas facing challenges
related to basin water quantity, water quality or WASH (water, sanitation and hygiene) for communities.

E3-4_08, 10
Table 24: Water intensity index
Total water
consumption Net revenue Production Performance
Intensities (m3) (million EUR) (million litres) (2024)

Water intensity per net revenue 18,239,702 10,754.4 – 1.696 l/EUR

Water intensity per units of production 18,239,702 – 15,974.9 1.142 l/lpb
115 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

SBM-3 Material impacts, risks and E4-1_02

opportunities and their interaction with
Environmental risks at supplier level, including

ESRS E4 –
strategy and business model
deforestation risk, are mitigated through our robust
E4.SBM-3_05 programme at procurement level. We annually review

Biodiversity
the risks and performance of all our suppliers against
Through our double materiality assessment, we our SGPs, PSA principles for agricultural ingredients,
have identified a material impact within our Water Risk Assessment, as well as other equally

and ecosystem
upstream value chain specifically related to land use important aspects that impact our business, such
change. However, no material impact has been as supply risk and financial stability. Overall, it is
identified in relation to soil degradation, important to point out that sustainability is one of
desertification, or soil sealing. the key criteria in supplier selection under strategic
E4-1 Transition plan and consideration of sourcing, as well as a criterion for the Annual Supplier
biodiversity and ecosystems in strategy and Review process that we conduct cross-functionally
business model across our supply base.

E4-1_01 In more detail, to ensure that suppliers demonstrate

ESG requirements’ compliance we rely on multiple
Protection of biodiversity and ecosystems is one of screening and assessment practices that offer us
our main sustainability priorities. Our biggest impact a holistic view of their performance. This means we
on the biodiversity landscape occurs in the upstream collect primary and secondary data that we combine
segment of our value chain, and it is related to the together and analyse to identify priority areas for
potential deforestation (land use change) from some critical to our operations suppliers. The Sustainable
agricultural commodities, mostly wood (used for Agriculture programme secures ESG monitoring
our paper packaging materials). We are committed through PSA certification process of the Coca-Cola
to eliminate deforestation of our main ingredients System across our main agricultural commodities.
by 2025, and it is aligned with the For the remaining supply base, we have designed a
recommendations by the Science Based Targets robust assessment journey leveraging ESG physical
initiative (SBTi) for companies with Forest, Land audits, as well as a number of globally recognised
and Agricultural Activities (FLAG). Due to FLAG screening and assessment tools such as EcoVadis IQ
recommendations we have updated our net zero Plus, EcoVadis Assessments, SEDEX, WWF Water
plan as stated in ESRS E1. Risk Filter Assessment, Resilience Event Watch,
Also, in our Principles for Sustainable Agriculture Exiger and Moody’s Analytics. Additionally, annual
(PSA), we have requirements related to Supply Base Assessments are carried out by
deforestation, and our target is to achieve 100% specialist consultants for Group Critical suppliers.
sustainable sourcing by 2025. We voluntarily report These assessments evaluate Tier 1 and Tier 2
the sites which are adjacent to legally protected suppliers on various criteria, including water risk,
areas, and for all of them we have a confirmed ‘no climate change, forced labour, child labour, labour
negative impact’ by an external expert which rights, biodiversity, and financial risk.
performs so-called Source Vulnerability Assessment In case of any risk identified, the supplier is asked to
for all the water sources we use in direct operations. provide an action plan which is monitored regularly.
In 2022, we published our biodiversity statement For deforestation, we have a specific project in place
where we set a goal to achieve a net positive impact where we perform readiness assessment for all our
on biodiversity in critical areas in our operations and supplier under the requirements of EUDR and we
supply chain by 2040 and eliminate deforestation in are currently organising our internal process to
our supply chain by 2025. ensure we are able to assess risks and take
The time horizons we use are defined as follows: necessary actions on an on-going basis from the
short-term (2024), medium-term (2025-2030), moment that EUDR is formally introduced as of 1st
and long-term (2031-2050). of January 2026. While EUDR is covering specific
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Sustainability Statement continued

commodities, we are proactively collecting E4-1_0 6 schemes, and supplier requirements aligned with E4-2_03
deforestation information from all agricultural The Coca-Cola Company’s Principles for
Relevance to stakeholder engagement is The critical areas in our supply chain are defined
ingredients suppliers across all our countries in Sustainable Agriculture and EcoVadis assessments.
described in E4.MDR-T_11. based on the material dependencies that we
order to have a holistic view of the exposure and Moreover, our policies prioritise collaboration with
have in relation to biodiversity, for example the
potential risk. By the end of 2025, we will have a E4-2 Policies related to biodiversity and NGOs, communities, and industry stakeholders
provision of water, agricultural raw materials
programme in place to cover any identified gaps. ecosystems to ensure sustainable supply chains that respect
and wood.
Last but not least, we are in process of implementing human rights, promote responsible land use,
a deforestation tracking platform on top of any other E4.MDR-P_01 & E4-2_01, 20 and protect natural ecosystems.
E4-2_04
activities already in motion, which will also be ready We have adopted policies that address
before the end of 2025. deforestation and sustainable land practices. Our E4.MDR-P_02 We started mapping all our operations and critical
overarching goal for biodiversity is to achieve a net commodities/suppliers. For our sustainability
The policies are applicable across all geographies
E4-1_03, 04, 05 positive impact on biodiversity in critical areas in assessment, we use the risk-based approach
where Coca-Cola HBC operates. Among the
supply chain by 2040 and eliminate deforestation in with the support of our partners (EcoVadis).
The Intergovernmental Science-Policy Platform affected stakeholder groups, farmers, other
our supply chain by 2025. Transparency and traceability of material supply
on Biodiversity and Ecosystem Services (IPBES) has suppliers and local communities associated with
chains is established through certifications/
identified five pressures on nature: 1) land/water/sea Besides, we have set our Environmental Policy, the Group’s upstream value chain, are most
verification schemes or by ensuring suppliers
use change, 2) resource exploitation, 3) climate the main objective of which is to minimise the significantly impacted.
have robust traceability of supply that meets our
change, 4) pollution and 5) invasive species. In environmental impact of the Group, and the expectations (please see ‘Supplier Engagement,
2023, we undertook the mapping and materiality Biodiversity Statement, the objective of which E4.MDR-P_03
Verification and Assurance’ from TCCC Principles
assessment on biodiversity across our value chain is to enhance biodiversity by reducing emissions Policies/statements related to environment for Sustainable Agriculture). Also, we regularly
and we assessed those pressures following the and water use, by preserving and reinstating water (including biodiversity) are approved and endorsed measure and report on the progress made against
SBTN guideline step 1 and 2. We have collected all priority areas, and by sourcing agricultural by the Social Responsibility Committee of the our Mission 2025 commitments, and all other
our activity data, covering: 1) upstream activities ingredients sustainably. Board of Directors, and they apply to all Coca-Cola commitments, including those related to
(volumes sourced and origin of raw materials), 2)
Moreover, through the Biodiversity Statement, HBC employees, regardless of level and function. biodiversity and deforestation. The annual
direct operations (consumption of water and
CCHBC is committed to promoting sustainable performance is disclosed in our Annual Report and
energy of all sites), and 3) downstream (packaging
forest management and helping protect E4.MDR-P_04 & E4-2_02 the GRI Content Index, verified by an independent
distribution by country). Then we translated the
woodlands from deforestation and illegal auditor, and published on our website.
activity data into pressures on nature across five In June 2022, we joined the SBTN Corporate
metrics. These pressures on nature were weighted harvesting. Engagement Program. We will continue working to
E4-2_05, 06, 07, 18
by local nature vulnerability indicators assessing For the monitoring process, please refer to implement the SBTN’s guidance, in order to map
the state of nature in the locations where the ESRS E1 section, as it constitutes the standard and assess the material impacts on biodiversity We are committed to sourcing 100% of our
activity occurs. Time horizons used in the analysis procedure applicable to all relevant topics. of our critical commodities and suppliers and key ingredients in line with the Principles for
are as described in E4-1_01. We considered in the then set science-based targets in priority areas. Sustainable Agriculture as set out by TCCC. These
assumptions the tighter environmental regulations Our policies support biodiversity conservation, principles protect and support biodiversity and
(e.g., EUDR), carbon pricing policies which would sustainable land management, and responsible E4.MDR-P_05 ecosystems, uphold human and workplace rights,
include land conversion activities, deforestation-free sourcing. We are committed to achieving a net ensure animal health and welfare, and help build
positive impact on biodiversity in critical areas We engage with a broad range of stakeholder
commitments from suppliers, and climate risks (e.g., thriving communities. They apply to primary
by 2040 and eliminating deforestation in our groups for biodiversity, including our communities,
water scarcity, extreme weather events). production, i.e., at farm level, and form the basis
supply chain by 2025. Thus, our policies address governments, NGOs, investors and suppliers,
for our continued engagement with Tier 1
The result shows that the biggest impact we ecosystem protection, sustainable forest taking into account their recommendations in
suppliers to ensure sustainable long-term supply
have is in upstream activities, mainly agricultural management, and mitigation of environmental the process of setting biodiversity-related policy.
at a lower environmental impact. This extends in
suppliers and their impact on land-use change impacts. We recognise the importance of For more information, please refer to E1 section.
particular to the sections Conservation of
or deforestation. Our procurement strategy to biodiversity for long-term resilience, as our Natural Forests, Conservation of Natural Habitats,
purchase certified raw materials that meet our Capital Impact Study and Source Vulnerability E4.MDR-P_06
Biodiversity and Ecosystems, Soil Management
PSA and our goal of achieving deforestation-free Assessments (SVA) help identify key dependencies The Environmental Policy and the Biodiversity and Agrochemical Management.
supply chain, support mitigation of the impact and risks, while sustainable sourcing practices Statement are publicly available at our site
and also reduce any potential risk that may occur. mitigate transition risks. We implement traceability (Policies | Coca-Cola HBC), which affected
mechanisms through certifications, verification stakeholders can easily access.
117 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Metrics and targets

E4-3 Actions and resources related to biodiversity and ecosystems

E4.MDR-A_01, 02, 05 & E4-3_01

Table 25: List of key actions and resources in relation to biodiversity
Progress of actions/
action plans disclosed in
Time – reference Scope of action prior periods

Application of
Achievement of policy Value chain Geographical Affected mitigation Quantitative and qualitative
List of actions Current Planned Expected outcomes objectives & targets Activities segment boundaries stakeholders hierarchy information

Biodiversity impact Yes Yes, it Identify CCH’s most material Net positive impact Use of the SBTN methodology. Entire value Global Suppliers, Avoidance Completed step 1
and risk assessment continues impacts on nature and where on biodiversity in Assessment of the three steps chain NGOs, and 2 of the SBTN
in 2025 they occur in the value chain critical areas in our of the value chain. communities, methodology
Prioritise a shortlist of key operations and Set targets for water replenishment. own
contributors by location for supply chain employees,
target setting by 2040 regulators
Collaborate with Yes Yes, it The amount and % of our Eliminate Continue collaboration with main Upstream Global Suppliers, Avoidance, Meetings with
suppliers to develop continues main commodities which deforestation in agricultural suppliers; cross-functional NGOs, Minimisation main sugar suppliers
plans to address land in are deforestation-free our supply chain work for assuring compliance with the regulators performed in 2024;
conversion risks and 2025- by 2025 EU DR meetings with
develop an appropriate 2026 software provider
monitoring system for geo-satellite
to measure monitoring and
deforestation deforestation
at supplier level monitoring done
Biodiversity action Yes Yes, it Minimise negative impact and Net positive impact Fish stocking of the Muszynka River near Own Poland Nature, Reducing, 3,000 common trout
near our Tylicz plant continues enhance river’s biodiversity on biodiversity in our Tylicz plant in Poland; two clean-up operations, communities, restoring released in three
in Poland in the next critical areas in our activities near plant and on riverbanks downstream local river locations;
three operations and municipality 400kg waste
years supply chain by 2040 collected
Issue Biodiversity Yes 2025 Publish CSR Europe Alliance Build awareness Work with other industry players from Downstream Europe Other Transform Whitepaper
Whitepaper Biodiversity Whitepaper and collaborate with CSR Europe, NGOs and other partners industry published in
industries and other to publish ‘How companies in Europe players, February 2025
stakeholders address biodiversity: Learning from NGOs,
disclosure’ Whitepaper regulators

At this stage, we have not utilised biodiversity offsets or incorporated specific indigenous knowledge into our actions. Our approach is grounded in best practices, scientific knowledge and in the collaboration with our suppliers.
For water stewardship projects that also impact biodiversity, please see ‘Table 21: List of actions in relation to water management’ on page 106.

E4.MDR-A_03
Our biodiversity journey started in 2022. Our actions are work in progress as we follow the SBTN guidelines, and they are also in dynamic development phase. Our water replenishment activities will continue at least until
2030. Deforestation actions will continue beyond 2025.

E4.MDR-A_04
Every site adjacent to legally protected areas has Source Vulnerability Assessment, which shows no negative impact on biodiversity.
118 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E4.MDR-T_01-07, 09, 13 & E4-4_06, 07, 09

E4-4 Targets related to biodiversity and ecosystems
While the action plan described above is essential to our sustainability strategy, there are no significant Capex or Opex to disclose for the related initiatives. Our Group’s treasury strategy ensures the availability
of financial resources to support related initiatives. By leveraging a diversified range of financing mechanisms, we can effectively address both current and future priorities.E4.MDR-T_01, 02, 03, 04, 05, 06, 07,
09, 13 & E4-4_06, 07, 09
Table 26: List of targets’ progress
Target to
Target be Alignment with Relation of target to
Targets Type of target duration Baseline achieved 2024 status international initiative Geographical scope Description of target Mitigation hierarchy identified material impacts Planning to achieve the target

Eliminate Absolute 2025 2020 100% Sugar/juicesRegulation on Main Eliminate Avoidance, Land use ecosystem 100% certification for
deforestation (cut-off are 96% Deforestation-free commodities deforestation in our minimisation, change sugar/juices in 2025; In the
in our supply year) (certified) Products (EU DR). (sugar/juices), and supply chain restoration EU we focus on full EU DR
chain Global Biodiversity critical for compliance (coffee and
Framework’s ‘30x30’ biodiversity ones, paper/wood) in 2025
conservation target. global scope
100% Absolute 2025 2017 100% 96% FAO Good Main Achieve 100% Avoidance, Land use ecosystem In 2024, we have 100%
sustainable (excluding Agricultural commodities adherence to the minimisation, change sustainable sourcing for
sourcing Multon Practices; ILO we use, global PSA in main restoration and our main agricultural
Partners scope agricultural rehabilitation, ingredients in Europe.
Juices) commodities compensation or Plan to achieve 100% in
offsets Africa in 2025.

No assumptions are used to define targets. We have considered the critical areas and commodities based on the risk assessment. We took into consideration the best global practices and guidelines such as the
SBTN, FAO Good Agricultural Practices, ILO and EU regulations. Targets are monitored quarterly by obtaining information from suppliers for their sustainable certifications. The amount of procured quantity of
raw materials certified is divided by the total procured volume for the raw materials in scope. Current status is as per the initial plans. Targets are set for the upstream part of the value chain due to the biggest
impact there.

E4.MDR-T_10 & E4-4_05

The targets set are in line with the Kunming-Montreal Global Biodiversity Framework and its mission to halt and reverse biodiversity loss to put nature on a path to recovery, and they are aligned with EU 2030
Biodiversity Strategy, where the goal for protecting 30% of land in the EU is stated as well as with the EU Regulation on Deforestation-free Products (EU DR).

E4.MDR-T_11
Stakeholder engagement plays a pivotal role in this process, particularly through our Annual Stakeholder Forums, where key discussions take place, and the insights gathered are integrated into the formulation
of our targets. Also, during the supplier sustainability events we organise regularly, we discuss different ESG aspects, including biodiversity and deforestation. Additionally, the Group takes into account the
requirements of ESG raters, including those of our investors, ensuring that our targets are aligned with their evolving expectations. Moreover, we have conducted several meetings with our main sugar and
sweeteners suppliers where we discussed environmental topics, among them the deforestation issue.
E4-5 Impact metrics related to biodiversity and ecosystems change

E4-5_04
Our operations are primarily based in cities, so we do not have a direct impact on biodiversity and ecosystem change. The impact is linked to Tier 2 and 3 suppliers in the upstream part of the value chain, specifically
concerning agricultural ingredients and primarily paper/ wooden materials.
119 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Impact, risk and opportunity management E5-1_03 & E5-1_04

E5-1 Policies related to resource use and Additionally, for our engagements regarding

ESRS E5 –
circular economy recyclability and recycled packaging, we have
included targets relevant to:
E5.MDR-P_01

Resource use
• Collection: Recover 75% of our primary
Packaging plays a vital role in keeping our products
packaging for recycling or reuse by 2025.
fresh and safe. Sustainable packaging and waste
• Eliminate Unnecessary Packaging: Building

and circular
management are important to our business, given
on the extensive light-weighting programme
the amount of packaging we use, the variety of
delivered over the past decade, we will continue
pack materials we use and the need to recover

economy
to light-weight our primary packaging towards
and recycle them after consumption.
‘best-in-class‘ bottles and cans in each
market, while innovating to remove shrink
E5-1_03 & E5-1_04
film from multipacks.
Beverage packaging has value and life beyond its initial • Expand Reusable Packaging: Deliver
use, and we believe that it should be collected and programmes to increase reusable packaging
recycled into a new package as part of a circular from 12% of transactions sold in ‘returnable’,
economy. To deliver this vision, we own, invest in and and 4% in ‘dispensed,’ formats.
take responsibility for collected packaging material • Reduce Virgin Plastic: Through the increased
as members of authorised recovery organisations. use of circular PET (rPET), light-weighting,
removal of plastic film and expansion of reusable
Our commitments
packaging formats.
E5.MDR-P_01 & E5.MDR-P_04 • Innovation: Deliver new sustainable packaging
solutions through partnerships and R&D.
We are committed to continually improving
• Inspire and Engage Consumers: Use the power
our environmental performance in the areas of
of our brands to encourage consumers to recycle.
packaging and packaging waste. Since packaging
remains critical for us, as already stated through
E5-1_02 & E5.MDR-P_02
our DMA, and thus we have adopted the ‘Packaging
Waste Management Policy’. This policy includes Furthermore, under the umbrella of our Biodiversity
objectives relevant both to packaging materials Statement, as already mentioned in the ESRS E4 –
and packaging waste, and as all our environmental Biodiversity and ecosystem, sustainable sourcing
policies, it considers the ISO 14001 Environmental of packaging is also taken into account. We aim
Management System and the GRI Standards. to source all our paper-based primary packaging
materials from sustainable forest sources. All our
E5-1_01 & E5.MDR-P_01 paper bricks we use are FSC-certified.
Our Packaging Waste Management Policy commits The scope of our commitments is to improve
to collect the equivalent of 75% of our packaging for the circularity of our packaging and to avoid
recycling or reuse by 2025, use 35% recycled PET packaging waste, which in turn contributes to better
(rPET) by 2025 in our PET bottles, and in the EU environmental performance. Among the key areas
countries, our objective is to reach 50% rPET by 2025. we focus on, and relevant to the materiality analysis,
is the circular economy. We take action to improve
We also are committed to have 100% recyclable
packaging sustainability, including its recycling into
by design primary packaging materials and
new packages and measuring, evaluating and
to invest in recycling infrastructure and new
sharing progress across regions and stakeholders,
technologies that enable increased usage
providing the respective transparency.
of recycled content in our packaging, where
technically and economically feasible.
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Sustainability Statement continued

Sustainable packaging important ESG areas for our business, and we set leading industry efforts to introduce effective to investigate the potential commercialisation
actions to improve both our stakeholder engagement and efficient collection systems in all our markets. of technologies and processes for the enzymatic
E5.MDR-P_02 & E5.MDR-P_01
and our performance. With suppliers, we have These include Deposit Return Schemes (DRS) recycling of PET. This co-funded research project
We seek to minimise the overall amount of packaging sustainable supply events where we gain their views in most of our EU markets. Therefore, we work is exploring new applications for bio-recycling
that we use. Together with our suppliers and partners, on how to collaborate in the area of sustainability. with governments and industry to create a legal enzymes that could have the potential to promote
we are working to design more sustainable packaging Throughout the year, we proactively monitor and take framework in which economic progress and packaging circularity at industrial scale.
and take action to ensure that our packaging doesn’t into consideration the requirements by different diversion of material from landfill can be achieved.
As already stated, in countries where effective
end up as waste. ESR raters and frameworks; also we perform
For the reporting year, we focused on different collection systems do not exist, we are working
regular calls with sustainability experts of investors,
The big amount of packaging we use for our finished pillars, and we worked with specific focus on each together with peers and governments to design
banks and other financial institutions.
products, if not collected and recycled properly, of them. These pillars include: and implement new systems. Such cases are our
would end up in the soil, in the rivers and then in the alliance with the Food and Beverage Recycling
E5.MDR-P_03 • Recyclability
seas and the oceans, which could have a negative Alliance (FBRA) in Nigeria and our partnership
• Recycled packaging
impact on ecosystems, human health (toxicity) The Corporate Social Responsibility Committee with the recycler BariQ in Egypt.
• Eliminate unnecessary packaging
and society. of the Board of Directors is responsible for
• Expand reusable (returnable) packaging A new approach to promotional displays has been
establishing the principles governing the
Packaging waste and climate change are • Packaging collection piloted with our customer Żabka, a large chain of
Group’s policies on social responsibility and
interconnected global challenges, and an area convenience stores in Poland. This new system
the environment (including packaging waste) Stakeholder engagement
of focus for businesses and communities. 34% only requires the customer to change the
to guide management’s decisions and actions.
of our value chain emissions come from packaging E5-2_07 & E5-2_09 branding of our products in stores – not the
materials, and to achieve our NetZeroby40 All our policies, such as our Packaging Waste display units themselves. This means that our
For the implementation of all actions, the
emissions goal we invest in sustainable packaging Management Policy, are owned and endorsed customer retains a high-quality display, and we
contribution of our stakeholders was of utmost
solutions. When we light-weight our packaging, by the Corporate Social Responsibility Committee save money on transport and production costs.
importance. Collective actions are important when
incorporate more recycled and bio-based of the Board of Directors. Sustainability SteerCo This collaborative initiative created commercial
systemic changes are required and we have
material, invest in local recycling programmes and at ELT level is responsible for developing and value for us and for our customers while reducing
established strong relationships with our main
increase our use of reusable packaging, we reduce implementing policies and executing the strategies waste and cutting down on CO2 emissions.
stakeholders.
both waste and our GHG emissions. to achieve the Company’s social responsibility and
Lastly, we are members of the European
environmental goals. In December 2024, we welcomed 167
Transparency Organisation for Packaging and the Environment
stakeholders, including our suppliers, to our
Further details regarding our sustainability – EUROPEN and UNESDA Soft Drinks Europe.
E5.MDR-P_06 Annual Stakeholder Forum, themed ‘Harnessing
governance are available in GOV-1 ‘The role of EUROPEN is the voice of the packaging supply
a Circular Economy for Packaging’, to explore what
All our policies and commitments are publicly the administrative, management and supervisory chain industry in Europe on topics related to
actions are needed to help deliver this objective.
available via our website. By having the policies bodies’ and on our website. packaging and the environment. This membership
publicly available, we inform all our stakeholders Additionally, together with our suppliers and provides us the opportunity to understand the
E5-2 Actions and resources related to resource
of our goals and, where needed, we ensure their partners, we are working to design more challenges of the wider packaging supply chain
use and circular economy
involvement, as happens with the ‘Packaging Waste sustainable packaging and take action to ensure (from producers of packaging all the way to
Management Policy’, which applies to all Coca-Cola E5.MDR-A_01, 02, 03, 05 & E5-2_08 that our packaging doesn’t end up as waste. recyclers) and to work with governments and the
HBC employees, regardless of level and function. All European Commission around issues. The role of
The objectives from the Packaging Waste Each year, we host a supplier innovation day where we
our policies are translated in the local language of our EUROPEN within the circular economy is to:
Management Policy require continuous engage with key partners and potential new suppliers
countries and available on their local websites as well. a) continuously improve the environmental
improvement and progress. Therefore, each year we in the area of sustainable packaging. Previous to
strive to improve our performance by establishing the reporting year, we have piloted and then scaled performance of packaging and packaged
E5.MDR-P_05 products all along the supply chain;
new actions and working on the existing ones. technologies that now allow us to replace plastic
Additionally, every year, we perform an annual film on multipacks with carton solutions, such as the b) promote the role, functionalities and benefits
materiality survey, and we ask more than 500 Packaging can only be circular if it is recyclable. KeelClip™ roll-out, the cardboard holder for cans of packaging within all relevant EU policies; and
stakeholders from different stakeholder groups Since 2022, 100% of our primary packaging – PET, multipacks, and process non-food grade ‘hot washed’
glass, aluminium and aseptic cartons – has been c) achieve a harmonised policy framework and a
across all our 29 markets and beyond to help us gauge PET flakes to produce high-quality food-grade rPET. functioning EU internal market for packaging
our sustainability agenda and priorities. During our recyclable by design. We achieved this milestone Furthermore, since 2022, we started an ongoing and packaged products.
Annual Stakeholder Forums, we discuss the most three years ahead of our 2025 target. We are also collaboration with the University of Portsmouth,
121 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

UNESDA Soft Drinks Europe enables us to talk with one voice and discuss with governments and the EU as a whole matters relating specifically to the soft drinks sector. With UNESDA, we also have set
commitments for circular packaging which the corporate members have committed to achieving, thus enabling improved overall sectoral approach to circular packaging, including recycled content targets,
collection and recyclability ahead of legal requirements.
Table 27: List of key actions and resources in relation to circular economy
Progress of actions/
action plans disclosed in
Time – reference Scope of action prior periods

Time
horizon of
action Expected Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned completion outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

Recyclability – 100% of our primary packaging and using alternative packaging materials
Maintained KeelClip™ as a 2024 – Ongoing To reduce Supports the delivery of our Production and packaging: Own Europe Consumers, Progress as per
carton-based solution that environmental packaging waste operations & (23 countries) Customers, the plan
Maintain solutions and
removes plastic shrink film impact (water management policy Downstream Communities
continue innovate
previously used to hold and soil) and objectives:
can multi-packs together, reduce waste
• Innovate to minimize the
in 23 countries, helping
(Avoid 2,300 amount of packaging that
us to reduce our plastic
tonnes of we use, while ensuring
packaging footprint
plastic shrink that the packaging
Maintained QFlex carton- 2024 – Ongoing annually) that we do use is as Ireland,
based solution that removes sustainable as possible Northern
plastic shrink film previously • Provide sustainable Ireland
used to hold large multi- packaging options
packs cans together in meeting consumers’
Ireland and Northern Ireland, needs
helping us to reduce our
plastic packaging footprint
Lite Pac launch & expansion 2024 – Ongoing Removal of Austria
in other markets 135 tonnes of
plastic from
our supply
chain annually
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Sustainability Statement continued

Progress of actions/
action plans disclosed in
Time – reference Scope of action prior periods

Time
horizon of
action Expected Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned completion outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

Recycled Packaging
In-house rPET production 2024 - Ongoing To reduce Supports the delivery Production & Packaging Own Switzerland Consumers, 23.8% compared
and transitioning to 100% virgin and of our packaging waste operations Italy Customers, to 16.1% (in 2023);
rPET locally produced increased management policy Austria Communities 45.9% in EU
&
portfolio recycled objective: Romania countries and
plastic Downstream Republic Switzerland
• Continue to increase
content in our of Ireland
recycled content in
packaging Northern
our primary beverage
Ireland
packaging, with an
emphasis on PET
beverage bottles
• accomplishment of the
Mission Target 2025 to
35% rPET usage
Eliminate unnecessary packaging
Light-weight our primary 2024 - 2024 To reduce Reduction of waste, Design optimisation to reduce the Upstream, Ireland, Customers, Can body:-1.9%
packaging weight of NetZeroby40 weight of Cans bodies and ends Downstream Czech Consumers, average reduction;
materials used Republic, Suppliers
(Aluminum Cans) Can end: – 9.8%
Egypt,
(decrease average reduction
Greece,
emissions) in material
Serbia
Light-weight our primary 2024 - 2024 To reduce Reduction of waste, Design optimisation to reduce weight Upstream, Bulgaria, Customers, Average reduction
packaging (Preforms) and 2025 2025 weight of NetZeroby40 of preform Downstream Czech Consumers, in material is under
Test in 5 new markets before materials used Republic, Suppliers calculation
introducing it to our 2025 Poland and
(decrease
portfolio Baltics
emissions)
Replacement of tethered 2024 - 2024 To reduce Reduction of waste, Design optimisation to reduce weight Upstream, Ireland, Italy, Customers, 0.3% reduction in
closures with lighter option weight of NetZeroby40 Downstream Bulgaria, Consumers, closure weight
HDPE used by Austria, Suppliers
300 tonnes Hungary,
Romania,
and
Bosnia,
to decrease Czech,
CO2 emissions Lithuania,
by 600 tonnes Poland,
Serbia,
Cyprus
123 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Progress of actions/
action plans disclosed in
Time – reference Scope of action prior periods

Time
horizon of
action Expected Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned completion outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

Label height reductions 2024 2025 2025 To reduce Reduction of waste, Design optimisation to reduce weight Upstream, Greece, Customers, Progress made as
weight of NetZeroby40 Downstream Cyprus, Consumers, per the planned
plastic used by Poland & Italy Suppliers activities
200 tonnes
Expand Reusable (Returnable) Packaging
Usage of returnable and 2024 - Ongoing To reduce Expand Reusable Continue the implementation of Pack Downstream Europe and Consumers, Refillables 12.7% in
refillable glass, and environmental Packaging: Mix of the Future initiatives, focused Africa Customers, 2024 from 11.7% in
dispensers such as fountains impact (water on expanding RGB across markets Communities 2023*
• Deliver programmes
or freestyle machines and soil) and setting our vision for profitable
to increase reusable Packageless stable
reduce waste; growth while reducing CO2 footprint
packaging (returnable at 4.3%*
Decrease
and dispensed) formats Activated Packageless pilot in leading
emissions in *Transactions in
• Reduce packaging university in Italy. Replicable
scope 3 and NARTD excluding
amount in absolute programme envisioning packageless
help achieving N. Macedonia
terms. campus
our net zero
emissions goal
Increase packaging collection
Continue to actively engage 2024 - Ongoing To reduce Participated in the supervisory board Downstream Bosnia,
Supports the delivery of our Communities, Progress made in
with governments and peer environmental packaging waste of EPR organizations in 16 of our Bulgaria, Governments, line with roadmap
companies to establish and impact (water management policy countries, providing strategic Czech, Customers, plans to achieve
ensure that effective and soil) and objectives: direction and support Estonia, Peer our 75% collection
operation of Extended decrease Italy, Latvia, Companies target by 2025. We
• Work through cross-
Producer Responsibility (EPR) plastic waste Lithuania, ensured ongoing
sector packaging
Organizations, including Moldova, implementation of
associations to develop
Packaging Recovery North our policy objective
and support effective
Organizations (PRO) and Macedonia, to ensure effective
waste management and
Deposit Return Schemes Poland, packaging waste
packaging collection
(DRS). Ireland, management
solutions
Romania, activities are in
• Enhance the efficiency
Serbia, place across our
and effectiveness
Slovakia, markets.
of established post-
Slovenia,
consumer packaging
Switzerland
waste management
organisations
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Sustainability Statement continued

Progress of actions/
action plans disclosed in
Time – reference Scope of action prior periods

Time
horizon of
action Expected Achievement of policy Value chain Geographical Affected Quantitative and
List of actions Current Planned completion outcomes objectives & targets Activities segment boundaries stakeholders qualitative information

We support well-designed 2024 2028 By 2028 To reduce Fulfill our Mission 2025 Played a critical role in the successful Downstream Croatia, Communities, 2024 roadmap and
deposit return schemes environmental target of 75% collection of launch of new DRS in Romania, Estonia, Governments, plans implemented
(DRS) in our European impact (water primary packaging by 2025 Ireland and Hungary Hungary, Customers, (including launches
markets, wherever an and soil) & Latvia, Peer in Ireland, Romania
Deliver EU collection Established a new DRS operator
effective alternative Decrease Lithuania, Companies and Hungary)
targets of 90% separate in Poland (Kaucja.pl) with CCHBC
doesn’t already exist. plastic waste Republic of
collection for PET and as a shareholder to support the A clear action plan
As of 2024, eight of our Ireland,
beverage cans by 2029 successful launch of DRS in Poland for 2025 aligned
markets now have DRS in Romania and
in 2025 and approved by
place to assist in the design Slovakia. We
senior
and implementation Made preparations for the successful are engaging
management
of new national DRS in Jan 2025 launch of DRS in Austria proactively in
(including DRS
each of these countries. Austria,
Actively participated in a cross- launches in Austria,
Bulgaria,
industry coalition that offered Poland and Greece)
Cyprus,
advice and strategic input to the
Czech
Greek government on DRS, while
Republic,
developing a business plan for the
Greece,
application for a DRS operator licence
Moldova,
Northern
Ireland,
Poland,
Serbia and
Slovenia
Development of EPR 2024 2028 2028 To reduce Fulfill our Mission 2025 We continued to support the Downstream Nigeria Consumers, Progress made in
schemes in countries where environmental target of 75% collection of work of the Food and Beverage Customers, Egypt and Nigeria
it is not mandatory in order to impact (water primary packaging by 2025 Recycling Alliance (FBRA) and other Communities, as per the plan
reduce the downstream and soil) and packaging collection projects Peer
pollution reduce waste, companies
Open the first-ever Coca-Cola
increase
System-owned and operated
packaging
packaging collection hub
collection
Continue working with BariQ in Egypt Egypt
125 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E5.MDR-A_04 We also expect that the higher spend for recycled E5-3_03 & E5-3_04 E5.MDR-T_12
PET compared with virgin PET will increase further
As seen, we have established a comprehensive Our resource inflows targets focus on the For our targets we use actual data to report the
to approximately €60 million, as we accelerate our
action plan and implemented several actions continuous improvement of recycled material use. progress, e.g., for recyclability we use the technical by
performance against our Mission 2025 target, but
related to circular economy and packaging. By They have a double role, since by increasing their design data of our primary packaging materials (glass,
also due to the EU requirement for a 25% minimum
those actions, we demonstrate our support to recycled content, the rates of primary raw materials PET, aluminium/steel can, paper, aseptic paper).
recycled content on PET beverage bottles.
nature and to people independently on whether decline. The targets refer to the recycled PET used
Our time horizons could be an annual goal aligned
they are harmed or not. In 2024, no negative To support our actions, financial resources for plastic bottles. Furthermore, we aim to remove
with the Business Planning process (BP), mid-term
incident related to circular economy has must be secured through targeted allocation. an additional 2,800 tonnes of our light-weight
targets aligned with our long-range plan (LRP) and
been recorded. Our sustainable finance approach underpins the packaging by 2025 compared with 2023 data.
business objectives, or long-term targets such as
Group’s ability to align funding strategies with
Financial Resources NetZeroby40 aligned with the external trends.
sustainability commitments, while supporting the E5-3_05 & E5-3_09
E5.MDR-A_06, 07, 09, 11 UN SDGs and the EU Environmental Objectives. All those targets, however, are disaggregated to
As already stated, we aim to source all our paper-
Financing mechanisms include a diverse range of annual roadmaps, and our regular performance
Specifically, to support our actions related to based primary packaging materials from sustainable
instruments, ensuring flexibility in meeting both review is two-pronged:
the expansion of reusable/refillable packaging, forest sources. Now, 100% of our paper bricks
current and future financial requirements for
we make investments every year for the renewal (aseptic carton) we use are FSC®-certified. Driven by a) versus the annual roadmap; and
action plans.
or increase of the returnable containers fleet. In the materiality results, and focusing on the material
b) versus the direction of the target year.
2024, this investment reached €59 million. We also Metrics and targets topics, our targets address the prevention layer
invested €9.5 million in production infrastructure, (including the reduction) of the waste hierarchy On this way, we are able to set actions and correct
E5-3 Targets related to resource use and
mainly for new returnable glass production lines pyramid, as well as recycling and recovering. course if needed.
circular economy
in Italy and Nigeria. Returnable glass bottles address reuse layer
E5-3_01 of the waste hierarchy. E5-3_01 & E5-3_09 & E5.MDR-T_02 –
In addition, we invest significant amounts to
E5.MDR-T_08
support our action plan around the increase We have set voluntary targets that promote circular E5.MDR-T_01
of recycled content in our packaging, specifically economy, and they are designed to address both Table 28 below provides further details on each
by expanding the use of recycled PET. Building resource inflows and outflows, and the lifecycle The majority of those targets are connected target, including their characteristics (targets’
on the significant in-house rPET production of products and materials. with the Packaging Waste Management Policy level, their units, their time-boundaries, the
infrastructure investments we have made in the and reflect total Group targets. To track our progress made over the baseline measurements),
past few years in Italy, Poland and Romania, we E5-3_02 performance and our contribution to the final illustrating how they contribute to our overall
allocated €30 million in 2024 to support the higher target, every year we set a yearly target as an sustainability goals and circular economy
cost of recycled PET compared with virgin PET. Our objective is to keep our primary packaging annual milestone. principles. Targets are voluntary.
100% recyclable by design. Therefore, we have
The Capex and cost of packaging materials established a target related to circular product
mentioned above are reflected in our ‘Financial design, which is already achieved. We have made
Statements’, in the cash flow statement and the our primary packaging 100% fully recyclable three
income statement, respectively. years ahead of the expected timeline and 2025
Moving ahead, we will continue to support target. For us, recyclability is calculated as
our circular economy action plan as required. technical recyclability by design, and here we
Specifically for 2025, we plan to continue our consider all beverage packaging which is made of
investments in production infrastructure in Italy glass, aluminium/steel, PET and aseptic cartons.
to support the RGB expansion in the market, and All of those are able to be recycled fully. We
we will allocate significant Capex on returnable consider as technical recyclability by design any
containers across our markets. reuse or recycle option for those materials. In the
definition, we do not take into consideration the
packaging collection rates in every country.
126 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Table 28: List of targets

Baseline
and
Target Baseline Value chain and Alignment with Stakeholders Planning to Relation to waste
Targets Type of target duration number Target to be achieved geographical boundaries 2024 status international initiative Involvement achieve the target hierarchy

Recyclability by Relative in % 2018-2025 2017 100% of consumer packaging to Upstream/Global Percentage of recyclable by Suppliers 2025 Recycling
design (8 years) (99%) be recyclable design materials from main
packaging used in 2024: 100%
Light-weight Absolute in 2023-2025 2023 Remove 2,800 tonnes of Own operations/ Continue implementing best in Suppliers, Prevention
Packaging tonnes packaging through light-weighting Global class packaging weight Customers (Reduce)
our packaging
PET used from Relative in % 2018-2025 2017 35% of PET used from Upstream & Own 23.8% rPET (placed on the Suppliers, 2025 Recycling
recycled PET (8 years) (9%) recycled PET and/or PET from Operations/Global market in 2024) Customers
and/or PET renewable material
from renewable 50% of PET used from Upstream & Own 45.9% rPET (placed on the Suppliers, 2025
material recycled PET and/or PET from Operations/EU market in 2024) Customers
renewable material countries and
Switzerland
Zero Waste Absolute 2018-2025 2017 Engage in 20 zero waste Downstream/Global 20 out of 20 zero waste projects Sustainable NGOs, Communities, 2025 –
partnerships (city (8 years) (0) partnerships (city and/or coast) Development Goal Local municipalities
and/or coast) 8, 9, 11, 12, 14 & 17
Collection rate Relative in % 2018-2025 2017 Help collect the equivalent of 75% Downstream/Global 57% оf primary packaging placed Government 2025 Recycling
of our primary (8 years) (41%) of our primary packaging on the market in 2024 (including and Regulators,
packaging placed Egypt); Peer companies,
on the market Excluding Egypt, the amount is Customers,
58% Suppliers, NGOs
Coca-Cola Absolute in 2025 2024 Collect 1,000 metric tonnes of Downstream/Nigeria In 2024, together with TCCC, NGOs, Communities, >2025 Recycling
System-owned tonnes packaging materials the Coca-Cola system-owned Local municipalities.
& operated packaging collection facility was Government and
packaging completed Regulators, Peer
collection facility companies
Paper Bricks Absolute in % Continue n/a Source all our paper-based Upstream/Global 100% of our paper bricks (aseptic Suppliers >2030 –
(rolling primary packaging materials from carton) used are FSC-certified
target) sustainable forest sources
127 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E5.MDR-T_12 & E5-3_13 & E5.MDR-T_01 E5.MDR-T_10 & E5.MDR-T_11 E5-4 Resource inflows
We have not changed any of our targets, as We have also involved our stakeholders in the E5-4_01
for us any sustainability target means to deliver, process of target-setting. We use the industry
to execute – an opposite of an aspirational target. best practices for setting the targets and clearly Resource inflows, relevant to upstream activities and reported within this chapter, take into account the
The Single Use Plastics Directive, which was describe the calculations and methods used in our results of the materiality analysis. This analysis has identified packaging inflows as a material topic.
introduced after our 2025 commitments, applies internal guidebooks. Feedback by NGOs, industry Our packaging inflows include different streams of packaging, such as:
only to EU Member States. However, we have associations such as UNESDA, and suppliers,
voluntarily extended these commitments to but also strategic initiatives such as the UN SDGs, • Plastic, which is used for plastic bottles, closures, HDPE/LDPE bottles, labels and stretch/shrink films;
include our other markets, ensuring they are considered. • Glass, which is used for glass bottles;
reflect our entire value chain. • Metal, which are used for aluminium cans and metal crowns; and
Stakeholder engagement is pivotal, particularly • Paper, which is used for paper labels, composite aseptic carton, cardboard and wood pallets).
through Annual Stakeholder Forums and frequent
E5-3_13 & E5.MDR-T_09 All data relevant to our packaging inflows quantities that we used during the reporting period is
meetings with all relevant stakeholders (NGOs, peer
The Single Use Plastics Directive imposed in 2019 companies, customers, municipalities). The insights disclosed in the following table.
a 77% separate collection target of PET beverage gathered from these engagements, along with the
bottles by 2025 and a recycled content target of expectations of ESG raters and investors, inform E5-4_02 – E5-4_05
25% in PET beverage bottles. For our collection the setting of ambitious, data-driven targets. Table 29: Material Inflows Indicators
targets, these were set in 2018, following a previous Parameters Unit 2024
commitment of 40% total packaging collected by E5-3_08 The overall total weight of products (beverage+packaging) Tonnes 20,382,929
2020, which we had already overachieved in 2018.
We strive to minimise food loss and food waste in our The overall total weight of technical materials used
For 2025, we have set ambitious targets as an
operations. Our target to tackle food waste and loss (ingredients + packaging materials) Tonnes 2,143,227
average for all our markets.
across our activities and operations is: to decrease
Not all markets are in the EU, therefore the 75% on our absolute food losses (in dry matter) by 30% Total Plastic Tonnes 427,749
average was much more ambitious than the Single by 2025 compared to our 2019 baseline despite PET (bottles) Tonnes 346,143
Use Plastic Directive or any other local targets. volume growth, an increase in portfolio/beverage
The Single Use Plastic Directive also only defines categories, and expansion to emerging markets, Plant-Pet Tonnes 0
collection for PET bottles whereas we are going and further reduce by 40% by 2030 vs 2019. Plastic (closures + HDPE/LDPE bottles) Tonnes 30,268
beyond this, including all our primary packaging PE (labels and stretch/shrink films) Tonnes 51,338
Food loss and waste at our manufacturing sites
(such as glass bottles and aluminium cans). For
are part of the overall waste management Total Glass Tonnes 193,285
recycled content, this is also above Single Use
process. We strive to reach 100% recycled waste
Plastic Directive targets for 2025. Glass (Bottles) Tonnes 193,285
and zero waste to landfill in manufacturing. We
have reduced the percentage of manufacturing Total Metal Tonnes 80,508
E5.MDR-T_13
waste going to landfill significantly: in 2024, only
We have specialised software to monitor and review 1.6% of our manufacturing waste went to landfill, Aluminium (cans) Tonnes 73,608
for each of our ESG goals/targets, and we report while in 2015 it was 10.1%. This means in 2024 Metal (crowns) Tonnes 6,900
monthly the actual performance and status (if we 98.4% of total manufacturing waste was recycled Total Paper Tonnes 153,133
are on track, lagging behind or partly on track) to the or used for alternative usage..
members of the ELT who are accountable for the Paper (labels) Tonnes 1,318
respective KPIs. The actuals are easily available in our Composite carton (Tetra Pak, bricks) Tonnes 26,232
EDGE dashboards. Quarterly, the performance and
the related actions to achieve the annual goals are Cardboard Tonnes 72,788
reported to the Social Responsibility Committee Wood (pallets) Tonnes 52,795
of the Board of Directors.
128 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Parameters Unit 2024 E5-4_08 E5-5 Resource outflows

We ensure that there is no overlap or double Outflows
The weight of secondary reused or recycled components
counting between the categories of reused and Resource outflows are another material topic for
used to manufacture CCHBC’s products and services
recycled materials. us.
(including packaging) Tonnes 199,648
The weight of secondary reused or recycled components Reusable glass bottles are reported only with E5-5_01
used to manufacture CCHBC’s products and services 23% out of total the new number of bottles purchased in the
(including packaging) Percentage packaging materials respective year. We have invoices and number We are committed to incorporate more circular
of purchasing orders with the respective amount principles in our production processes, and for that
The weight of secondary intermediary products purpose we have implemented key actions and
purchased for all materials that are entering in
used to manufacture CCHBC’s products and services innovations. Now, five of our water brands are sold in
our plants.
(including packaging) Tonnes 0 100% rPET bottles: Romerquelle (Austria, Czech
In our systems, we have master data of each Republic, Slovakia, Serbia, Croatia and Slovenia),
The weight of secondary intermediary products
material which is part of the product recipe, Deep RiverRock (Republic of Ireland and Northern
used to manufacture CCHBC’s products and services
meaning that for each of our produced products, Ireland), Valser (Switzerland), Dorna (Romania)
(including packaging) Percentage 0
we know how much material we have used. and Natura (Czech Republic and Slovakia).
The weight of secondary materials used to manufacture The same for resource outflows – we know
CCHBC’s products and services (including packaging) Tonnes 0 the exact amount of every ingredient and Switzerland was also our first country to move
packaging material used in any sold products. its entire locally produced PET portfolio to 100%
The weight of secondary materials used to manufacture
rPET. This was followed by Italy1 and Austria,
CCHBC’s products and services (including packaging) Percentage 0 Reusable packaging is not reported to the and in 2023, Romania, the Republic of Ireland and
Data Methodology Packaging Recovery Organisations (PROs) for the Northern Ireland also transitioned to 100% rPET
floating volumes (i.e., all the bottles in circulation). for the locally produced PET portfolio. In addition,
E5-4_06 We report only the new quantities of bottles since 2023, Romania successfully combined a
The data derives from direct measurements, detailing each material that enters our operations. The purchased each year. This approach assumes 100% rPET local bottle portfolio, an in-house rPET
data is based on the purchased volume we use either for the manufacturing of our packaging (only in that new bottle purchases are not solely due to facility and a Deposit Return Scheme, helping us
the in-house rPET plants) or for the packaging which is being supplied from external suppliers. The data increased volume but also because some reusable close the loop for plastic packaging circularity.
relevant to recycled content for the packaging is based on our suppliers’ data, and then we calculate the bottles were not collected and ended up in the
recycling stream. Additionally, once reusable We continue our use of recycled shrink film
weighted average based on the amount purchased by each of those suppliers.
bottles reach the end of their lifespan, they will in Ireland, where our Deep RiverRock water
eventually become waste and be recycled. multipacks are packaged in Reborn®, a fully
recycled plastic film made from post-industrial
So, we avoid double counting by only reporting and post-consumer waste. We are exploring
to the PROs the new quantities purchased each opportunities to launch Reborn® in other markets.
year, and not the whole floating (or in circulation) Our corrugated cardboard packaging in Europe
volume related to reusable/refillable glass bottles. contains >80% recycled content, while our
composite paper carton packs, KeelClip™,
Qflex and LitePac Top, are 100% FSC-certified.
Our wooden pallets are 100% reusable.

1. Excluding water.
129 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

E5-5_04 Coca-Cola HBC is also heavily involved in EPR E5-6 Anticipated financial effects from These financial effects are anticipated to arise
systems in 25 of our countries, and members of material resource use and circular economy- in the mid to long term. While the timing remains
As mentioned, we ensure that our packaging
the supervisory board in 16 of these countries. related risks and opportunities uncertain, we are aligning our strategy with the
includes recyclable content. For 2024, the overall
Extended producer responsibility is a policy evolving market conditions.
recyclable content rate of our packaging is 100%. E5-6_02, 03, 04
approach that holds producers accountable for
Failing to respond to consumers’ concerns about
We do not engage in the production or their products throughout the entire lifecycle, Given the potential impact that significant changes packaging could also impact our reputation and
commercialisation of durable plastic goods and/or including the post-consumer stage. Further to our packaging mix could have to longer-term consumer base, potentially leading to revenue
components, including those made from mixed information is available at Ε5-2 ‘Actions and capital investment in production and distribution, losses for products that do not meet sustainability
materials. Additionally, we do not produce goods resources related to resource use and and the influence that packaging has on our ability to standards. Other challenges associated with
with an expected usage period exceeding three circular economy’. meet our NetZeroby40 commitments – packaging packaging relate to dependencies on sourcing
years. Our beverages, in particular, have a represents over 30% of our emissions – managing
Data methodology sustainable materials from suppliers, and to the
significantly shorter expected usage period, the risk and opportunity associated with sustainable increasing regulatory focus on impacts to natural
defined by their shelf life which is between four E5-5_06 packaging directly impacts and is impacted by our ecosystems caused by packaging waste.
and 12 months. future business strategy. It is closely linked with
The relevant data used is sourced mainly from
Extended Producer’s Responsibility direct measurements, which are taken from our the ‘Managing our carbon footprint’ risk, which is E5-6_05 & E5-6_06
production and operational records. Products are covered in detail under ESRS E1 ‘Climate change’.
E5-5_18 Our assessment shows we do not have any
classified as designed along circular principles if During 2024, we continued building on our Pack product at risk in the short-, medium- or long-
We make strong efforts to ensure that our products, they are recyclable by design. This means that the Mix of the Future vision. The development of term horizon. For the assessment of products
especially their packaging materials, will not end up packaging is compatible with waste management a profitable packaging strategy aims to reduce at risk, the same time horizons as those used in
as waste. We prove our engagement in product and processing, including collection, sorting, our environmental impact, address escalating the Double Materiality Assessment were applied,
end-of-life waste management, since, as mentioned recycling and the use of recycled materials to stakeholder concerns relating to packaging waste as presented in the E1.IRO-1_05.
earlier, we support the foundation of effective and replace primary raw materials. and takes into account new EU regulations such as
efficient collection systems in all our markets. the EU Directive on packaging and packaging waste.
We know the exact amount of every ingredient and
We are leading industry efforts to introduce DRS packaging material used in any sold products. For Initiatives such as increasing the use of recycled
across the majority of our EU countries. In 2024, packaging collection data, we have a calculation and refillable packaging and decarbonisation in the
we played a pivotal role in the successful go-live methodology document which details step by packaging industry contribute significantly to our
of new DRS in Romania, Ireland and Hungary. step how the data is collected. We report to our journey towards NetZeroby40.
Well-designed DRS have a proven track record of collection systems the amounts of packaging per Based on the 2024 quantification of this risk we
delivering very high collection rates, typically over type of material placed on the market. They then expect higher cost of packaging materials, mainly
90%, once the schemes reach maturity. We are report back to us via emails and reports how much rPET, aluminium and glass. The quantification was
encouraged by the results from year 1 in Romania, equivalent packaging was collected for recycling performed by applying the projected carbon price
where the scheme was delivering an average return – this is validated following the Packaging Recovery per packaging material under different climate
rate of 76% for all in-scope containers across the Organisation’s (PRO’s) own external auditing scenarios to the corresponding packaging
last three months of the year. Additionally, our processes. This is done per material type, both emissions as per our glidepath to 2040.
teams in Austria, Poland and Greece have been for primary and for secondary/tertiary packaging.
making intensive preparations to support
If packaging materials contain the amount of
successful DRS launches in 2025. These extensive
the same material coming from post-consumer
preparations include the development of DRS
waste, they are with recycled content. The
business plans, the establishment of a new DRS
percentage of recycled content in our products
administrator company in Poland, as well as the
and packaging is determined based on actual data
extensive internal planning to ensure that
from our suppliers and on what we have been
DRS-compliant packaging is available to the
using in our production.
consumer on shelf in time.
130 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Social information

Strategy Temporary employees, on the other hand,

SBM-3 Material impacts, risks and have a definite employment contract with Coca-Cola

ESRS S1 – Own
opportunities and their interaction HBC. Their contracts specify an end date, indicating
with strategy and business model the temporary nature of their employment. Like
permanent employees, temporary employees are

workforce
S1. SBM-3_01, 02, 03, 04, 06, 11 also paid through the Company’s payroll. They play
a crucial role in supporting our operations during
At Coca-Cola HBC, all employees and non-
peak periods, special projects or when specific
employees within our workforce who could
expertise is required for a limited time.
be materially impacted by our operations are
included in the scope of the disclosures under Types of non-employees
ESRS 2. This includes addressing impacts Non-employees at Coca-Cola HBC are individuals
arising from our own operations, our value who work for the Company but are not directly
chain, our products and services, and our employed by us. They do not receive compensation
business relationships. through the Company’s payroll and do not have
a direct contract with Coca-Cola HBC. These
Αctual impacts on our workforce, such as secure
non-employees can either be self-employed or
employment, adequate wages, health and safety,
employed through a third-party agency. Despite
gender equality, training, and diversity guide our
not being on the Company’s payroll, they actively
strategic decisions by enabling us to implement
participate and contribute to Coca-Cola HBC’s
targeted initiatives, ensuring that we create a
processes, and they follow all our standards,
supportive work environment that meets the
which are also part of their contract.
needs of our employees, who are the most
important asset and support us in achieving Non-employees are considered part of our own
our business objectives. workforce in general:
While non-employees are considered in the • They are provided by a third party (e.g., an
materiality assessment, they are not included in all employment agency) but work under our
social KPIs (e.g., basic salary male/female, gender direct control, following our instructions,
equality KPIs). Number of non-employees is minor schedules and operational guidelines.
compared to all employees. • They are self-employed individuals
contracted to work directly for us and
Types of employees and non-employees
are integral to our operations.
We provide the following information regarding
the types of employees and non-employees in Our negative impact
our own workforce subject to material impacts We strive to achieve zero occupational health
by our operations: and safety incidents, and potentially every
accident affects individually the person injured.
Types of employees
In 2024, we reported 1 fatality in Egypt and 0.30
Permanent employees are individuals who have
Lost Time Accidents per 100 full-time employees
an indefinite employment contract with Coca-
(FTEs) in our workforce. All health and safety-
Cola HBC. This means there is no end date
related incidents are being investigated locally by
specified in their contract. These employees are
cross-functional teams of experts from different
paid through the Company’s payroll and enjoy the
departments. Steps taken for the investigations
stability and benefits associated with long-term
are based on 14 internal investigation principles
employment. They are integral to our operations
which are published in our Incident Management
and contribute to the continuity and growth of
Investigation document. The investigation teams
our business.
use a Structured Problem-Solving methodology,
including Fishbone analysis and five WHY principles.
131 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

After the incident investigation, a one-page Two of the initiatives, which focused on the mental to women, and 39% of our external hires were Health and Safety (OHS) risk assessment and hazard
lessons learned document is created and shared wellbeing of our employees, were the introduction female. Notably, among our external hires for prevention programmes.
locally with all respective teams. It serves as a of the Employee Assistance Programme (EAP), management positions, women represented 53%,
In general, during our detailed OHS risk assessment
tool for learning and prevention of similar incidents with the organisation of a session focused on showcasing our dedication to promoting women
we evaluate the OHS risks and hazards in each
in the future. This document is published on a resilience and stress management led by a into leadership roles. Among our sales-based
working place (each job). This is a documented
special internal platform for knowledge sharing, professional counsellor from this programme external hires, women made up 42% of the total.
process done at country and plant level, and
accessible for all. and the launch of a dedicated mental-wellbeing
To further support women in the fields traditionally mitigation plans and specific requirements are
platform, a wellbeing framework, centred around
Brief description of the activities that result employing males, we created a Women in Sales issued for each high risk. It is also audited during
physical, mental, financial and social wellbeing,
in the positive impacts community specifically for our female Ukrainian the ISO 45001 audits.
to provide our people with the resources needed.
Contribution to employment sales teams. This initiative aims to amplify learning
We also continue to provide our framework for Impacts, risks and opportunities
In 2024, we employed 33,018 FTEs in 29 countries. and development opportunities for women in sales
health and dependent care and offer a range
of flexible working arrangements.
and create a supportive environment, where management
In 2019, for the first time, we developed our Group female employees can thrive and grow. S1-1 Policies related to own workforce.
socio-economic impact study (SEIS) by aggregation As part of our internal health and safety
of the data from all local SEIS reports, which is Moreover, the ratio of the basic salary between
management system, all employees (100%) S1.MDR-P_01, 02, 03, 04, 05, 06 & S1-1_01, 02,
regularly updated. Together with TCCC, in all our women and men is 1.37, underscoring our ongoing
receive mandatory safety training. No employee 09, 10, 11, 12, 13, 14, 16, 17, 21
territories we support more than 501,982 indirect efforts to ensure equitable pay across genders.
is allowed to start working for CCHBC without The relevant policies adopted to manage material
jobs throughout our value chain. This means that completing this mandatory safety training. Net zero transition plan
with every job in our system, we create an sustainability matters are Code of Business
Within our net zero transition plan, we do not
additional 13 jobs in the value chain, and we Access to education Conduct, Whistleblowing Policy, Human Rights
expect any negative impact on our employees.
contribute approximately €14.41 billion in value All our employees are part of the numerous training Policy, Inclusion and Diversity and Anti-Harassment
On the contrary, we expect more ‘green’ roles
added annually. materials and education programmes. We provide Policy, HIV/AIDS Policy, Fleet Safety Policy, and
to be included, such as people responsible for
learning and development opportunities for all Occupational Health and Safety Policy. These
Accessibility to a living wage decarbonisation, ESG reporting, internal audit
our employees (in all our activities), reflecting a key policies cover all our own workforce that was
In every country, all employees earn at least the for ESG data, etc.
pillar of our people strategy, which is democratised mentioned in the previous section.
minimum wage. People and Culture function learning. In 2024, our learning programmes covered Own workforce and occupational health and
monitors wage levels to ensure they are Code of Business Conduct
leadership, functional training and general business safety risk assessment
competitive relative to the industry and local labour training, and we report 659,353 training hours Key contents of the Code
For every workplace, we conduct on a regular
market. This includes the lowest paid employee across all management layers. Average training The Code of Business Conduct (the ‘Code’) is
(annual, or in case of significant change more
categories, such as junior line operators and hours per FTE: 20.1. Coca‑Cola HBC’s essential overarching policy.
frequently) basis, a risk assessment process
entry-level merchandisers. We regard our external All our employees are responsible for upholding
Gender equality where we assess any potential health and safety
reporting segments as key operational areas, which our commitment to the highest standards of
One of our key efforts is the Women in Leadership risk. Based on this, a mandatory corrective action
also form the basis of financial consolidation. On business conduct. The Code is composed of
programme, which supports the growth and and mitigation plan is developed at manufacturing
average, junior line operators and merchandisers several chapters whose contents include:
development of women in leadership roles. In 2024, site level. The process is documented.
earn approximately 1.2 times the local minimum • Our Commitment
wage in our Established markets, approximately 1.9 69 female leaders participated in this six-month Own workforce involved in occupational activities
programme, enhancing their leadership skills and • How to Use This Code
times in our Developing markets and approximately who have a high incidence or high risk of specific
fostering a network of women leaders within the • Human Rights, Diversity and Inclusion
2.2 times the local minimum wage in our Emerging diseases, refers to 2,867 employees who operate in
organisation. Additionally, our local business units • Reasonable Use of Coca-Cola HBC Assets
markets. The range of ratios is similar for both male Nigeria, where the risk of exposure to communicable
continue to design regionally targeted campaigns • Protection of Information and
and female employees. diseases (such as malaria, HIV, etc.) is generally higher
to empower and uplift women, tailored to the Operational Assets
than the average for our Group employees. There is a
Improved health, safety and wellbeing specific needs of each market. • Dealing with Customers and Suppliers
higher exposure risk for 22 CCH employees who work
The health, safety and wellness of our employees • Conflicts of Interest
We are also focused on creating equal opportunities at our wastewater treatment facilities, where both
is one of our top priorities. That is why we looked • Anti-Bribery
in hiring and career advancement. The gender production wastewater and communal wastewater
for new approaches to wellbeing and employee • Environment, Health and Safety
balance in our workforce reflects this commitment. are treated. Those two groups of employees have
support which was easily accessible to our employees • Competing Honestly in the Marketplace
45% of internal appointments were made been assessed based on our detailed Occupational
in our plants, offices or when working remotely. and Complying with Competition Laws

1. Numbers presented are aggregated based on the local SEIS reports from CCHBC territories in the period 2018-2024. All KPIs represent annual impact.
132 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

• Privacy and Protection of Personal Data Scope The Ethics and Compliance Officers are available In the core leadership programmes, such as
• Dealing in Company Securities The Code applies to all employees of Coca-Cola to receive requests of clarifications on the Code’s Passion to Lead and LEAP, we also cover the
• Training HBC worldwide regardless of location, role or level provisions from our Company’s employees. This DEI and human rights areas.
• Investigations. of seniority. This includes all employees, may happen from time to time. Such requests for
Objective
managers, members of the ELT and Directors of clarifications are aimed at making sure that the
Training on the Code is conducted on a regular Coca-Cola HBC respects human rights, and we
Coca-Cola HBC. Code is complied with and no violation occurs by
basis. It is the responsibility of every employee are committed to identifying, preventing and
the requesting employees.
to undergo mandatory training and to do so in Most senior level accountable for mitigating any adverse human rights impacts in
a responsible and engaged manner. the implementation of the ‘Code’ Human Rights Policy relation to our business activities through human
Coca-Cola HBC’s Board of Directors and the Head Key contents of the policy rights due diligence and preventive compliance
Objective
of Corporate Audit approve the Code, and it has The key contents of the policy include: processes. We are committed to respecting
The Code provides what is expected of everyone
been adopted with the full support of our ELT. human rights of all individuals regardless of race,
working for Coca-Cola HBC worldwide regardless • Respect for Human Rights sex, gender identity, colour, national or social
of location, role or level of seniority. This includes Commitment to respect third-party standards • Community and Stakeholder Engagement origin, religion, age, disability, sexual orientation
all employees, managers and members of the ELT. The Code refers to specific policies per area. • Valuing Diversity or political opinion, who may be at heightened risk
Our suppliers, distributors, agents, consultants These policies may define requirements as • Freedom of Association and Collective Bargaining of becoming vulnerable or marginalised, including
and contractors are also subject to many of the per the internationally recognised third-party • Safe and Healthy Workplace but not limited to migrants, indigenous people,
principles of our Code through our Supplier Guiding standards such as the UNGC, ILO, etc. • Workplace Security refugees and minorities.
Principles. Failure to comply with the Code by any • Slavery, Forced Labor and Human Trafficking
Consideration given to the interests of
employee is treated very seriously and may result • Child Labour Process for monitoring
key stakeholders in setting the policy
in disciplinary action, up to and including dismissal. • Work Hours, Wages and Benefits Regular reviews ensure that we adhere to
Whenever the Code is updated, inputs from
• Guidance and Reporting for Employees all applicable laws and regulations, our Code
Process for monitoring Corporate Audit team, based on investigated
of Business Conduct and internal standards.
We encourage our employees to speak up and cases and relevant management actions, and The process to monitor material sustainability Certification on a regular basis confirms that
look for guidance where needed, and to make country teams are considered. matters, related to human rights, follows the we are in legal compliance, processes are well
sure that they have all necessary approvals for
Policy available to potentially affected stakeholders steps below: implemented, targets are set and reached, and
key decisions. This minimises the risk of deviation
The Code of Business Conduct is publicly available When a conflict arises between the language of reporting is timely and accurate. In addition,
from, or violation of, the guidelines set out in the
on our website. We share the Code with all employees the policy and the laws, customs and practices of we have a well-publicised whistleblower system
Code of Business Conduct.
upon joining the Company. Additionally, we share the place where an employee works, or questions in place, with all cases investigated. Our due
The Code sets accountable officers in each the Code in our internal communication platforms, arise about this policy or in case an employee diligence compliance model is driven through an
business unit, the Ethics and Compliance Officers, so employees can easily access it. The Code is would like to report a potential violation of this external audit process. Workplace Accountability
as well as implementation of remediation plans. It also translated into our local languages to ensure policy, those questions and concerns can be Audits are conducted with a minimum cycle of
also clarifies how grievances should be reported that all employees can fully understand it. We raised through existing processes, which make every three years in each of the Coca-Cola HBC’s
and escalated. regularly train our employees on the Code through every effort to maintain confidentiality. For more plants by an independent external provider.
mandatory e-learning and other training sessions information, please see the Human Rights Policy.
The Internal Control team runs periodic testing on Scope
that are part of our mandatory training programme.
key controls related to the Code. The corporate Audit The updated policy is communicated to our Our Human Rights Policy applies to Coca-Cola
team runs periodic risk-based compliance audits. If an employee has a question about the rules of Top 300 senior managers by the ELT responsible HBC, the entities that we own, the entities in
the Code and how they apply to real-life situations, (Chief People and Culture Officer), and then it is which we hold a majority interest, and the facilities
The Audit and Risk Committee reviews the results
there are colleagues, our Ethics and Compliance cascaded to all employees locally by the local that we manage.
of the internal audit reports during each meeting,
Officers, available to offer guidance. The Ethics People and Culture business unit directors.
focusing on the key observations of any reports Most senior level accountable for the
and Compliance Officer that an employee should
where processes and controls require improvement. We have developed an e-learning course related implementation of the policy
contact depends on his/her role:
The Audit and Risk Committee is also provided to human rights, automatically communicated This policy has been approved by the Coca-Cola
with updates on the remediation status of • Country Employees: Country Legal Manager to all employees via email, and we follow the HBC ELT and signed by the CEO. Accountable for
management actions of internal audit findings • Group Functions Employees: Head of completion rate regularly. All policies are part of the implementation of the policy is Chief People
and on the internal audit quality assurance and Legal Compliance the onboarding programme for every new CCH and Culture Officer at Group level and at local
improvement programme at each meeting. • General Managers, ELT members, Board manager/supervisor and every new employee. business unit level is the business unit’s People
members: General Counsel and Culture Director. All employees are
• CEO: Chair of the Audit and Risk Committee responsible for committing to the policy.
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Sustainability Statement continued

Consideration given to the interests of our approach to inclusion, diversity, anti-harassment victimisation relating to any complaint made Objective
key stakeholders in setting the policy and the avoidance of discrimination at work. in good faith. Victimisation includes not only Coca-Cola HBC is committed to fostering an
Our Human Rights Policy is guided by international conduct directed at the complainant but also inclusive and diverse workplace through our
Inclusion and diversity for the purposes of this
human rights principles, encompassed in the conduct directed at any other person involved in Inclusion and Diversity and Anti-Harassment
policy means the creation of a respectful work
United Nations Universal Declaration of Human any related investigation. We may commence Policy, same as mentioned above for our
environment in which people neither discriminate
Rights, the International Labour Organisation’s disciplinary or other applicable proceedings under Human Rights Policy.
nor are discriminated against in any context based
Declaration on Fundamental Principles and Rights our Code of Business Conduct against any person
on the following characteristics: Process for monitoring
at Work, the United Nations Global Compact and who we consider may have breached this policy.
1) age To ensure compliance with our Inclusion and
the United Nations Guiding Principles on Business Such proceedings may lead to the imposition of
Diversity and Anti-Harassment Policy, we have
and Human Rights. 2) disability appropriate disciplinary sanctions up to and
established several key processes. All employees
3) gender or gender reassignment including dismissal. We reserve the right to
Via our Employee Engagement surveys done undergo regular training to understand and uphold
review and amend this policy from time to time
regularly, we capture the view and feedback 4) sex or sexual orientation these values. We provide clear channels for reporting
to ensure that we are adequately promoting
of our employees. The surveys are in the local any incidents of harassment or discrimination,
5) marital or civil partnership status inclusion and diversity and anti-harassment.
language. With regular dialogue with the ensuring anonymity and protection against
6) family status including pregnancy, maternity, For more information, please visit our Inclusion
employees’ representatives in the Work retaliation. Our Ethics and Compliance Officers
paternity or other carer status and Diversity and Anti-Harassment Policy.
Councils, we also take feedback from thoroughly investigate all reported cases. Regular
employees and act upon suggestions. 7) race including ethnic origin, nationality or colour Training on non-discrimination: internal and external audits are conducted to
8) religious, political or other beliefs We support all people who work for us to comply assess compliance, with results reviewed by the
Policy available to potentially
with this policy, including, where appropriate, Audit and Risk Committee. Remediation plans are
affected stakeholders 9) full-time or part-time status
training, guidance and support from the People implemented as needed to address any issues.
The Human Rights Policy covers all employees 10) any other characteristic in respect of which and Culture Department. These measures help us maintain a respectful,
in own workforce and is publicly available on our legal protection is afforded by local law inclusive and diverse workplace.
website. We share this policy with all employees There are a few e-learning courses related to
through regular training sessions and have Incidents of non-compliance with this policy or Inclusion, Diversity and Anti-Harassment available Scope
included it in our mandatory e-learning courses. of any other conduct that affects inclusion and on our intranet training platform. It is also part of This policy applies to all people who work for us
Additionally, we share the policy in our internal diversity should ordinarily be reported to line the regular updates sent to all local senior leaders (including our employees, contractors, consultants,
communication platforms, so employees can managers in the first instance. Such incidents responsible for the implementation of the policy. advisers and agency workers) and applies throughout
access it easily. The policy is also translated into may alternatively be reported to a line manager’s In the core leadership programmes, such as Passion the course of their dealings with us, including
local languages to ensure that all employees can line manager or to a member of the People and to Lead and LEAP, designed for our middle and top when they apply to work for us and after they
fully understand it. E-learning courses also are Culture department, or to the ‘SpeakUp!’ line. managers and future leaders, we also cover the cease working for us. It covers all aspects of
available in local languages and accessible to Like every policy, Inclusion and Diversity and DEI and human rights areas. employment with us, including recruitment, pay
every employee via our training portal. Anti-Harassment Policy is published on the website, and conditions, training, appraisal, promotion,
and it is cascaded to all employees by the local Specific policy commitments related to
conduct at work, disciplinary and grievance
Inclusion and Diversity and business unit senior managers. Communication is inclusion or positive action for people from
procedures, and termination of employment.
Anti-Harassment Policy mandatory to every new employee as part of the groups at particular risk of vulnerability in
Key contents of the policy onboarding process. There are a few e-learnings own workforce The policy creates both rights to be enjoyed by
At Coca-Cola HBC, we benefit greatly from the courses related to Inclusion, Diversity and Our women’s networks, in our Corporate Service people who work for us and responsibilities for
skills, experience and commitment of the diverse Anti-Harassment available on our intranet training Centre and in several of our business units, those same people to behave in a similar manner
range of people who work with us. We recognise platform in local languages. It is also part of the connect and empower women across our to ensure that others enjoy those same rights.
that diversity is essential to serving our customers regular updates done to all local senior leaders business. Members come together to share Leaders and managers within our business should
effectively, and we strive to ensure that no one is responsible for the implementation of the policy. experiences and learning, helping to foster assume responsibility to give effect to inclusion and
treated inappropriately or disrespectfully in our individual professional development, as well diversity and anti-harassment, and robustly and
We are committed to dealing promptly and as shape our organisation’s culture. promptly address any conduct that breaches this
workplace. This is aligned with our Values to act thoroughly (and with as much confidentiality
with integrity and care for our people. Inclusion policy of which they become aware. All employees
and sensitivity as possible) with any such are responsible for adhering to the policy.
and Diversity and Anti-Harassment Policy sets out complaints. We do not tolerate any form of
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Sustainability Statement continued

Most senior level accountable for In the core leadership programmes such as Scope Furthermore, we ensure that the OH&S Policy is
the implementation of the policy Passion to Lead and LEAP, we also cover the DEI This policy applies to Coca-Cola HBC’s: communicated to all relevant individuals, groups
Inclusion and Diversity and Anti-Harassment and human rights areas. The training sessions or entities who are expected to implement it or
• production operations and business facilities
Policy has been approved by the CEO. Accountable and e-learning courses are translated into local have a direct interest in its implementation.
• products and services
at Group level is Chief People and Culture Officer. languages to ensure that all employees can fully
• distribution and logistics
At country level, accountability is within the understand it. S1-1_03, 04, 05, 06, 07 & S1.MDR-P_04
• suppliers, service providers and contractors
business unit People and Culture Director.
Occupational Health and Safety Policy • other key business partners (including Human Rights Policy commitments
We assign responsibility at senior management Key contents of the policy co-parkers, joint ventures, etc.) Commitments and respect for the human
level for equal treatment and opportunities in The Occupational Health and Safety Policy rights, including labour rights, of people
Most senior level accountable for the
employment. Clear Company-wide policies supports the implementation of the occupational in own workforce and alignment with
implementation of the policy
and procedures guide our equal employment health and safety management system ISO international instruments
The CEO is committed to our OH&S policy,
practices, and we link advancement to desired 45001, as well as the following health and which is owned and endorsed by the Risk and Audit Please see
performance in this area. safety principles: Committee of the Board of Directors and the Health
Commitment to respect third-party standards • Provide an environment where work-related and Safety Committee of the ELT. The CEO is S1.MDR-P_01, 02, 03, 04, 05, 06 & S1-1_01, 02,
When we developed the policy, we considered the health and safety risks are controlled to prevent determined to provide the leadership and resources 09, 10, 11, 12, 13, 14, 16, 17, 21
best industry standards and practices in DEI, such injuries and occupational ill health. required to ensure this policy is fully implemented.
as ISO 30415:2021 Human resource management That said, every Coca-Cola HBC employee at every We respect human rights, thus we are committed
• Comply with all legal and other applicable OH&S
— Diversity and inclusion. level and at every function in the organisation is to identify and prevent any adverse human rights
requirements from, e.g., TCCC in all Coca-Cola
responsible for the successful implementation impacts in relation to our business activities
Consideration given to the interests of HBC territories and conform with relevant
of this policy and the related programmes. through human rights due diligence and
key stakeholders in setting the policy international standards by implementing
preventive compliance processes.
We have been collecting the feedback by our continuous improvement programmes. Commitment to respect third-party standards
employees as part of the regular employee • Implement an effective OH&S management We commit to respect occupational health and Regular reviews ensure that we adhere to
meetings handled in each of our business units and programme integral to ongoing business activities. safety management system ISO 45001, which is all applicable laws and regulations, and our
at Group level, Townhall meetings and Coke breaks. implemented in the context of our OH&S policy human rights policy. In addition, we have a
Objective
and programme. well-publicised whistleblower system in place,
Via our Employee Engagement surveys done Through this policy, we aim to provide and
with all cases investigated. Our due diligence
regularly, we capture the view and feedback of maintain a healthy and safe working environment Consideration given to the interests of key compliance model is driven through an external
our employees. The surveys are in the local by eliminating hazards, reducing health and safety stakeholders in setting the policy audit process. Compliance is monitored through
language. With regular dialogue with the risks and raising awareness among employees, When setting the policies, we took all regulatory certifications, and Workplace Accountability
employees’ representatives in the Work contractors, visitors and others who may be requirements, the international standards such as Audits are conducted with a minimum cycle of
Councils, we also take feedback from affected by business-related activities, thus ISO 45001 and best industry practices in OH&S, every three years in each of the Coca-Cola
employees and act upon their suggestions. addressing health and safety material topic. such as safety risk identification and management, HBC’s plants by an independent external provider.
Process for monitoring also the requirements by investors and ESG At local business unit level, during the regular
Policy available to potentially
Compliance to the Group OH&S Policy is being raters, such as S&P Global, MSCI ESG, and also dialogue with the employees’ representatives
affected stakeholders
monitored through ISO 45001 certification, consultations with the employees Work Councils. of the Work Council, we consider and act upon
The Inclusion and Diversity and Anti-Harassment
Policy is publicly available on our website. We share Life Saving Rules (LSR) implementation and Policy available to potentially affected stakeholders any concern and feedback.
this policy with all employees through regular compliance, internal x-boarder audits, and OH&S Policy is publicly available on our website. We compensate employees competitively relative
training sessions and have included it in our TCCC Global Audit Organisation (GAO) audit We share this policy with all employees – we have to the industry and local labour market. We operate
mandatory e-learning courses. Additionally, we results. We mandate every employee to go included it in our new OH&S e-learning course in full compliance with applicable wage, work
share the policy in our internal communication regularly through our health and safety annual where it is translated in every local language, hours, overtime and benefits laws.
platforms, so employees can access it easily. The training and we monitor participation rate. and it is mandatory for all CCH employees.
policy is also translated into local languages to The policy is also uploaded on the internal Group
ensure that all employees can fully understand it. QSE SharePoints. In every manufacturing site,
the OH&S Policy is printed and disclosed as well.
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Sustainability Statement continued

As a Group, we have a zero-tolerance approach to Measures to provide and/or enable S1-2 Processes for engaging with own workers S1-2_03
modern slavery of any kind within our operations remedy for human rights impacts and workers’ representatives about impacts
The stage(s) at which engagement occurs,
and supply chains, and we are taking steps to Our due diligence compliance model is driven
S1-2_01, 02, 04 the type of engagement and frequency of the
ensure that our employees and contractors through an external audit process.
engagement are detailed in the table below:
understand the Group’s commitment to human At Coca-Cola HBC, we have established
Workplace Accountability Audits (Supplier Guiding
rights, and their own rights and responsibilities. processes to ensure that the perspectives of our Type of engagement Stages Frequency
Principles audits in our manufacturing operations)
We comply with all local laws on the minimum age are conducted with a minimum cycle of every three workforce are consistently considered in our Sustainable engagement Evaluating the Annually
decision-making processes. and values index surveys effectiveness
of employment, as provided in the ILO Convention years in our plants. Workplace Accountability
138. We prohibit the hiring of individuals that are Audits are conducted through an internationally The Director, who is responsible for Workforce CEO management calls Determining Quarterly
under 18 years of age for positions in which recognised and accredited audit organisation. The the approach
Engagement, attends the Work Councils’ meetings
hazardous work is required, as provided for audits cover our own processes and employees, to gather insights from representatives across the Leadership conferences Evaluating the Annually
in ILO Convention 182. contractors and others who are not employees Company. For example, during 2024, these meetings effectiveness
such as staff of third-party service providers, included discussion on workforce concerns about Employee communication Evaluating the Regularly
Engagement with people in own workforce
(e.g., for security or canteens). Identified risks and inflation and its impact. The Company’s decision channels such as intranet effectiveness
Where appropriate, we are committed to engaging
mitigation plans are reviewed by senior management 1. to provide one-off bonuses provided at the end and internal social media
in dialogue with stakeholders on human rights
The concerns raised via the ‘SpeakUp!’ line are of 2023, to help alleviate the higher cost of living,
issues related to our business. We are committed Individual development Determining Bi-annually
addressed and actions are implemented. was well received by the workforce. As in previous plans the approach
to creating workplaces in which open and honest
communications among all employees are valued Based on internal human rights due diligence years, Charlotte Boyle, the Chair of the Remuneration
Internal communication Evaluating the Regularly
and respected. Our policy is to follow all applicable process we have not identified any sites as high Committee, interacts directly with the representatives campaigns effectiveness
labour and employment laws wherever we operate. risk. A medium risk finding was raised in one to get their wider insights, which she takes back to
the Committee for discussion and to share with Community and active Evaluating the Regularly
manufacturing site in Russia and in one in Nigeria. lifestyle projects effectiveness
Regular reviews ensure that we adhere to all the Board, and their perspectives are considered
In both cases, findings have been addressed
applicable laws and regulations, and our policies. In in our decision-making processes. Volunteerism Evaluating the Regularly
through a corrective action plan. Every human
addition, we have a well-publicised whistleblower effectiveness
rights case which comes from either external Our local business units regularly capture
system in place, with all cases investigated. Our Employee Works Council Evaluating the Regularly
audits or internal audits is discussed and feedback at local level and address any concerns.
due diligence compliance model is driven through effectiveness
addressed. We follow the corrective action
an external audit process. Workplace Accountability Please see the Governance section of the IAR,
plans immediately and re-audit to confirm the Whistleblower hotline Evaluating the Regularly
Audits are conducted with a minimum cycle of ‘Engaging with our stakeholders’ on pages 200
case is closed and lessons are learned. The (‘SpeakUp!’ line) effectiveness
every three years in each of the Coca-Cola HBC’s to 201.
summary of all ‘Notices of Violation’ we have Focused and continuous Evaluating the Regularly
plants by an independent external provider. At
received is also reported to the Board of Directors Besides, the Chief People and Culture Officer conversations effectiveness
local business unit level, during the regular dialogue
with the respective actions taken. at Group level and business unit People and
with the employees’ representatives of the Work Employee Assistance Evaluating the Regularly
Council, we consider and act upon any concern Culture Directors have operational responsibility Programme effectiveness
and feedback. Via our Employee Engagement for engagement with employees. The results of
Regular employee Evaluating the Annually
surveys done regularly, we capture the view and employee engagement surveys are sent to all
surveys to understand effectiveness
feedback of our employees. The surveys are in the countries and all functions, and the Function and act on needs and
local language. The results and actions to improve Heads are responsible for analysing the results wellbeing
engagement are reported to the Board of Directors. and setting improvement actions.
Ongoing dialogue Evaluating the Regularly
with employee effectiveness
representative bodies

1. As senior management, we consider our top 300 business leaders, which includes country function heads, Group sub-function heads and the ELT, including the CEO.
136 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S1-2_05 S1-2_07 We have established grievance mechanisms. All communications received through the
Grievance mechanisms cover a wide range of ‘SpeakUp!’ line are kept confidential and, where
Global Framework Agreement and Steps it takes to gain insight into the
social, economic and environmental issues requested, anonymous. The Head of Corporate
engagement with workers’ representatives perspectives of people in Coca-Cola HBC’s own
including impacts on society and communities, Audit liaises regularly with the General Counsel
We regularly discuss with our local workers’ workforce who may be particularly vulnerable
human rights, child and forced labour, wages and and communicates all significant allegations to
representatives and in European Work Council to impacts and/or marginalised.
hours, health, safety and wellbeing, preventing the Chair of the Audit and Risk Committee. All
(EWC). These discussions are guided by our For people in Coca-Cola HBC’s own workforce
harassment and discrimination, environmental matters received via the ‘SpeakUp!’ line or any
commitment to respect human rights as who may be particularly vulnerable to impacts
impact, as well as multiple others. We have the other reporting mechanism are thoroughly
outlined in our Global Framework Agreement. and/or marginalised (for example, women,
following Group policies in place to remediate investigated. The Audit and Risk Committee
This agreement ensures that we engage with migrants, people with disabilities), the same steps
negative impact on people in our own workforce: receives summary reports of escalated incidents
workers’ representatives on matters related are taken: e.g., grievance mechanism, surveys
and instances of whistleblowing together with the
to human rights, allowing us to gain valuable (please check S1-1_03 to 07 & S1.MDR-P_04 , 1. Code of Business Conduct
status of investigations and, where appropriate,
insights into the perspectives of our workforce. S1-3_01, 02, 05, 06, 07, 08, 09 & S1-1_21).
2. Human Rights Policy management actions to remedy issues identified.
The agreement facilitates open dialogue and
S1-3 – Processes to remediate The Committee reports to the Board on such
collaboration, ensuring that the views and 3. Inclusion and Diversity and
matters, which reviews and considers those
concerns of our employees are heard and negative impacts and channels for Anti-Harassment Policy
reports at least bi-annually as appropriate.
addressed in our decision-making processes. own workers to raise concerns 4. Occupational Health and Safety Policy
Once per year, we hold our Culture and Engagement In addition to the ‘SpeakUp!’ line, European Works
or Pulse survey to understand the perspectives of S1-3_01, 02, 05, 06, 07, 08, 09 & S1-1_21 5. Fleet Safety Policy Councils are organised with the participation of
our employees on human rights and other topics elected employee representatives from our
Channels to raise concerns and general 6. Whistleblowing Policy
and turn their insights into concrete action plans businesses in EU countries, where various
approach and processes for providing or
that are shared and discussed in our business These policies set accountable officers as well as concerns and matters are raised by them.
contributing to remedy
units, our functions, and as well with our ELT. implementation of remediation plans. They clarify
Workplace Accountability Audits are conducted Charlotte Boyle, our designated non-Executive
how grievances should be reported and escalated.
through an internationally recognised and accredited Director, has the mandate for engagement
S1-2_06
auditing organisation. The audits cover our own The effectiveness of our grievance mechanisms is with our people. Employee engagement survey
Assessing the effectiveness of engagement processes and employees, our non-employees and reviewed by the Internal Audit department, which annual results are shared with and reviewed by the
We assess the effectiveness of our engagement also contractors and others who are value chain evaluates whether mitigation has been effective Nomination Committee and the Board. The CEO
with our own workforce through various methods, workers, such as staff of third-party service providers and whether grievances have been addressed. held engagement sessions with employees during
including employee engagement surveys. We (e.g., for security or canteens) working at our the year, including Q&As. The results and actions
We also operate an independent whistleblower
have a continued high employee engagement territories in manufacturing plants and warehouses of the employee engagement surveys are
‘SpeakUp!’ line, which can be used by our internal
score and in 2024 it was 88%, 2 percentage points and in third-party logistics. Identified risks and addressed by each Function Head and local senior
and external stakeholders to report negative
higher than 2023. This high engagement score mitigation plans are reviewed regularly by senior managers with their respective teams.
impacts and non-compliances (violations). The
indicates that our employees feel heard and management. Workplace accountability audits cover: ‘SpeakUp!’ line is managed by a third party and is Tracking and monitoring issues raised
valued, and it reflects the effectiveness of our
• Laws and regulations available to all employees. It can be accessed at and ensuring effectiveness of channels
engagement processes. Additionally, we review
• Human trafficking any time via phone or internet, and it is available Allegations received related to issues not covered
the outcomes of our engagements, such as the
• Abuse of labour in 26 languages. Specifically, the Audit and Risk under the Code of Business Conduct are routed
implementation of one-off bonuses to alleviate
• Wages and benefits Committee reviews the results of the internal to the appropriate department for appropriate
the higher cost of living and monitor the feedback
• Equal pay commitment audit reports during each meeting, focusing handling. All allegations involving potential Code
from our workforce to ensure that our actions are
• Working hours and overtime on the key observations of any reports where of Business Conduct violations are investigated
meeting their needs and expectations.
• Business integrity processes and controls require improvement. in accordance with the Group Code of Business
• Work environment The Audit and Risk Committee is provided with Conduct Handling Guidelines. Importantly, we
• Health and safety updates on the remediation status of management make sure that the learnings from both the Code
• Demonstration of compliance actions of internal audit findings and on the of Business Conduct violations and allegations
internal audit quality assurance and improvement reported through the whistleblower hotline are
programme at each meeting. drawn and result in relevant decision-making and
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Sustainability Statement continued

procedural changes, for example, the re-evaluation Assessing awareness and trust in structures Human rights, social protection Scope of the key actions
of our procedures in connection with incidents or processes as way to raise concerns and social security The actions described above apply to all our
and the review, adjustment or update of related To ensure that our own workforce is aware of and Key actions taken activities, the entities that we own, the entities in
policies. We also undertake measures to improve trusts our processes to raise concerns and the In 2024, we refreshed our Human Rights Policy, which we hold a majority interest, and the facilities
our systems and use them to prevent as many of ‘SpeakUp!’ line, we conduct regular communication strengthening commitment behind equal pay and that we manage, in accordance with the Human
these violations as possible from happening, campaigns, surveys and feedback sessions with behind vulnerable individuals and communities. Rights Policy.
learning from our experience and that of others. our employees. These surveys assess the levels of
In 2024, we refreshed our Human Rights Training Gender equality
We assess the effectiveness of our ‘SpeakUp!’ awareness, accessibility and trust in the ‘SpeakUp!’
(mandatory for all employees) to further strengthen Key actions taken
line through feedback surveys conducted with our line. We gather relevant and reliable data about the
awareness and knowledge about this vitally Championing women in leadership:
employees as well as regular testing of key controls effectiveness of this line from the perspective of
important area. Additionally, in 2024, we reinforced During 2024, we continued to proudly uphold
conducted by our Internal Controls Department. the people concerned.
our commitment to employee wellbeing by our commitment to Diversity and Inclusion
During the communication campaign on the Protection against retaliation hosting dedicated sessions in local languages by increasing the share of female leaders.
‘SpeakUp!’ line, we also ran a survey in 2024. across our regions, highlighting the support We are closely monitoring our progress across
We have in place a Whistleblowing Policy,
To ensure the effectiveness of the ‘SpeakUp!’ available through our EAP, which is available recruitment, talent development and retention,
the purpose of which is to:
line, we involve stakeholders who are intended to more than 26,600 employees. Since these and embedding inclusive leadership in our
users by: • encourage the reporting of any form of sessions, we increased EAP utilisation to 1.37% Leadership Development programmes.
inappropriate behaviour; (1.01% in 2023) and improved engagement with We have improved our gender balance at all
1. Legitimacy and Accountability: Ensuring • provide guidance on how to raise concerns; and the EAP app. Our Wellbeing Hub features a wealth levels, with 43.5% of management positions
appropriate accountability for the fair conduct • confirm that confidentiality will be maintained of resources, including our mental health policy, now held by women, a 1.7 percentage point
of the line and building stakeholder trust. and that genuine concerns reported honestly stress management booklets for managers increase since last year.
2. Accessibility: Making the line known and can be raised without fear of retaliation, even if and employees, and other wellbeing-focused
As we strive to build a gender-balanced organisation,
accessible to stakeholders. they turn out to be mistaken. materials. This commitment earned us high
we have a number of activities in place focused
commendation in the European Wellbeing
3. Clear Procedures: Establishing clear and known In addition, in accordance with the ‘SpeakUp!’ specifically on women. For example, we held
Excellence category of the TELUS Health 2024
procedures with indicative timeframes. line setup, all submitted reports are strictly several Women Network sessions in Austria,
Wellbeing Awards.
confidential and visible to the Corporate Audit Ireland and Northern Ireland, Egypt and Nigeria,
4. Access to Information: Ensuring reasonable office only. The Company runs annual Ethics and Please see also S1. SBM-3_01-04, 06, 11 and virtual talks with our women in the DTPS
access for stakeholders to sources of Compliance awareness campaigns highlighting according to ESRS S1 par. 14c (brief description of and Finance functions to increase visibility and
information, advice and expertise. confidentiality of ‘SpeakUp!’ line reports, as well activities that result in positive impacts with knowledge sharing. During the last year, 69 of
5. Transparency: Providing sufficient information as the ‘no retaliation’ principle. regards to accessibility to a living wage, access to our female leaders participated in our Women
both to complainants and, where applicable, to education, gender equality) in Leadership programme, which aims to build
S1-4 Taking action on material impacts engaged and capable female leaders, support
meet any public interest. Expected outcomes
on own workforce, and approaches to Expected outcomes include increased awareness
their transition into new roles and change cultural
6. Human Rights Compliance: Ensuring factors that may hold them back. Since the start
mitigating material risks and pursuing and understanding of human rights among
that outcomes achieved accord with of the programme in 2022, 56% of participants
internationally recognised human rights. material opportunities related to employees, improved compliance with human
who completed ‘Women in Leadership 1’ and 50%
own workforce, and effectiveness rights standards, and enhanced protection for
7. Continuous Learning: Identifying insights of participants who completed ‘Women in
vulnerable groups.
from the line that support continuous learning of those actions Leadership 2’ have already been promoted. We
in both improving the line and preventing How their implementation contributes to the held several female community talks, with one
S1.MDR-A_01, 02, 04, 05 & S1-4_01, 02, 03 achievement of policy objectives and targets of the highlights being our COO, Naya Kalogeraki,
future impacts.
A summarised description of the action plans and The implementation of actions and the expected and our CPCO, Ebru Ozgen, joining our female
8. Dialogue: Focusing on dialogue with resources to manage our material impacts related outcomes further contribute to our zero tolerance leaders in a panel discussion. In Nigeria, we developed
complainants as the means to reach to own workforce in relation to material sustainability for discrimination and harassment, as this is a specific female development programme, with
agreed solutions, rather than seeking matters we have identified, is presented below: defined in our respective policy, ensuring a safe the focus on developing women in their self-belief
to unilaterally determine the outcome. and fair working environment for all employees, and self-confidence.
which is confirmed by the fact of zero incidents
of discrimination.
138 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Expected outcomes and industries, breaking down stereotypes and Training and development Scope of the key actions
We were proud to receive nine diversity-related promoting gender equality. Participation in the Key actions taken Please see Access to education on p.131
awards. In Greece, we received the Gold award for WeQual initiative and the LEAD conference As a learning organisation, we actively reinforce
Accelerating Female Professionals. In Austria, our highlights our commitment to gender equality, continuous learning and upskilling, while giving Progress of actions or action plans
four awards include the Seal of Quality of In-house supports the development of female talent, people opportunities for personal growth. By disclosed in prior periods
Advancement of Women. Further highlights and promotes collaboration and knowledge making learning accessible to all, we delivered over Building on the success of our previous learning
included the following: sharing. Additionally, supporting The Boardroom 640,000 hours of learning in 2024, of which 25% initiatives, we have expanded our programmes in
in Greece enhances governance and decision- was in personal skills, 25% was compliance related
• Increased visibility and recognition of female 2024 to include even more participations and a
making by increasing the representation of and 50% was in functional skills. Most of our
leaders within the organisation and the industry. broader range of topics. This demonstrates our
women at the highest levels of leadership. employees learned ‘online’, with 67% of the learning
• Enhanced Company reputation as a champion ongoing commitment to employee development
of gender diversity. Scope of the key actions activity self-paced and self-initiated. In its fifth and our dedication to continuously improving our
• Strengthened partnerships within the fast- The actions described above apply to all our consecutive year, our virtual LearnFest drew training offerings based on feedback and evolving
moving consumer goods (FMCG) and retail organisation activities. in over 8,000 attendees across 100 sessions business needs.
industry, resulting in collaborative initiatives running throughout the month of November.
• Women in Leadership programmes: Occupational Health and Safety
that promote diversity and inclusion. By ensuring our employees also learn from each
Targeted at female leaders within the Key actions taken
• Development of a pipeline of qualified female other, we provide access to coaching and mentoring
organisation, focusing on professional We are monitoring other relevant OH&S indicators,
candidates for managerial positions. through technology-enabled solutions. After a
development and leadership skills. such as Near miss, Severe near miss, Medical
• Enhanced the organisation’s influence in successful campaign to inspire and encourage
• Women Leader Stories Video Series: treatment cases, First aid, Behaviour Based Safety
promoting gender diversity at the managerial internal coaching, in 2024 we incorporated it into
Aimed at a broad audience to inspire and (BBS) observations conducted, Safety barrier
level, contributing to a broader cultural other learning and talent initiatives and continued
share experiences related to work-life balance, removal rate, BBS observers trained, and Accidents
shift in corporate governance. to grow our pool of internal coaches.
career growth and leadership. per million km driven (APMK).
Further highlights included the following: • Regional campaigns: Regionally targeted
initiatives to empower women, addressing Please see Access to education on p.131 • OH&S programmes and initiatives
• Ten women senior managers joined WeQual,
specific cultural and industry-related challenges. Expected outcomes Our fleet safety training programmes aim to
an initiative that brings together global
• WeQual Initiative: Participation of senior With the education programmes we expect to improve safety for all drivers within the Group.
organisations to drive gender equality. Our CEO
women managers and CEO involvement enhance employee skills, improve leadership The blend of classroom and on-the-road training
continues to be a judge at the WeQual awards
to drive gender equality. capabilities and increase overall business elements is adjusted for different groups, reflecting
for female leaders.
• LEAD conference participation: Engagement knowledge. By investing in our employees’ their relative risk classification. To reduce the number
• Participating in the LEAD conference, as a
with industry leaders and partners to promote development, we aim to foster a culture of road accidents, we have continued increasing
TCCC partner – the largest Diversity and
Diversity and Inclusion. of continuous learning and professional safety features installation in fleet vehicles.
Inclusion event for the European FMCG and
• Support for The Boardroom in Greece: Focus growth, ultimately leading to higher employee
retail industry. In 2024, we also continued our Behaviour Based
on developing women for board positions, satisfaction and retention and thus to better
• Support The Boardroom in Greece to develop Safety (BBS) programme with the inclusion of HOP
enhancing governance and decision-making. Company performance and reputational gains.
women for Board positions. (Human and Operational Principles) philosophy
Progress of actions or action plans How their implementation contributes to the implemented across manufacturing and non-
How their implementation contributes to the
disclosed in prior periods achievement of policy objectives and targets manufacturing locations.
achievement of policy objectives and targets
Regarding Mission 2025 commitment ‘50% of The implementation of actions and the expected
• The implementation of our Women in Leadership We continued quarterly LSR (Life Saving Rules)
manager positions to be held by women by 2025’, outcomes contribute to our objective for
programmes increases the representation of assessments of all manufacturing and non-
we monitor our progress using as a KPI the rate of continuous education and awareness, promoting
women in senior roles by providing targeted manufacturing facilities. Based on these
manager positions held by women. By the end of 2024, understanding and respect for human rights
leadership development, directly addressing assessments, each country has developed
43.5% of management positions are now held by throughout the organisation.
gender imbalances. Our Women Leader specific corrective actions to address critical
women, a 1.7 percentage point increase since last year.
Stories Video Series inspires and motivates gaps and achieve full compliance.
other women by sharing success stories,
Please see
enhancing the visibility of female role models and
supporting career growth. Regionally targeted
S1.MDR-T_01, 02, 03, 04, 05, 06, 07, 08, 09,
campaigns empower women in various roles
11, 12, 13
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Sustainability Statement continued

Regular health and safety awareness training establishing regular safety routines is anticipated Progress of actions or action plans status of management actions of internal
courses are completed by all our employees. In to decrease road incidents in critical business disclosed in prior periods audit findings and on the internal audit quality
2024, we have developed a new health and safety units. Overall, these efforts are expected to foster Regarding Mission 2025 commitments ‘0 assurance and improvement programme at
e-learning course, which is mandatory for all CCH a safer working environment, enhance compliance fatalities’ and ‘Reduce (lost time) accident rate each meeting. Detailed information on a
employees. Moreover, we deployed monthly with safety regulations, and build a strong culture by 50% vs 2017’, we monitor our progress using as number of findings can be found in the
safety awareness days (awareness campaigns), of safety that improves employee wellbeing and a KPI the number of fatalities with our employees Corporate Governance section of the IAR.
where we engage with employees across the productivity. and lost time accidents per 100 FTEs.
For health and safety incidents, we have a regular
markets in different health and safety topics.
Workplace-related accidents reduction (monthly) performance review at business unit
Please see
OH&S management system Through the actions described above, we aim to level, Group level and Function level. During those
We have implemented our occupational health provide and maintain a healthy and safe working meetings, not only results and targets are discussed,
S1.MDR-T_01, 02, 03, 04, 05, 06, 07, 08, 09,
and safety (OH&S) management system based on environment by eliminating hazards, reducing but also actions and their status in order to improve
11, 12, 13
both national standards in the country where we health and safety risks and raising awareness performance. We use a special dashboard where the
operate and based on TCCC KORE requirements, among our employees who may be affected by Emergency preparedness performance of each country and plant is monitored.
which are either equal or in many cases stricter business-related activities. In Coca-Cola HBC, we have local emergency
than the local regulations/requirements. preparedness procedures available and annually S1-4_05
How their implementation contributes to the
tested in each site. Testing is primarily done for
For our actions related to health and safety please achievement of policy objectives and targets Processes to identify needed actions
fire safety at manufacturing locations. It is also
see also S1. SBM-3_01-04, 06, 11 according to • Fleet safety guideline compliance to address in response to negative impacts
conducted for the emergency spill preparedness
ESRS S1 par. 14c (brief description of activities reduction of road accidents (drivers’ trainings, All health and safety-related incidents are
throughout working shifts. This testing includes
that result in positive impacts with regards to increase of safety features in the vehicles). investigated locally by cross-functional teams
assurance of employees’ safety, and people
improved health, safety and wellbeing). • BBS programme driving safety observations of experts from different departments. Steps
evacuation, and is conducted in collaboration with
and conversations with employees, capturing taken for the investigation are conducted as
Key actions taken to provide remedy and support local medical and fire protection emergency
at-risk behaviour and addressing elimination per the ‘Incident Investigation training material/
Unfortunately, in 2024 we had one employee’s services. Based on safety risk assessment for high
of barriers to safe behaviour, increasing health curriculum’ included in our Supply Chain Academy.
fatality reported (in Egypt) and one contractor’s complexity manufacturing sites, we have trained
and safety culture and awareness. The investigation teams also use structured
fatality reported, both coming from road accidents. dedicated fire emergency response teams. The
• LSR compliance and health and safety Problem-solving methodology, including
Group Business Resilience team is leading
The proper root cause analysis has been management systems implementation Fishbone analysis, and ‘The 5 Whys’ principles.
emergency preparedness assessment of all our
conducted for all, and corrective actions were addressing workplace safety and elimination The analysis of incidents is performed in steps:
operating business units. This assessment
addressed via specific Toolbox talks developed, hazards coming from work environment.
includes OH&S response in emergency situations. 1. Interviews
and lessons learned were shared across all CCH • Safety awareness training and regular
countries. Road safety remains our top priority so campaigns to increase safety awareness, 2. Incident preservation procedure
S1.MDR-A_03
the actions we took are: update of Fleet Safety understanding of hazards and eliminate
3. Root cause analysis
guidelines and communication to all relevant human errors. Time horizons for key actions
people; continue with the regular routines to 4. Corrective/preventive action plan
Scope of the key actions Please see
reduce road incidents in the most critical business
Ιn accordance with the Occupational Health and All business units are regularly conducting risk and
units such as fleet safety trainings, communication
Safety Policy, the actions described above apply E5.MDR-T_12 & E5-3_13 & E5.MDR-T_01 hazard identification with respective corrective
campaigns, lessons learned sessions.
to Coca-Cola HBC’s: actions defined. Risk hazard assessment is in line
Expected outcomes S1-4_04 with legal requirements and follows the internal
• production operations and business facilities
The expected outcomes of our OH&S initiatives OH&S management system processes.
• distribution and logistics Tracking and assessing the effectiveness
include a reduction in fatalities and injuries among
• suppliers, service providers and contractors of actions and initiatives After the incident investigation, a one-page
employees and contractors, particularly through
working in our premises The Audit and Risk Committee reviews the lesson learned document is created and shared
improved road safety measures. By conducting
• other key business partners (including co- results of the internal audit reports during each locally with all respective teams. It serves as a tool
thorough root cause analyses and implementing
parkers, joint ventures, etc.) meeting, focusing on the key observations of for learning and prevention of similar incidents in
corrective actions, we aim to prevent future
any reports where processes and controls require the future. Selected one-pager lessons learned
incidents and ensure that lessons learned are
improvement. The Audit and Risk Committee is are published on a special internal platform for
shared across all CCH countries. The focus on
also provided with updates on the remediation knowledge sharing, accessible for all.
updating the Fleet Safety guidelines and
140 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S1-4_0 8 • Ethics and Compliance Officers: Oversee Training and skills development: Similarly, our commitment to Health and Safety is
adherence to the Code of Business Conduct, • Provision of learning and development underpinned by significant investments to ensure
Ensuring practices do not cause
Human Rights Policy, and Inclusion and Diversity opportunities for all employees, including the effective implementation of associated
or contribute to negative impacts
and Anti-Harassment Policy. leadership, functional training and general programmes and initiatives. In 2024, the Group
Work-related health and safety risks analysis with
• Internal Audit Department: Evaluates the business training. has allocated approximately €16 million in capital
corrective actions is performed for each employee
effectiveness of grievance mechanisms and • Launch of various academies (e.g., Supply expenditures and more than €3 million in operational
position. Across all our operations, we have
monitors compliance with policies and procedures. Chain Academy, Sales Academy, Corporate expenditures to support compliance with health
implemented an effective OH&S management
• Corporate Audit Department (CAD): Receives Affairs and Sustainability Academy) to support and safety standards, training and route-to-
programme integral to ongoing business activities.
reports that are submitted through the professional development. market programmes. These investments reflect
In case of moving the business to a region, where ‘SpeakUp!’ line and ensures confidentiality our focus on safeguarding employees while
Diversity:
there are lower OH&S standards, we always and protection against retaliation. meeting regulatory requirements, implementing
• Promotion of a culture of respect and
conduct risk assessment and gap analysis and preventative actions coming from lessons learned
Types of actions taken inclusion through regular training and
we are obliged to follow Group and TCCC OH&S and improving the working areas for our
Secure employment and adequate wages: awareness programmes.
requirements (e.g., local safety regulation or KORE employees across all operational sites. Looking
• In every country, all employees earn at least • Monitoring and reporting on progress
requirements). So, the gap analysis is always being ahead, similar levels of spending are projected to
the minimum wage. People and Culture in Diversity and Inclusion initiatives.
conducted and then a Corrective Action Plan ensure continuity in our efforts to uphold health
(CAP) must be developed and followed. function monitors wage levels to ensure they Grievance mechanisms: and safety standards.
are competitive relative to the industry and • Operating the ‘SpeakUp!’ line for
Additionally, we ensure that human rights and local labour market. This includes the lowest employees to report concerns S1.MDR-A_07
gender diversity considerations are included in paid employee categories, such as junior line confidentially and anonymously.
our risk assessments and corrective action plans. operators and entry-level merchandisers. The Capex and Opex mentioned above are
• Providing regular reviews of the
This means that when moving operations, we We regard our external reporting segments reflected in our financial statements, specifically
effectiveness of grievance mechanisms
assess negative impacts on human rights and as key operational areas, which also form the in the cash flow statement and the income
by the Internal Audit department.
gender diversity, and we take necessary actions basis of financial consolidation. On average, statement, confirming our commitment to
• Ensuring no retaliation against employees
to mitigate these impacts. Our commitment to junior line operators and merchandisers earn employee health and safety.
who report concerns in good faith.
respecting human rights and promoting gender approximately 1.2 times the local minimum Our accounting system does not separately
diversity remains steadfast, regardless of the wage in our Established markets, approximately S1.MDR-A_06, 07, 09, 10, 11, 12 classify sustainability-related investments or
region in which we operate. 1.9 times in our Developing markets and costs, as both are reported in accordance with the
approximately 2.2 times the local minimum wage S1.MDR-A_06 general financial reporting principles. For Capex,
S1-4_09 in our Emerging markets. The range of ratios is however, we apply an internal process to identify
similar for both male and female employees. The Group’s treasury strategy ensures the
The resources allocated to managing our material expenditures associated with health and safety
availability of financial resources to support
impacts include internal functions responsible Health and safety: initiatives. This allows us to track and monitor
sustainability-related actions across all key areas.
for addressing these impacts, as well as various • The H&S Department implements an investments that support our commitment to
By leveraging a diversified range of financing
actions taken to mitigate negative effects and occupational health and safety management workplace well-being.
mechanisms, we can address both current and
promote positive outcomes, as outlined below. system based on ISO 45001 standards. future priorities effectively.
Internal functions involved: • Regular safety training for all employees,
including mandatory safety training before Our approach to workforce development and
• People and Culture (P&C) Department: policy implementation primarily relies on internal
starting work.
Responsible for managing secure employment, resources and existing digital tools. This allows us
• Implementation of fleet safety training
adequate wages, gender equality, equal pay to effectively support continuous learning and the
programs and collision avoidance technology
for work of equal value, training and skills advancement of key HR initiatives while promoting
in fleet vehicles.
development, and diversity and inclusion. efficiency and accessibility for our employees.
• Development and execution of all OH&S
• Health and Safety (H&S) Department: Focuses
programmes such as Life Saving Rules,
on ensuring the health, safety and wellbeing
Behavioural Based Safety, etc.
of employees, including mandatory safety
training and implementing health and safety
management systems.
141 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Metrics & Targets Table 30: Annual targets for employee engagement (2024 target = Top Decile Norm).
S1-5 Targets related to managing material Target Application period Scope of target
Description of the
negative impacts, advancing positive impacts, relationship between Absolute/ Milestones/ Value chain Geographical
and managing material risks and opportunities. Name of the target target and policy Performance Level Relative Unit Time – period Interim targets Activities segment boundaries

S1.MDR-T_01, 02, 03, 04, 05, 06, 07, 08, MDR-T_01 MDR-T_13 MDR-T_02 MDR-T_03 MDR-T_03 MDR-T_07 MDR-T_0 8 MDR-T_0 4
09, 11, 12, 13 Work-related Occupational
A summarised description of the targets to fatalities with Health and Own Own
manage our material impacts related to our our employees Safety Policy 1 0 Absolute # 2025 n/a operations operations All Group
own workforce is presented below. Reduce lost time
Occupational Health and Safety Policy accident rate Occupational
(per 100 FTEs) Health and Own Own
We have set two targets, in connection with our vs 2017 Safety Policy 20 50 Relative % 2025 n/a operations operations All Group
OH&S Policy which aims to provide and maintain
a healthy and safe working environment by Manager
eliminating hazards, reducing health and safety positions will be Human Rights Own Own
risks, and raising awareness among employees, held by women Policy 43.5 50 Absolute % 2025 n/a operations operations All Group
contractors, visitors and others who may be
affected by business-related activities.
We have annual rolling targets related to
Accidents per million kilometres driven, Near S1.MDR-T_11 S1.MDR-T_09 S1.MDR-T_12
Misses reported, Behavioural Based Safety
observations. Those rolling targets are set only Stakeholders have been involved Contextual information Contextual information
at local business unit level and the actuals are in target-setting We believe that related to OH&S targets, only zero We have not changed any of our commitments as
reported and monitored at local and Group level is acceptable as a target which is in line with the for us any sustainability target means to deliver, to
via a specialised reporting software. Please see best practices globally. In terms of employee execute – an opposite of an aspirational target. For
engagement annual target, we compare ourselves our targets, we use actual data to report progress.
Human Rights Policy (equal opportunities) E1.MDR-T_11 with the global top decile norm. On gender Our time horizons could be an annual goal aligned
We have set a target, in connection with our diversity target, 50% is the desired global level. with the Business Planning (BP) process, mid-term
Human Rights Policy, which aims to advancing targets aligned with our long-range plan (LRP) and
equal opportunities and equal remuneration. The 2025 sustainability commitments, comprising
business objectives, or long-term targets such as
17 goals established in 2018, are based on our
The year to which targets apply is 2025, NetZeroby40 aligned with the external trends.
stakeholder materiality matrix and aligned with
Our targets are intrinsic and they are not Please see E5.MDR-T_12 & E5-3_13 & E5.
the United Nations SDGs and their targets. These
compared to any baseline. 2017 is the year we MDR-T_01.
commitments focus on six key areas within our
set the targets. The only exception is the target value chain: reducing emissions, water reduction No changes in reporting in 2024 vs prior year. We
of lost time accidents rate which is not intrinsic and stewardship, packaging, ingredient sourcing, have used as sources of data various local files,
and the base year from which progress is nutrition, and our people and communities. templates from our NGO partners, specialised
measured for the targets is 2017, with the baseline We report actual numbers for each of the software where monthly our business units
value being 0%. Targets cover our employees. commitments. No assumptions are used report the progress and actual data.
Every sustainability commitment has its annual for targets related to the own employees.
roadmap for all the years until the target year is Local business unit/country data are
reached, and we follow it for our business planning aggregated at Group level.
purposes for each respective year.
142 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S1.MDR-T_13 Group OH&S results are being communicated to Table 31: Total employee FTE by gender 2024
all CCH countries via regular Group meetings and 2024
How targets are monitored and reviewed Country Number of employees (FTE)
routines established with the business units; country Gender Number of employees (FTE)
We have specialised software for each of our ESG
results are being communicated via country Finland 19
goals/targets, and we report monthly the actual Male 23,999
meetings across the organisation (shift review Greece 2,116
performance and status (if we are on track, lagging Female 9,019
meetings, plant management and all employees’
or partly on track) to the members of the ELT who Hungary 960
meetings, etc.) and are also displayed in specific Other 0
are accountable for the respective KPIs. The actuals
communication boards across our plants. Italy 2,074
are easily available in our EDGE dashboards. Not reported 0
Quarterly, the performance is reported to the Kosovo 112
S1-5_03 Total employees 33,018
Social Responsibility Committee of the Board
North Macedonia (only
of Directors. At local business unit level, those Lessons learned or improvements
All data in the tables presents FTE (full-time corporate office
targets are also reviewed monthly. as a result of CCHBC’s performance
equivalent) calculation, and it is based on employees) 3
We have introduced bi-monthly OH&S Lessons
For each of the targets, we have the same International Financial Reporting Standards (IFRS).
learned meetings, where we present selected SIF Latvia 88
process: setting annual targets for each year We report full-year FTEs as the average number
(Severe Injuries and Fatalities) and SIFp (events, Lithuania 116
by the target year (so-called annual roadmaps), of actual active employees occupying a position
that have potential to become severe injury or
monthly reporting of actuals, monthly performance either on permanent or temporary contract within Moldova 136
fatality – can be LTA or Severe Near Miss). Every
review and actions set by each owner, quarterly the reported period, converted into full-time
second month, we choose a few relevant SIF/SIFp Montenegro 23
report to the Social Responsibility Committee, equivalents. Yearly reporting cycle is applied
events and they are presented to all our countries.
annual disclosure in the IAR and on the website. (1 Jan 2024 – 31 Dec 2024). The Netherlands 59
Then each business unit should take proactive
action to avoid similar accidents from happening. Table 32: Total employee FTE in countries Nigeria 2,874
S1-5_01, 02, 03
All documents are then uploaded on an internal where CCHBC has at least 50 employees Northern Ireland 535
platform and shared again with all countries. Also, representing at least 10% of its total number
S1-5_01 Poland 1,701
we perform lessons learned from the major audit of employees
Setting a target of zero fatalities and aiming for findings where the respective country is required 2024
Republic of Ireland 289
zero occupational health and safety incidents to share their actions to improve. Country Number of employees (FTE)
aligns with the expectations of both employees Romania 1,504
We maintain strong collaboration with worker Armenia 344
and external stakeholders, as even a single incident Russia 5,522
representatives, both at the local level and
is one too many. Similarly, the goal of having 50% Austria 868
through the European Works Council (EWC), Serbia 1,546
women in leadership positions and striving to
which holds two select committee meetings and Belarus 1,132
achieve a top decile global norm in employee Slovakia 148
one plenary meeting each year. No issues have Bosnia and Herzegovina 286
engagement are fully aligned with our employees’ Slovenia 82
been reported in these engagements in 2024.
expectations. These targets reflect our commitment Bulgaria 1,576
to creating a safe and inclusive workplace. Switzerland 687
S1-6 – Characteristics Croatia 498
of CCHBC’s employees Ukraine 1,135
S1-5_02 Cyprus 256
33,018
Tracking CCHBC’s performance S1-6_01-06 & S1-1_20 Czech Republic 798 (33,068 based on
We conduct regular performance reviews for Records on recruitment, training and promotion: Τotal Headcount)
Egypt 5,466
each of the KPIs used, including the ones for We use specialised software integrated with our
people. During those performance reviews, business systems to keep up-to-date and detailed Estonia 65
different levels of the organisation are included. records on recruitment, training and promotion.
Workers’ representatives are being involved in Every employee is able to see their performance
DEI reviews in local discussions. review and data in the system. All new positions
are published transparently internally and externally.
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Sustainability Statement continued

S1-6_07 S1-6_16
Table 33: Information on employees by contract type, broken down by gender (head count or FTE) The percentage of seasonal employees vs Total Group FTE: 1%, i.e., not significant variation
FTE Female Male Other Not disclosed Total
(mostly during the high season which is the summer season).

Reporting year 2024 Region 1 includes the following countries: Austria, Czech Republic, Slovakia, Hungary, Republic
of Ireland, Northern Ireland, Poland, Estonia, Lithuania, Latvia, Switzerland. Region 2 includes the
Total number of employees 9,019 23,999 0 0 33,018 following countries: Bosnia and Herzegovina, Slovenia, Croatia, Bulgaria, Greece, Cyprus, North
Number of permanent employees 8,383 21,226 0 0 29,609 Macedonia, Romania, Serbia (including the Republic of Kosovo), Montenegro, Ukraine, Moldova,
Armenia. Region 3 includes the following countries: Russia, Nigeria, Egypt, Belarus.
Number of temporary employees 636 2,773 0 0 3,409
Number of non-guaranteed hours employees N/A N/A N/A N/A N/A S1-6_17
Number of full-time employees 8,920 23,974 0 0 32,894 Employee-related costs are included in the Group’s consolidated income statement and are split
Number of part-time employees 99 25 0 0 124 between cost of goods sold and operating expenses. For more information, please refer to Note 8,
page 268 of the ‘Financial Statements’.

S1-6_11-12 S1-7 – Characteristics of non-employee workers in CCHBC’s own workforce

Turnover is being calculated as the sum of voluntary and involuntary permanent leavers in the total S1-7_01-03 According to ESRS S1-7 par. 55 (a) – PH (1)
reporting period, divided by the average number of permanent active employees over the total
reporting period, multiplied by 100. Table 35: Number of non-employees in CCHBC’s own workforce (FTEs)
Number of non-employees in CCHBC’s own workforce 2024
Table 34: Number of employees who left the Group and turnover rate
Reporting year 2024
Number of people with contracts with CCHBC’s to supply labour
(self-employed people) 19
Number of employees who left the Group 3,340
Number of people provided by CCHBC’s primarily engaged in ‘employment activities’
Employee turnover rate 10.53% (NACE code N78) 5,822
Number of employees who left the Group voluntarily 2,374
Employee voluntary turnover rate 7.48% S1-7_0 6-0 8
Number of employees who left the Group involuntarily 966 Here we apply the same method as to our regular employees and that is reporting FTEs for the full year
as an average at the end of the reporting period.
Employee involuntary turnover rate 3.05%
S1-7_0 9
S1-6_13-15
There is no significant fluctuation (less than 1%) between 2023 reporting period and 2024
All materially impacted FTEs are included in the disclosure. reporting period.
All data presents FTE (full-time equivalent) calculation, and it is based on IFRS (International Financial
Reporting Standards).
Yearly reporting cycle is applied (1 Jan 2024 – 31 Dec 2024).
144 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S1-9 – Diversity metrics Our commitment to people development is Table 38: Percentage of employees who
supported by our constantly evolving Talent participated in regular performance and career
S1-9_01-02 Review framework, which enables us to identify development review by gender and average
Table 36: Gender distribution in number and percentage at senior management level (our top successors for senior leadership roles. number of training hours per employee
300/top 40 business leaders, including country function heads, Group sub-function heads and by gender.
We continued to optimise development tools, Females Males
the ELT, including the CEO) such as STAY and career conversations, and
2024 2024 Reporting year 2024
Gender distribution in number and percentage at top management level (Headcount) (%)
individual development plan guides. Talent
Builders was launched as a programme to support Percentage of employees
Female 149 41% all new people leaders on an end-to-end journey that participated in regular
Male 210 59% dedicated to the essentials of recruiting, performance and career
developing and retaining people. We have development review 76.8% 50.5%
also focused on our critical growth capabilities, Average number of
S1-9_03-05 introducing ‘x-ray’ reviews to proactively identify training hours per FTE 19.9 20.2
Table 37: Distribution of employees by age group where we need to invest in external hires or
2024 internal capability development, which are
Distribution of employees by age group (%) vital for sustainable business performance S1-14 – Health and safety metrics
< 30 years old 16.4% and growth. S1-14_01 & S1-1_18
30 to 50 years old 67.0% We offer a suite of academies that support Our Mission is to provide a safe place of work
professional development of key sales roles. for all our employees, contractors, visitors and
> 50 years old 16.6%
Alongside new Premium Spirits and Coffee individuals under our supervision, with a target of
Academies, we launched a Digital Commerce zero accidents across all our operations and sites.
Academy and relaunched our Sales Academy for For this reason, the following policy is applicable
Key Accounts. We also launched MYcroLearnings to Coca-Cola HBC employees, contractors,
Benefit packages are provided according to across all our markets as five-minute bitesize visitors and individuals across all our operations
in-country guidelines and are available per online sessions offered every two weeks to our and sites (i.e., 100% of CCH people working in
S1-10 – Adequate wages country. We do not disclose this information for a our premises are covered, including contractors
entire sales force to reinforce foundational and
single statement currently due to confidentiality. critical elements of sales capabilities. working in our premises). We deliver our OH&S
S1-10_01
policy programme through a structured
S1-13 – Training and skills When it comes to investing in our supply chain implementation of the occupational health
Please see
development metrics talent, we launched the Supply Chain Academy and safety management system ISO 45001.
S1. SBM-3_01-04, 06, 11 (Access to a living to approximately 95% of all supply chain
wage part). S1-13_01-04 & S1-1_22 personnel across manufacturing, logistics, Adjustments for disabilities: in every office
quality, planning and procurement. and manufacturing plant we have facilities
Programmes to promote access
S1-11 – Social protection to skills development
adjusted for people with disabilities, such as
In 2023, we launched our Corporate Affairs and ramps, lifts and toilets.
S1-11_01-05 We provide learning and development Sustainability Academy, partnering with credible
opportunities for all our employees reflecting European academia. The programme is long We have established several Healthy working
In all Established, Developing and Emerging a key pillar of our people strategy which is environment initiatives focusing on ergonomic
term, continuing in 2024 and 2025.
markets, basic benefits may be provided to democratised learning. In 2024, our learning workplace, illumination, noise, indoor air quality
both full-time and temporary employees, in programmes covering leadership, functional and humidity. For each of these, specific design
particular in relation to labour rights and safety. training, general business training and compliance requirements are described in our Engineering
Stock ownership plans, where these are offered, included 552,479 participations, across all Specifications, and regular trainings are offered
do not apply to temporary employees due to the management layers. to the employees (e.g., via specific Toolbox Talks).
vesting periods (one year or more).
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Sustainability Statement continued

S1-14_02-09 S1-14_10, 11 S1-17 – Incidents, complaints and severe S1-17_08-12 & S1-17_14
Table 39: Health and Safety KPIs We implement an occupational health and safety human rights impacts In 2024, there were no findings of human rights
Non- management system. 100% of our manufacturing violations related to our employees, and no severe
Type of own workforce Employees employees S1-17_01-02 According to ESRS S1-17 par. 103 (a)
sites are certified in ISO 45001, and 100% of our human rights incidents occurred during the
Reporting year 2024 direct operations are covered by the internal Table 42: Total number of incidents of reporting period. As a result, no remediation
Number of fatalities as Health and Safety audit process, to assure full discrimination, including harassment actions or fines were required.
a result of work-related compliance with the local health and safety reported in the reporting period
injuries and work-related standards and our internal requirements. Reporting year 2024
S1-17_13- V
ill-health 1 0 All our business units are covered by the We received 20 cases of alleged discrimination:
Total number of incidents of 6
Number of recordable internal health and safety management system, discrimination, including (20 reported, 6 six of the matters were investigated in accordance
work-related accidents 100 0 including manufacturing plants, offices, sales harassment reported in the confirmed and 14 with Company policies and procedures and were
offices, our own distribution centres and reporting period unsubstantiated) found to be substantiated. The Company took
Rate of recordable warehouses, the contractors working in immediate action, and the matters have been
work-related accidents 1.52 0 our premises or third-party contractors. resolved; the other 14 of the matters were
Number of cases of S1-17_03-05, 07 investigated in accordance with Company
recordable work-related S1-16 – Compensation metrics (pay gap policies and procedures and were found to be
Table 43: Number of complaints* filed through
ill-health, subject to legal and total compensation) channels for employees to raise concerns unsubstantiated. The matters have been resolved,
restrictions on the (including grievance mechanisms) and number and no further action is required. Initiatives to
collection of data 0 0 S1-16_01 promote an inclusive workplace with appropriate
of complaints filed to National Contact Points
Number of days lost Table 40: Gender pay gap includes base salary, for OECD Multinational Enterprises leadership behaviours include inclusive leadership
to work-related injuries short- and long-term cash incentives; modules available in several of our local languages.
Reporting year 2024
and fatalities from excludes benefit in kind
work-related accidents, Number of complaints filed through
Reporting year 2024
work-related ill-health and channels for employees to raise
Gender pay gap (%) based on average -38.8% concerns (including grievance
fatalities from ill- health. 2,009 0
Gender pay gap (%) based on median -38.6% mechanisms) 580**
Number of complaints filed to
S1-16_02, 03 National Contact Points for OECD
Multinational Enterprises 0
Table 41: Annual total remuneration ratio
Reporting year 2024 * Please note that in some countries in which CCH operates,
there are different complaint processes and people may
Annual total remuneration ratio (%) 5700
need to approach other authorities to file a complaint,
so some complaints may not be included above.
Since CCHBC operates across diverse markets including emerging
** 580 is the total number of complaints (all issue types)
ones, the calculation is based on total remuneration compared
excluding the 20 reported as harassment/discrimination.
against workforce based in Switzerland.

More information is available in the ‘Corporate

Governance’ section, ‘Directors’ remuneration
report’, ‘CEO pay ratio’, on page 245.
146 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Strategy We also consider value chain workers, a variety

SBM-3 Material impacts, risks and of workers in the supply base that execute various

ESRS S2 – Workers
opportunities and their interaction activities either in an office context or within the
with strategy and business model agricultural sector and industrial sectors. Our
supply base focus is Tier 1 suppliers and aspire to

in the value chain

S2.SBM-3_01, 02, 03, 05, 06 cover for the Tier 2 or below suppliers through the
Supplier’s commitment on SGPs or PSA in the
At CCHBC, all value chain workers who may be
case of agricultural ingredients. In Coca-Cola HBC,
materially impacted by our operations are included
100% of vendors must acknowledge acceptance
in the scope of disclosures under ESRS 2. This
of CCH SGPs before they can proceed to work
encompasses addressing impacts linked to our
with us across sectors and sourcing categories
own operations and value chain, including those
and are monitored on compliance through various
arising from our products, services and business
tools depending on complexity and criticality of
relationships. We specifically report on key areas
their operations. Specifically, the Strategic Group
such as secure employment, adequate wages,
Suppliers, we actively ask them to confirm ESG
health and safety, gender equality, equal pay for
compliance including social and human rights
work of equal value, and training and skills development.
attributes, for their critical supply base, i.e. T2 layer
Types of value chain workers or below for CCH. This equally includes white and
We consider value chain workers, workers working blue collar works across industries. Specifically for
on our sites, but who are not part of own workforce, agricultural suppliers, we aspire to cover 100% of
i.e., who are not self-employed workers or workers our supply base through PSA certifications provided
provided by third-party undertakings primarily by third-party specialists, which are specifically
engaged in employment activities. In essence: covering through audits, the practices of farmers
and their positioning towards workers of the land
• They are outsourced to a separate company such as SAI FSA, ISCC Plus, BONSUCRO, REDcert2,
that manages its own staff; Rainforest Alliance, FairTrade International, Global
• Coca-Cola HBC does not directly control the GAP+GRASP, Global GAP+FSA Add-On, UNILEVER
workers; instead, it has a business relationship SAC, etc.
with the service provider;
• The responsibility for managing and Our negative effect
employing the workers lies with the service We have no widespread or systemic material
provider, even if the work is performed negative impacts on value chain workers in
at CCHBC’s premises; contexts where we operate. Regardless of the
• The external service provide retains high occupational health and safety standards we
responsibility for hiring, managing and require by our contractors and service providers,
supervising, and CCHBC has a business we still report lost time accidents which is the
relationship with the service provider, reason to consider negative impact there. Any
not the individual workers. occupational health and safety incidents are
individual. One value chain worker’s fatality
Examples include pickers and forklift drivers in our
was reported in 2024. The contractor lost-time
warehouses, workers sorting our empty reusable
incidents frequency rate (LTIFR) in 2024 is
bottles at our plant facilities, cleaning services
decreasing to 1.31 compared to 1.72 in 2023.
workers and workers working at our wastewater
treatment facilities in the plants and drivers of
the delivery trucks by our outsourced logistics.
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Sustainability Statement continued

Brief description of the activities that specialist consultants for Group Critical suppliers, Workers in the value chain are supported with In November 2023, we held our second Virtual
result in the positive impacts WWF Water Risk Filter Assessment, Resilinc Event training and capability building programmes Supplier Sustainability Event, ‘Opening up a more
In general Watch, Exiger and Moody’s Analytics. offered by supplier organisations and Coca-Cola sustainable future together’, where we invited all
People who are considered as value chain workers, HBC to develop understanding of the sustainability our Group critical suppliers to discuss emissions
One of our Mission 2025 commitments is to ensure
such as staff of third-party service providers, elements and positive impacts and are supported reduction, biodiversity and deforestation. Over
that 100% of our key agricultural ingredients (sugar,
(e.g., for security or canteens), who work at our to operate in a new innovative manner that secures 400 participants from nearly 200 suppliers,
high fructose starch syrup (HFSS) and Juices fruit
facilities are part of our OH&S, Food Safety, smooth transition to climate-neutral operations Coca-Cola System colleagues, and trade partners
crops) are certified by third-party organisations that
including WASH (clean water and sanitation) without the loss of jobs. This is a journey of attended our virtual Supplier Day conference.
specialise in agricultural practices providing trainings
access, and Environmental programmes. In transition that takes time, but we work with our Our partners, CDP and the World Economic
and implementing audit to secure appropriate
addition, they are included in all our Workplace most significant suppliers to support and record Forum, provided expert guidance, tools and
implementation of our standards. For full compliance
Accountability audits, which are conducted improvement. Gradually jobs are transformed to tips for suppliers on climate action. Additionally,
with our PSA, we require our agricultural suppliers to be
through an internationally recognised and support the new models and secured at a minimum, our suppliers Nordzucker, Ball Corporation and
assessed and certified in accordance with third-party
accredited auditing organisation. The audits while in many cases we detect the creation of new Graphic Packaging International shared their
standards, depending on the relevant ingredient.
specifically cover third-party contracted labour positions and opportunities by supplier organisations sustainability progress. In 2024, we expanded
For a comprehensive list of standards, please refer
in our premises. Third-party logistics workers to support the climate transition. upon this initiative, engaging with our key suppliers
at the text above ‘Types of value chain workers’.
(warehouse, transport and distribution) are also on GHG performance. Through this engagement
Access to education
mandated to follow our quality, health and safety Furthermore, ingredient and packaging suppliers we have begun developing emissions glidepaths
Since 2023, we have established annual trainings
and environmental standards. must meet GFSI recognised standards, and Tier 1 to enhance supplier emissions performance,
delivered both to our buyers and our significant
suppliers are prompted to comply with ISO 9001, aiming to meet our scope 3 targets.
At CCHBC, we have a robust programme in suppliers on various topics, including ESG
ISO 14001 and ISO 45000 as applicable depending
place to annually review every year the risks requirements, actions to improve ESG scoring, For more information about Annual stakeholder
on their industry specifics, as well as impact and
and performance of all our suppliers against the importance of sustainability, the EcoVadis forum please refer to SBM-2_05, 06.
criticality to our business.
our Supplier Guiding Principles (SGPs), Principles Assessments, deforestation, modern slavery
for Sustainable Agriculture (PSA), Water Risk Finally, we target over 95% of our procurement and GHG emissions. Read more
Assessment, as well as other equally important addressable spending to be on local suppliers
For strategic suppliers, we aim to recruit them all Contribution to employment
aspects with impact on our business, such as in our countries of operation (local sourcing). In
under the EcoVadis Assessment Platform to track
supply risk and financial stability. Sustainability is 2024, we had 97.7% sourced locally representing Please see
ESG overall performance and, with the support
a key criterion in supplier selection under strategic around €5.3 billion (excluding concentrate supplies)
of the EcoVadis team, we promote the use of the S1. SBM-3_01-04, 06, 11 (Contribution to
sourcing, as well as a criterion for the Annual of procurement addressable spend. Supply within
EcoVadis Academy to help vendors build better Employment
Supplier Review process that we conduct European Union we define as local to EU countries.
knowledge of important ESG elements.
cross-functionally for critical supply base. Accessibility to a living wage
Through our socio-economic impact studies (SEIS),
We place specific focus on developing GHG We expect our suppliers to compensate their
To ensure that suppliers demonstrate ESG we evaluate the direct, indirect and induced impact
performance tracking for our supply base, employees fairly and competitively within their
requirements compliance, we rely in multiple we have from suppliers to our trade partners and
starting with a pilot programme for the industry, fully complying with applicable local
screening and assessment practices that offer us our contribution is significant, especially in
development of supplier-specific emission and national wage and hour laws. Additionally, we
a holistic view of their performance, leveraging emerging markets. The latest SEIS shows that
factors (SSEFs) with our most sustainably encourage our suppliers to provide opportunities
multiple tools depending on Supplier categorisation, every direct job in our system leads to 13 jobs in the
mature suppliers that is now planned to be for employees to develop their skills and capabilities,
criticality and impact to our business. The Sustainable value chain, and in many of the countries where we
expanded within 2025 to a much broader supply and to adhere to the principle of equal remuneration
Agriculture programme secures ESG monitoring operate, our contribution to the beverage industry
base. For less mature suppliers, since 2022 we for men and women workers for work of equal value.
through PSA certification process of the Coca- is significant.
have been working with Guidehouse on capacity
Cola System across all agricultural commodities. For the supplier workforce, we secure equal building programmes, offering training through
For the remaining supply base, we have designed access employment, adequate wages, health the Supplier Leadership on Climate Transition
a robust assessment journey leveraging ESG and safety, gender equality and equal pay for (SLoCT) programme annually. This initiative helps
physical audits, as well as a number of globally work of equal value, training and skills development our less mature suppliers build a strong foundation
recognised screening and assessment tools, through the application and compliance tracking to start reducing GHG emissions.
such as EcoVadis IQ Plus, EcoVadis Assessments, of the supplier SGPs and PSAs.
SEDEX, Supply Based Assessment executed by
148 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

We aspire to secure correct practices towards • We ensured Life Saving Rules are in place and Supplier Guiding Principles Scope
supplier workers through the SGPs and PSA incorporated in our cross-country verification Key contents of the policy As part of ongoing efforts to develop and
implementation. In Coca-Cola HBC, 100% of our programme. We conducted quarterly The ‘Supplier Guiding Principles’ includes strengthen our relationships with suppliers, we
suppliers are obliged to acknowledge and agree to assessments of all manufacturing and non- expectations regarding CCHBC’s suppliers to: have adopted these Supplier Guiding Principles
the SGPs before obtaining the right to do business manufacturing facilities. Based on these for use with our direct suppliers.
with us, while we apply different monitoring assessments, each country has developed its • judge their employees and contractors based
upon their ability to do their jobs and not upon Most senior level accountable for the
tools to track compliance depending on supplier own corrective actions to address critical gaps
their physical and/or personal characteristics implementation of the policy
category and impact to our business ranging and achieve full compliance.
or beliefs, affirming the principle of no Each sustainability policy is approved by the CEO
from ESG performance tracking by means of tools
Value chain workers in greater risk of harm discrimination based on race, colour, gender, and the ELT and endorsed by the Social Responsibility
such as EcoVadis IQ Plus all the way to full scale
The service provided workers performing a job age, religion, political opinion, national origin Committee of the Board. The Chief Supply Chain
assessments such as EcoVadis Assessment,
at our premises are part of the same rigorous or sexual orientation; Officer and Chief Procurement Officer are
SEDEX and SGP physical audits. On agricultural
hazardous analysis related to the occupational • provide a safe workplace with policies and accountable for the implementation of the policy.
level, we leverage our third-party specialists to
conduct audits against the PSA principles, that health and safety, as our employees, e.g., confined practices in place to minimise the risk of Commitment to respect third-party standards
are covering in an extensive manner all rules space work, work at height, electrical work, etc. accidents, injury and exposure to health risks; We commit through the implementation
and requirements to secure farmer workers. Based on those analysis and based on the external • compensate their employees fairly and of Supplier Guiding Principles to respect
occupational health and safety guidelines, we competitively relative to their industry, in full applicable laws and standards with respect
Provision of social protection and social security know the jobs that potentially can lead to severe compliance with applicable local and national to their operations (e.g., ILO Standards, etc.)
Contractors who work on our premises are OH&S incidents and thus we set up specific wage and hour laws, and to offer opportunities
included in our programmes and workplace measures to mitigate the potential risks and for employees to develop their skills and Consideration given to the interests of key
accountability audits, conducted within a avoid the incident to happen. capabilities, and to follow the principle of equal stakeholders in setting the policy
three-year audit cycle. During these audits, they remuneration for men and women workers for In developing the SGP, we have considered
are assessed on human rights, and compliance Impact, risk and opportunity management work of equal value. international standards such as ISO 14001,
with local minimum wage laws is verified by an S2-1 Policies related to value chain workers ISO 45000, the ILO and the UN Principles.
external company. The workplace accountability Objective We have also considered the requirements of
audits cover various areas, including laws and S2.MDR-P_01-06 & S2-1_06 Through this policy, we seek to develop investors and ESG raters such as S&P Global,
regulations, wages and benefits, working hours relationships with suppliers that share similar MSCI ESG and CDP as well as the practices
The relevant policies adopted to manage material values and conduct business in an ethical manner.
and overtime, business Integrity, work environment, sustainability matters include our Occupational of peer companies who are part of UNESDA
health and safety, environmental practices and Health and Safety Policy and Principles for Process for monitoring and BIER (Beverage Industry Environmental
demonstration of compliance. Sustainable Agriculture (PSA), as well as our Regarding the process for monitoring this policy, Roundtable). Additionally, we have incorporated
Supplier Guiding Principles, which have been in Coca-Cola HBC 100% of our supplier are good practices recommended by NGOs such
Occupational Health and Safety
adopted as part of ongoing effort to develop obliged to acknowledge and agree to the SGPs as WWF, and input from our suppliers.
In the context of our implementation of
and strengthen our relationships with our direct before obtaining the right to do business with us, Policy available to potentially
Occupational Health and Safety Management
suppliers. These policies cover all types of value while we apply different monitoring tools to track affected stakeholders
System (ISO 45001), we take actions which have
chain workers mentioned in the previous section. compliance depending on supplier category and All policies are available on our website.
in scope value chain workers.
impact to our business. To this purpose we use At business unit level, they are translated and,
We implement health and safety programmes, Occupational Health and Safety Policy various tools, ranging from EcoVadis IQ Plus all the additionally, suppliers are mandated to sign our
including Behavioural Based Safety and Life Please see way to full scale assessments such SGP physical SGP, which is included as part of our contracts.
Saving Rules: audits, SEDEX and EcoVadis Assessment. We
S1.MDR-P_01-06 & S1-1_01, 02, 09, 10, 11, 12, 13, collaborate with TCCC, which routinely utilises
• We enhanced our behaviour-based safety 14, 16, 17, 21 independent third parties to assess suppliers’
programme by embedding more human and
compliance with the Supplier Guiding Principles.
operational principles across manufacturing
The assessments include confidential interviews
and non-manufacturing locations.
with employees and on-site contract workers.
149 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Principles for Sustainable Agriculture For our significant suppliers with substantial Our ‘Supplier Guiding Principles’ apply to our We expect our suppliers to develop and implement
Key contents of the policy potential environmental impact, we also prompt suppliers and are aligned with the expectations appropriate internal business processes to ensure
The Principles for Sustainable Agriculture (PSA) and request that they embrace CDP for Climate, and commitments of the Human Rights Policy. compliance with the Supplier Guiding Principles.
describe the Company’s principles for sustainable Forest and Water for disclosure of more detailed The Supplier Guiding Principles are aligned with Suppliers are 100% obliged to acknowledge
agriculture based on environmental, social and information and that they also build their own internationally recognised instruments. If the acceptance and adherence to the SGPs before
economic criteria. The Human and Workplace SBTi/SBTN commitments. So far, we have eight Core Conventions of the International Labour commencing any collaboration with Coca-Cola
Rights principles apply to all workers on the farm, recruited 187 significant suppliers under CDP Organisation establish higher standards than local HBC across all our business units. We track
industrial processes associated or transport of which 119 have approved or committed to law, the supplier shall meet the ILO standards. adherence to SGPs by leveraging third-party tools
services. All direct suppliers, intermediary the SBTi and continue to build on this further These minimum requirements are part of all such as EcoVadis IQ Plus to full scale audit tools
processors, producing farms and labour agencies by actively engaging, discussing and tracking agreements between CCHBC and our direct like EcoVadis Assessments, SEDEX and collaborate
are expected to respect human rights and the progress with the support of TCCC. suppliers. For more information, please visit Human with TCCC, which routinely utilises independent
below principles in line with international human Rights Policy and Supplier Guiding Principles. third parties to assess suppliers’ compliance with
Most senior level accountable for the
rights principles and TCCC Supplier Guiding the Supplier Guiding Principles by means of
implementation of the policy With regards to ‘Principles for Sustainable
Principles. This policy covers topics, such as ‘Work physical audits, depending on the criticality
Each sustainability policy is approved by the Agriculture (PSA)’, human rights are based on
Hours and Livelihoods’, ‘Eliminate Discrimination’ of their business to our operations. All these
CEO and endorsed by the Social Responsibility the same guiding instruments too. We require
and ‘Health and Safety’, among others. For more activities are repeated by the Procurement
Committee of the Board. The Chief Supply compliance with those principles.
information, please visit the Principles for team on annual basis. We apply the principle of
Chain Officer and Chief Procurement Officer are
Sustainable Agriculture (PSA). Processes for monitoring compliance three-year audit cycle for compliant suppliers,
accountable for the implementation of the policy.
with international instruments while for those suppliers with audit recommendations,
Objective Commitment to respect third-party standards Our Human Rights Policy is applicable to our any findings are addressed within maximum
Through ‘Principles for Sustainable Agriculture The Company has approved a limited set of global suppliers, partners, contractors and 3PL logistics 12 months. Our Procurement teams across
(PSA)’ we aim at primary production – that is, third-party Sustainable Agriculture Standards as partners. Compliance is monitored through business units are trained on annual basis to
farm-level – and form the basis of our continued aligned with the expectations outlined in the PSA, certifications and Workplace Accountability assess risks, recruit suppliers under appropriate
engagement with suppliers to achieve productivity, among them is the ILO recommendations. Audits. We monitor the performance of our risk assessment mechanisms and ensure action
compliance, transparency, resiliency and continuous significant suppliers through our annual internal plans are in place as needed. We track supplier
improvement of their farm base against these Consideration given to the interests of key
supply base assessments, third-party audits of performance and follow KBIs that indicate our
principles. On an agricultural level we leverage our stakeholders in setting the policy
compliance, the EcoVadis IQ Plus Tool and progress on annual basis.
third-party specialists, such as SAI/FSA, VIVE, Having a secure, sustainable supply of agricultural
EcoVadis Risk Assessment platform. EcoVadis
Bonsucro, etc., to conduct audits against the PSA ingredients is imperative to meeting the expectations Respect for the human rights, including
helps us monitor, assess and benchmark a range
principles, that are covering in an extensive of our consumers, customers and other stakeholders labour rights of workers
of risks using 21 criteria from international
manner all rules and requirements to secure – and to enabling the continued growth of our We are committed to identifying and preventing
standard setters, including the UN Global
farmer workers. The results are represented Company. In this context, the PSA reflects the any adverse human rights impacts in relation to
Compact, ISO 26000, the Global Reporting
to us by means of certifications obtained, that most recent science and external stakeholder our business activities through human rights due
Initiative (GRI), and the International Labour
otherwise would not be awarded to our suppliers perspectives, covers new product categories diligence and preventive compliance processes.
Organisation (ILO). Based on the findings of
when discrepancies occur. We collect these and simplifies language, where possible. Moreover, regarding labour rights of our value
the audits, wherever human rights issues were
certifications on an annual basis. chain workers, we are committed to supporting
Policy available to potentially affected stakeholders identified, we engaged with our suppliers to
fair workplace practices, ensuring a fair work
Process for monitoring All policies are available on our website. At BU prepare corrective action plans. We monitor
environment, and providing fair wages and benefits.
We monitor compliance through EcoVadis level, they are translated and available at the the progress and conduct audit within the year
assessment and action plans, TCCC audit local website. to secure no recurrence. In 2021, we revisited Cases of non-respect to international instruments
process and sustainable certification schemes. our Procurement Assessment guidelines to There are minor findings identified under the UN
S2-1_01-04, 08, 09 & S2-4_11 implement stricter rules over Human Rights, Guiding Principles on Business and Human Rights,
Scope Ethics and Compliance practices expected from the ILO Declaration on Fundamental Principles
The PSA, as a set of global principles, applies to all Human Rights Policy commitments
our suppliers and re-trained our entire Buyers’ and Rights at Work or the OECD Guidelines for
agricultural ingredients and plant-based packaging Commitments community to the Sustainability Risk Assessment Multinational Enterprises that involve value chain
used in TCCC products. tools available for supplier selection and governance. workers have been reported in our upstream and
Please see
downstream value chain as follows.
S1.MDR-P_01-06 & S1-1_01, 02, 09-14, 16, 17, 21
150 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

For details you may also refer to sections 407.1, • Laws and regulations: a) Spain: policies regarding S2-2 Processes for engaging with value chain Most senior role that has operational
408-1, 409-1, 414-1 and 414-2 of the 2024 GRI wages and benefits not properly communicated, workers about impacts responsibility for ensuring that engagement
report. Summary of findings for which we have b) Nigeria: workers age documents not available; Through our ‘SpeakUp!’ line, available for both our with value chain workers happens
also mobilised correction actions plans. labor contracts missing in some cases; some employees and externally to everyone, we are able For suppliers, the Chief Procurement Officer
terms not available in local language, c) Czech to see any comment or concern. The contacts of has the most senior role with operational
Findings identified by third-party audit to
Republic: working contracts only in local our company are easily available on the website and responsibility for ensuring that engagement
Supplier Guiding Principles
language, including foreign workers, d) France: on the labels of our finished products. Through with value chain workers happens. Under this
• Health and safety: a) Nigeria: lack of personal
missing GDPR clause in contracts; missing regular meetings with suppliers, through interviews role, at the operational level, this includes all
protective equipment (PPE) and safeguards on
grievance policy, e) Switzerland: missing by the external auditors they do with contractors Strategic Procurement Managers and the local
machines and vehicles; inadequate number of
operating license for some buildings in the during the ISO and Workplace accountability audits, Procurement Managers in every business unit.
restrooms on premises; improper ventilation
same campus. and via the Work Councils we are also able to take For contractors and 3PL Logistics contractors,
and lighting, b) Czech Republic: missing elements
• Working hours and overtime: a) Switzerland: into consideration the value chain workers’ view. the Chief Supply Chain Officer has operational
in risk assessments for welding operators; fire
insufficient break time, b) United Kingdom: responsibility for ensuring that this engagement
equipment access blocked; chemical storage eye The engagement as described above is done with
incorrect calculation of holiday pay by contractor; happens. Under this role, the responsibility lies
washer not properly drained, c) France: lack of the value chain workers directly during the ISO
logistics contractors employment contracts do with the Head of Logistics, Head of QSE, Head
dust measurements in production area; lack of fire and Workplace Accountability audits’ interviews,
not respect overtime and working hours legal of Health and Safety, and at local business unit
permit certificate and drills not duly conducted, and in case of any signal on ‘SpeakUp!’ line, or
standards, c) Nigeria: insufficient break time for level, with the country/business unit.
d) Germany: lack of fire safety; unproperly marked through credible proxies that have insight into
workers; rest-day violations, d) France: missing
emergency exits; inadequate number of first aid their situation such as NGOs or Work Councils.
calculation method for compliance on obligatory S2-2_05
supplies; improper labeling; lack or handrails or
breaks for on-call employees, e) Germany: We engage with our suppliers through the feedback
protective guards; improper temperature, noise, We respect workers’ rights (in the value chain)
violation of working hours for night-shifts, youth received from our Group Annual Stakeholder
ventilation, e) Poland: blocked emergency exits; to form, join or not join a labour union without
workers and women, f) Spain: some people don’t Forum, as well as through the regular, ongoing
improper storage and labeling; missing elements fear of reprisal, intimidation or harassment, where
not have a record of start-end time. interaction with the Coca-Cola System’s central
of occupational risk assessment for electricians, they are represented by a legally recognised union,
• Forced labor: a) Nigeria: a supplier’ s workers procurement group and our technology and
f) Serbia: fire alarm not fully operable; improper establish a constructive dialogue with their freely
incurred a requirement to pay placement fee. commodity suppliers.
emergency lines; missing inspection records, g) chosen representatives and bargain in good faith
Spain: missing inspection records; inadequate Findings identified by EcoVadis For contractor workers and health and safety, with such representatives. We do not control this
lighting levels for emergency evacuations; blocked Types of findings which include both freedom of we have implemented standardised contractual engagement, and we do not interview someone
evacuation exits; missing first aid kits; missing fire association and other social elements such as: clauses including health and safety requirements. directly. In case suppliers do not follow this
safety certification, h) Switzerland: emergency health & safety incidents, wages & benefits, All contractors working for CCH must have a approach, CCHBC can cancel the contract.
exits finding; lack of evacuation plans and machine working hours and overtime, labor contracts, health and safety induction training, specific
safeguards; lack of fire certifications; improper missing actions regarding diversity, equity & for our premises. There are regular routines S2-2_06
storage and labeling, i) United Kingdom: inclusion, lack of supporting documentation established with all contractors at the local We assess indirectly the effectiveness of our
missing fire certification; gaps in occupational against declared practices and polices etc. business unit level, addressing not only OH&S engagement with workers in the value chain,
risk assessments. topics. We do also an annual vendor evaluation
All findings have been addressed, and an action in three ways, through audit results, score
• Wages and benefits: a) Nigeria: overtime where all contractors working at our premises
plan is already in place. Suppliers need to close on questions related to suppliers from ESG
compensation violation; mandated maternity are assessed based on different criteria including
all actions before the next audit and no later raters and the number of grievances from
leave not provided; missing pay slips, b) Germany: health and safety ones. After each external or
than 12 months, otherwise their contracts the ‘SpeakUp!’ line.
not providing or not paying changing time for internal audit, we address any improvement
may be suspended.
workers; unintentional payroll calculation errors opportunity via an action discussed and agreed
in some cases. The number of human rights violations resulting with contractors. Each severe OH&S incident
• Discrimination: a) Spain: difference in wages in litigation against the Company was zero in 2024. or fatality is followed by a lesson learned session
between people performing same work; with the respective contractor/service provider.
preferential religious accommodations.
151 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S2-2_07 To assess that value chain workers are aware of Time horizons under which CCHBC intends Overall, we have in place regular tracking of
and trust these structures or processes to raise to complete each key action health and safety performance of our contractors,
For CCHBC’s workers in the value chain who
their concerns or needs and have them addressed, Time horizons for key actions that we presented including leading and lagging indicators. We mainly
may be particularly vulnerable to impacts and/or
we monitor the responses in our ‘SpeakUp!’ line in people in our own workforce are the same for take actions to avoid causing or contributing to
marginalised (for example, women workers, migrant
and audit reports. workers in the value chain (please refer to S1). avoidance of workplace injuries and fatalities and
workers, workers with disabilities), we use our
when this is not possible to provide or enable
grievance mechanism to gain insights and we review S2-4 Taking action on material impacts
S2-4_05_06_07 remedy in the event of these injuries and fatalities.
the results of the audits. OH&S risks and hazards on value chain workers, and approaches to
are assessed for each worker as required by our managing material risks and pursuing material As the negative impact is solely related to the lost Table 44: Quantitative and qualitative
standards and ISO 45001, and there the specifics opportunities related to value chain workers, time accidents we have with contractors, the information regarding the progress of
of the vulnerable groups of people is considered. and effectiveness of those actions actions to reduce and eliminate any potential key actions or action plans disclosed
health and safety incidents include establishing in prior periods
S2-3 Processes to remediate negative S2.MDR-A_01-05 & S2-4_01-07, 10 the same requirements for safety rules for our
impacts and channels for value chain Health and safety
A summarised description of the action plans contractors as for our own employees. We have programme KPI 2023 2024*
workers to raise concerns
and resources to manage our material impacts implemented standardised contractual clauses
Behavioural Elimination
S2-3_01-06 & S2-1_03 & S2-4_04 related to value chain workers in relation to including health and safety requirements to our
Based Safety of barriers
material sustainability matters we have contracting companies, so our health and safety
programme to safety 80.3% 86.1%
Please see identified, is presented below: requirements are incorporated in the specific
types of contracts. We require in the contract Compliance with Compliance with
S1-3_01, 02, 05-09 & S1-1_21 Occupational Health and Safety Policy all our contracts to meet our safety standards. Life Saving Rules** Life Saving Rules 84.7% 86.8%
Tracking and monitoring of issues raised and Key actions taken Health and safety requirements are communicated
addressed and ensuring the effectiveness of For our actions related to health and safety, to contractors during the RFP process (vendor * The numbers disclosed for 2024 are for all employees and
contractors together.
the channels selection). There is a specific TCCC KORE
Please see requirement document in place for all business ** LSR implementation score includes the total for all 14 areas in the
Please see units, and they need to comply with it (subject to questionnaire, not just contractors.
S2.SBM-3_01-03, 05, 06
S1-3_01, 02, 05-09 & S1-1_21 GAO audit). Contractors are included in our key KPI 2023 2024
Expected outcomes health and safety programmes and initiatives, Number of Contractors trained as
Protection of individuals against retaliation Through these actions, we aim to provide and maintain including BBS and LSR assessment.
Suppliers who believe that an employee of CCHBC, BBS Observers 740 1,251
a healthy and safe working environment by eliminating
or anyone acting on behalf of CCHBC, has engaged hazards, reducing health and safety risks and raising Our Behavioral Based Safety programme is Total Contractors trained as BBS
in illegal or otherwise improper conduct, should awareness among suppliers and their workers who implemented for contractors working within Observers cumulatively since 2019 1,969 3,220
report the matter to the Company. We would also may be affected by business-related activities. our premises, plus in some high-priority business units
encourage all our suppliers to freely raise any we have established BBS programme in RTM area, This improvement reflects our ongoing
issues of compliance or ethics you come across in How their implementation contributes to the with the regular performance monitoring and tracking. commitment to enforcing critical safety protocols
our company and feel confident that your concerns achievement of policy objectives and targets We are continuously searching for innovations and and underscores the effectiveness of our training
will be taken seriously and handled appropriately The implementation of the actions contributes technologies to support health and safety in dedicated and awareness initiatives. The reduction in safety
by CCHBC. Concerns should be raised initially to the achievement of Occupational Health and working areas, preventing LTAs of contractors, too. incidents and the improvement is leading
with the employee’s manager in CCHBC or Safety Policy objectives to provide and maintain indicators highlights the programme’s impact
a healthy and safe working environment. Our LSR (Life Saving Rules) programme has a
with CCHBC Head of Legal Compliance at dedicated section for Contractors management on creating a safer working environment.
[email protected], or our ‘SpeakUp!’ line Scope of the key actions (requirements) and every facility conducts Additional actions with the primary
can be used at www.cocacolahellenic.ethicspoint. The scope of key actions taken includes: quarterly self-assessment of the compliance, purpose of delivering positive impacts
com. We do not tolerate a reprisal by any of our followed by dedicated Corrective Action Plan. All
• distribution and logistics for value chain workers
employees against suppliers for reporting a concern contractors working for CCH must have health and
• suppliers, service providers and contractors All actions we take are key actions aiming to avoid
in good faith or assisting with an investigation. safety induction training specific to our premises.
• other key business partners (including co- any OH&S incidents to happen, so there are no
parkers, joint ventures, etc.) additional/secondary actions that are taken for
Please see
value chain workers.
S1-3_01, 02, 05-09 & S1-1_21
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Sustainability Statement continued

Supplier Guiding Principles Principles for Sustainable Agriculture (PSA) • Currently, on average, Bonsucro certified farms Time horizons under which CCHBC intends
Key actions taken Key actions taken pay 13% above the national minimum wage. to complete each key action
100% of our suppliers are obliged to We, working with our supply partners, may • 120,000 farm workers received essential Each key action related to PSA has a time horizon
acknowledge and agree to comply with support sustainable agriculture initiatives, such personal protective equipment from year 2025 in the context of ‘Mission 2025 Initiative’.
the SGPs before commencing any work with as training and extension services to farmers their employers.
Tracking and assessing the effectiveness of
Coca-Cola HBC. From that point onwards to implement more sustainable practices to • Bonsucro certified farms reduce their
actions and initiatives in delivering intended
we monitor supplier compliance to the SGPs enhance quality, productivity and farmer incomes. fertiliser use by an average of 11% over
outcomes for value chain workers
leveraging different tools from EcoVadis IQ Plus risk This includes providing tools for self-assessment to five years of certification.
The effectiveness of the actions is tracked via
monitoring system to full scale assessments such track progress and continuous improvement of best This framework for sustainable sourcing external ISO and Workplace Accountability audits
as EcoVadis Assessment, SEDEX, PSA Certifications practices, contributing to shared learning platforms is integrated into internal governance and and their results. Also, via the result we have on
and physical audits on SGPs in supplier premises, through participation in seminars and webinars procurement processes. Our 2025 target the top 10 most recognised ESR raters where
depending on the supplier criticality, complexity and (e.g., SAI Platform), and engaging in pre-competitive for ingredient sourcing is to achieve 100% our results are with a leading score among the
impact to our business. The Supplier Assessment collaborative initiatives to address broad-scale certification of our key agricultural ingredients beverage peer companies.
exercise is repeated on an annual basis and the systemic changes (e.g., worker safety). against the Sustainable Agriculture
results are disclosed. Our buyers are trained on The effectiveness of our grievance mechanisms
Expected outcomes Guiding Principles.
annual basis how to assess supplier risks, recruit is reviewed by the Internal Audit department, where
We believe that by implementing practices aligned In 2024, 96% of the key commodities we purchased they evaluate whether mitigation has been effective
under EcoVadis platform and ensure action plans
with the PSA expectations, we can achieve improved for use as ingredients were certified, significantly and whether grievances have been addressed.
exists and are duly tackled as necessary.
farm incomes (higher yields, reduced costs, better higher from 79% in 2023. Specifically, in 2024 we
Expected outcomes management and accounting), better product In 2024, we have reduced the number of the LTA
achieved the following PSA certifications:
We aim to achieve full compliance with these principles. quality and a more stable, long-term supply. and fatalities at contractors. We have decreased
• 95% in Sugar and 100% in HFCS the LTA by 10 (or 15.4%) versus 2023 and we
How their implementation contributes to the Key actions planned for the future (or 96% for Sugar and HFCS together) report four less fatalities versus 2023.
achievement of policy objectives and targets In advancing our sustainable agriculture programme, • 100% for Juices (Fruit crops)
The implementation of these principles contributes the Company recognises the need and value of S2.MDR-A_06-12
to our objective to have all our business operations industry collaboration, including with other buyers and Our work to certify our key agricultural ingredients
and activities respecting human rights and supply chain partners through recognised industry will continue to expand in 2025, with close cooperation As part of our commitment to sustainability,
to managing our business with a consistent set collaboration platforms. We seek to partner with with our Suppliers and the Coca-Cola System. we work with supply chain partners to promote
of values that represent the highest standards others to help address and drive systemic change responsible practices. While we provide guidance
How their implementation contributes to the
of quality, integrity, transparency and excellence. at scale in a transparent and precompetitive manner. and resources to support suppliers, the development
achievement of policy objectives and targets
and implementation of specific initiatives also
Scope of the key actions Expected outcomes The PSA are aimed at primary production – that is,
require investments in their self-development.
As part of our ongoing effort to develop and By working with other companies through farm-level – and form the basis of our continued
We focus on fostering partnerships that empower
strengthen our relationships with suppliers, we organisations, such as SAI Platform or Bonsucro, engagement with suppliers to achieve productivity,
suppliers to take ownership of their progress,
have adopted these Supplier Guiding Principles we seek to align expectations, combine resources compliance, transparency, resiliency and continuous
ensuring a sustainable and resilient value chain.
for use with our direct suppliers (upstream). and bring greater efficiency to the interventions. improvement of their farm base against these
As an example, Bonsucro reports: principles. Through the implementation of With regard to health and safety, our approach aligns
Time horizons under which CCHBC intends practices that align with the PSA we can manage closely with the standards and measures we apply
to complete each key action • Certified mills reduce water consumption by an supply chain risks, reduce reputational risks and to our own workforce. We require contractors
Compliance with SGPs is a rolling target, so the average of 42% after five years of certification. deliver value for all: workers, farmers, suppliers, to adhere to the same safety protocols and
actions that are taken to achieve it are ongoing. • On average certified farms reduce land- customers, our brands and our business. frameworks that govern our operations. As a result,
management GHG emissions by 14% within actions related to health and safety do not require
Quantitative and qualitative information Scope of the key actions
five years. additional capital or operational expenditures
regarding the progress of key actions or action The PSA and the actions included, as a set
• 180,900 workers worldwide are covered by beyond those already accounted for under S1.
plans disclosed in prior periods of global principles, apply to all agricultural
the human rights measures detailed in the MDR-A_06. This expenditure covers all workers,
100% of our suppliers acknowledge our SGPs ingredients and plant-based packaging used
Production Standard. including those in our supply chain, as our policies
and agree to comply with the SGPs before in TCCC products.
• Certified producers reduce the rate of accidents and compliance structures are designed to ensure
commencing any work with Coca-Cola HBC
by 17% in mills and 21% in farms over 5 years a consistent approach across our entire value chain.
each year since 2017, where data was available.
of certification.
2024 number is 100%.
153 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S2-4_12
In OH&S, we have assigned responsible people starting from manufacturing sites and countries to the Group level: there is OH&S responsible in every plant and in every country. The Head of Health and Safety
is responsible at Group level. Every year, Capex and Opex for meeting our safety priorities, targets and policies are allocated as part of the business plan process, for each business unit and at Group level.
For suppliers: the responsibility is with local Procurement teams and business unit Procurement Director and going to the Group level with Strategic Procurement Managers, Heads of Procurement and Chief
Procurement Officer. Every year, Capex and Opex for meeting our sustainable sourcing priorities and agenda are allocated as part of the business plan process to each business unit and at Group level.

Metrics and targets

S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

S2.MDR-T_01-13

S2.MDR-T_01-08, 13
We have annual rolling targets related to suppliers, which apply also indirectly to CCHBC value chain workers. Those rolling targets are set at local business unit level and at Group level, and the actuals are
reported and monitored via a specialised reporting software. Also, we have target for 100% sustainable sourcing by 2025, part of our Mission 2025 goals.
All those targets contribute to our policies and their objectives related to suppliers, such as workplace practices, health and safety, child labour, forced labour, wages and benefit, environmental practices,
biodiversity, deforestation and land conservation, bribery and corruption, etc. We are committed to managing our business with a consistent set of values that represent the highest standards of quality,
integrity, transparency and excellence. We respect the unique customs and cultures in communities where we operate. In pursuing this policy, we seek to develop relationships with suppliers that share similar
values and conduct business in an ethical manner.
Actual numbers of the first three targets are for 12 month rolling period from December 2023 to November 2024, the actual data of the last three targets are for 12 month rolling period from December 2022 to
November 2023. Target Scope of target
Table 45: List of targets Absolute/ Value chain
Performance Level Relative Unit Activities segment Geographical boundaries

MDR-T_13 MDR-T_02 MDR-T_03 MDR-T_03 MDR-T_03 MDR-T_03 MDR-T_0 4

Key agricultural ingredients to be compliant with our sustainable 96% 10 0 Absolute % Procurement Upstream Countries of sourcing/purchasing
agricultural guiding principles by 2025
Proportion of spend on local suppliers at significant locations of operation 97.7% >95% Absolute % Procurement Upstream Countries of operation
Suppliers to accept our Supplier Guiding Principles (SGP) 100% 100% Absolute % Procurement Upstream Countries of operation, countries
of sourcing/purchasing
Supplier Performance Screening for T1 suppliers: the Annual Screening of Reported every May min 95% Absolute % Procurement Upstream Countries of sourcing
our suppliers to cover min 95% of total Procurement Spend. Last value 100%
Supplier performance assessment T1 & T2 suppliers*: Assess in ESG on an Reported every May 80% Relative % Procurement Upstream Countries of sourcing
annual basis at least 80% of our significant T1 and T2 suppliers Last value 97.7%
Promoting supplier improvement (significant suppliers T1 & T2): On Reported every May 80% Relative % Procurement Upstream Countries of sourcing
annual basis we aim to have 80% of our significant suppliers (including T1 Last value 88.8%
and T2) to be under corrective action support

* Tier 1 suppliers are directly assessed by Coca-Cola HBC, while Tier 2 suppliers are managed by the respective Tier 1 and the results are reported back to us.
154 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S2.MDR-T_11 S2.MDR-T_13 S2-5_03

Contextual information How targets are monitored and reviewed In identifying lessons or improvements as a result
of our performance, we engage indirectly with
Please see Please see
workers in the value chain through their legitimate
S1.MDR-T_11 according to ESRS2 par. 80. S1.MDR-T_13 representatives and credible proxies who have
insight into their situation. For example, each severe
S2.MDR-T_09 S2-5_01-03 OHS incident or fatality is followed by a ‘lessons
learned’ session with the respective contractor or
Contextual information
S2-5_01 service provider. These sessions involve discussions
To define our sustainability targets, we utilise
with workers and their representatives to review
certification by third-party organisations, ensuring In setting our targets for secure employment,
the incident, understand the root causes and
compliance with recognised standards such as SAI adequate wages, health and safety, gender
identify actionable improvements. This collaborative
FSA, ISCC Plus, BONSUCRO and others. equality, equal pay for work of equal value,
approach ensures that the insights and feedback
Significant assumptions involve the accuracy and and training and skills development, we engage
from those directly affected are incorporated into
completeness of supplier-provided information, with workers in the value chain through direct
our performance tracking and target-setting
supported by third-party assessments and consultations and discussions with their legitimate
processes, leading to continuous improvement
certifications. Data sources include annual representatives. This engagement ensures that
in health and safety practices.
supplier reports and external reports. Our targets our targets are aligned with the actual needs and
align with national, EU, and international policy expectations of the workers. We also consider the
goals, ensuring that our practices support best practices in the industry and globally.
broader sustainability objectives and consider
We conduct regular performance reviews for
the local contexts of our operations.
each of the KPIs related to our engagement with
workers in the value chain. These reviews include
Please also see
input from various levels of our organisation, as
S1.MDR-T_09 (2nd paragraph) methodologies well as feedback from the suppliers. We ensure that
that include independent S2.MDR-T_12 this feedback is incorporated into our performance
tracking processes. For instance, we communicate
Contextual information
our training and skills development targets and
Please see results to them through internal meetings and
feedback sessions.
S1.MDR-T_12
155 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Strategy Affected communities in greater risk of harm

SBM-3 Material impacts, risks and Our comprehensive Source Water Vulnerability

ESRS S3 – Affected
opportunities and their interaction Assessment done by an independent expert, and
with strategy and business model the detailed Water Risk Assessment, took into
account the water as an end-to-end process

communities
S3.SBM-3_01, 02, 03, 05, 07 where all affected users upstream and downstream
At CCHBC, we ensure that all affected communities are considered. Besides, within the Alliance for
who could be materially impacted by our operations Water Stewardship and ISO 46001 certifications,
are included in the scope of disclosure under ESRS 2. we also assess the impact on our stakeholders
This includes addressing impacts that are connected and implement stakeholder engagement activities.
with our own operations and value chain, including No negative impact has been identified.
through our products or services, as well as through Brief description of the activities that
our business relationships. Specifically, we report result in the positive impacts
on key areas such as water and sanitation Water and sanitation
and community programmes (i.e., In line with our Mission 2025, we are committed to
#YouthEmpowered programme). help secure water availability for the communities
Types of affected communities and environment specifically in those areas.
Affected communities are communities living We protect the water resources supplying our
or working around our operating sites, factories, facilities, reduce the amount of water we use to
facilities (such as warehouses), or other physical produce our soft drinks and treat wastewater to
operations. Additionally, more distant communities levels that support aquatic life. We also partner
impacted by activities at these locations, including with suppliers to minimise our water footprint
those experiencing downstream water pollution across the value chain.
and scarcity, are also considered. Furthermore,
we support the broader community in the Addressing the water availability, we focus on
countries in which we operate through our either water access initiatives or on replenishment
various community programmes. activities. For all these, we are partnering within
the Coca-Cola System, with other companies
In our operations, we have identified 19 water operating in the relevant watershed area and
priority locations, including Armenia, Bulgaria, international organisations.
Cyprus, Greece, Italy, and Nigeria. These areas
face specific stress factors, such as water scarcity, In 2024, we witnessed a number of severe weather
lack of access to water and sanitation services, events globally, including in our territories. Expected
and deteriorating water quality in the watersheds. to be the hottest year on record, recent floods in
Nigeria and Central and Eastern Europe highlighted
With our actions on water stewardship, we the need for us to be ready to support our communities
consider not only the communities near our when they need us most.
operations (plants, warehouses) but also those
sharing a common watershed, such as farmers
and other water consumers.
156 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

In 2024, through the Coca-Cola HBC Foundation, In Nigeria, we have trained 15,585 young people Donations Policy Process for monitoring
we donated €1.55 million to communities impacted in 83 cities, providing them with essential skills for Key contents of the policy We ensure applicants (continue to) comply
by the recent devastating floods in Europe and personal and professional growth. The program We are determined to create value for all stakeholders with the terms and objectives of our Donations
Nigeria. These grants supported a variety of focuses on entrepreneurship, employability, by supporting the socio-economic development Policy. We maintain a regular dialogue with
projects, targeting specific local needs in each financial literacy, and life skills to prepare of the societies in which the business operates. As the recipient organisations to evaluate the
country, including: participants for a dynamic world. a subset of our community engagement strategy, effectiveness and impact of our donations,
donations are an integral part of that value creation. to improve the management of existing projects
• Rebuilding houses and community centres In Romania, we launched the Barmasters
Over the years, our donations and other and to identify future opportunities.
in the village of Thessaly, Greece Academy to offer specialised bartending and
• Providing food and emergency supplies barista training for aspiring HoReCa professionals. community investments have evolved from We will review this policy at least once a year
in Maiduguri, Nigeria Partnering with prestigious HoReCa customers, standalone philanthropic initiatives to long-term, to integrate latest developments, stakeholder
• Replacing damaged medical equipment this program provided practical training for young group-wide programmes closely linked to business feedback or other lessons learned.
in hospitals in Poland people and access to employment opportunities. priorities and material issues. We have prioritised
the following programme areas that are of critical This policy in reviewed by the SRC Committee
• Funding repair works for homes and other
In Poland, Estonia, Latvia, and Lithuania, importance across our markets, i.e.: and Legal team.
assistance projects in Romania, Hungary
the Skills4Future Platform was created by
and Bosnia and Herzegovina • Community resilience, including disaster relief Scope
Mentors4Starters Foundation with financial
and recovery. This policy establishes principles and requirements
Access to education (#YouthEmpowered) 1
support from The Coca-Cola Foundation. This
• Sustainable access to safe water for our for making donations in the prioritised programme
We remain focused on making a positive impact modern educational platform aimed at young
communities. areas above and applies to all CCHBC business
on the local communities where we operate. people who are at the threshold of entering the
• Economic empowerment for young people units and employees. The term ‘donations’, as
Through our flagship community programme, labor market or have already gained some work
and women. used in this policy, refers to monetary or in kind
#YouthEmpowered, we have supported young experience offer young people the opportunity
• Circular economy projects and initiatives. (including our product) charitable contributions.
people by equipping them with the skills, experience to benefit from engaging learning materials and
Any charitable contribution must comply with the
and confidence necessary for success. webinars providing core knowledge in a number of This policy has been established to reflect scope, CCHBC Code of Business Conduct, Anti-Bribery
practical areas, such as applications of AI in life and processes and controls that are to be employed
By the end of 2024, we had trained 1,119,850 Policy, TCCC’s Responsible Marketing Policy and
at work or creating an attractive CV. An important to ensure charitable actions are carried out with
(excluding Egypt) young people since the with all other applicable rules and regulations. For
element of the platform is certification, confirming fairness and due diligence and are reflective of
programme’s inception in 2017, surpassing more information, please See Donations Policy.
the completion of the course and the skills our core values and community approach.
our Mission 2025 target of training one million
acquired. Skills4Future is a solution that can Most senior level accountable for the
young people. Objective
complement the #YouthEmpowered programme implementation of the policy
Here are just some of our 2024 dedicated to teaching in schools, as well as a We recognise the diversity of people, culture, The Community Contributions Policy is
#YouthEmpowered activities: source of practical knowledge for young people. and social needs. With donations, we aim at signed by the Chief Corporate Affairs and
inspiring a better quality of life by means of Sustainability Officer.
In Greece, we collaborate with top HoReCa Impact, risk and opportunity management long-term, sustainable support for chosen
customers across the country and recognised beneficiaries. Moreover, we support the For more information, please see Donations
S3-1 Policies related to affected communities
Brand Ambassadors to offer free Masterclasses involvement of our employees in donations Policy.
to 570 aspiring Bartenders and Barista, levelling S3.MDR-P_01-06 and community engagement.
up their capabilities, on modern mixology, spirits, Read more
and coffee trends and techniques. This initiative The relevant policy adopted to manage material
equipped participants with advanced skills, industry sustainability matters (water and sanitation) is the
connections, and offered globally recognised Water Stewardship Policy. This policy covers all
scholarships in coffee and spirits. types of value chain workers that were mentioned
in the previous section. For more information on
Water Stewardship Policy, please see E3-1 Policies
related to water and marine resources
Besides we have published Donations Policy.

1. As mentioned in ESRS 2, par. 48h, not all our impacts are linked to ESRS topics, sub-topics and sub-sub-topics. We identified a positive impact, referred as ‘Access to Education (#YouthEmpowered)’, which has been covered within this standard by providing entity-specific disclosures wherever relevant.
157 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Commitment to respect third-party standards We are committed to ensuring minimal impact Cases of non-respect to international Local business units have an annual engagement
Any donation must comply with the CCHBC Code on the environment, particularly avoiding impacts instruments and measures to provide and/ plan and organise sustainability events to gather
of Business Conduct, Anti-Bribery Policy, TCCC’s that may also result in increased risk to human or enable remedy for human rights impacts feedback from stakeholders regarding the approach
Responsible Marketing Policy and with all other rights, such as access to water, sanitation and There is no significant negative impact on local and effectiveness of our approach as well.
applicable rules and regulations. clean environments. As a major buyer of several communities. When we have any restructuring Business units also publish local sustainability
agricultural commodities, we source our ingredients initiatives that can have an impact on local reports, conduct open plant visits for community
CCHBC will not make donations to organisations
via third parties and we are committed to buy communities (e.g., involving closing or consolidation members, and offer numerous volunteering
that do not fully respect humans as per the UN
sustainably certified crops, thus supporting of facilities), we take actions to minimise the initiatives that involve various stakeholders.
Guiding Principles on Business and Human Rights
and promoting the protection of the land rights impact, for example by providing those people
and the resolutions of ILO Conventions. At local business unit level, the person responsible
of local farmers and communities. affected with other employment opportunities
for stakeholders’ engagement is the BU Corporate
Consideration given to the interests of within the organisation, relocation support, or
Processes for monitoring compliance Affairs and Sustainability Director, while at Group
key stakeholders in setting the policy voluntary exit packages and professional support
with international instruments level, it is the Chief Corporate Affairs and
When setting the policy, we have considered to facilitate employment elsewhere.
The compliance monitoring process encompasses Sustainability Officer.
the interests of affected communities, the
a comprehensive mechanism designed to ensure Besides, we have an internal due diligence
diversity of people, culture, and their social
adherence to international instruments. The procedure for any investment/divestment, S3-2_05
needs, to create value for all stakeholders by
establishment of policies, regular reporting and mergers and/or acquisitions, where all social and
supporting their socio-economic development We have established grievance mechanisms that
documentation, internal audits and assessments, environmental aspects and impacts are
in societies we operate. allow community members to raise or report on
external monitoring and verification, and continuous considered, evaluated and corrective actions are
any concerns and complaints they might have with
Policy available to potentially training are components that ensure compliance taken prior to any investment/divestment, mergers
regards to social, economic and environmental
affected stakeholders with these instruments. and/or acquisitions.
issues including impacts on society and communities.
The Donations Policy is publicly available on
Engagement with affected communities S3-2 Processes for engaging with affected We also report and develop corrective actions
our website.
Where appropriate, we are committed to engaging communities about impacts to all Notices of Violations (NoVs) issued by local
in dialogue with stakeholders on human rights authorities during their visits at our premises.
S3-1_02-07 & S3-4_11 S3-2_01-04
issues related to our business. Those visits sometimes could be triggered by
Human Rights Policy commitments We are committed to engaging with stakeholders local community’s concerns.
We have a number of routines in place to capture
Commitments the feedback, input, improvement suggestions in the communities we operate to ensure that
we listen to, learn from and take into account S3-2_06
Please see from internal and external stakeholders. We have
been performing annual materiality assessment their views as we conduct our business. We Steps to gain insight into the perspectives of
S1.MDR-P_01-06 & S1-1_01, 02, 09-14, 16, 17, 21 for sustainability issues for more than a decade, have a number of routines in place to capture affected communities that may be particularly
where we do engage a large number of external the feedback, input, and improvement vulnerable to impacts and/or marginalised.
We recognise our impact on the communities in
stakeholders. Additionally, we host an Annual suggestions from them. The insights gained We take steps to gain insight into the perspectives
which we operate. We are committed to engaging
Stakeholder Forum and Suppliers Sustainability contribute to the Board’s decisions and activities of affected communities that may be particularly
with stakeholders in those communities to ensure
Day, where we engage in open dialogue with our aimed at managing actual and potential impacts vulnerable to impacts and/or marginalised through
that we listen to, learn from and take into account
suppliers and other collaboration partners, on communities and ensuring the appropriate our local engagement with specific NGOs and their
their views as we conduct our business. Where
capturing all their feedback and input. We also support and resources for them. participation in our engagement process, as well
appropriate, we are committed to engaging in
dialogue with stakeholders on human rights hold regular quarterly meetings with investors Each of our local operations and Business Units as through our voluntary programmes.
issues related to our business. We believe that and analysts, during which we share critical has specific community engagement process
local issues are most appropriately addressed at business results and topics, including and programmes. We don’t disclose separately
the local level. We are also committed to creating sustainability, and gather their input. per country. At local level engagement occurs
economic opportunity and fostering goodwill in both with affected communities or with their
the communities in which we operate through legitimate representatives.
locally relevant initiatives. For more information,
please visit Human Rights Policy.
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Sustainability Statement continued

S3-3 Processes to remediate negative S3-4 Taking action on material impacts on Time horizons under which CCHBC intends Tracking and assessing the effectiveness of
impacts and channels for affected communities affected communities, and approaches to to complete each key action actions and initiatives in delivering intended
to raise concerns managing material risks and pursuing material Each water stewardship project is specifically outcomes for affected communities
opportunities related to affected communities, designed for the local water challenge and its Water stewardship projects’ benefits are lasting
S3-3_11-15 and effectiveness of those actions duration is minimum 10 years. at least 10 years, and we measure the cubic
meters of water saved, the number of community
Please see S3.MDR-A_01-05 & S3-4_03, 04 Quantitative and qualitative information
members who are benefitting, the number
regarding the progress of key actions or
S1-3_01, 02, 05-09 & S1-1_21 A summarised description of the action plans and of facilities for clean water or sanitation built,
action plans disclosed in prior periods
resources to manage our material impacts related etc. Within the local stakeholder’s engagement,
Additionally, through our consumer lines and Regarding out Mission 2025 commitment
to affected communities in relation to material we receive feedback on the effectiveness of the
the contacts published on our website and on ‘Help secure water availability for all our
sustainability matters we have identified, is community project.
the local website of our business units, every communities in water risk locations’, we
presented below: monitor our progress using as a KPI the Donations Policy
community member can approach us. The
consumer line is available on the labels of each Water Stewardship Policy number of water risk locations, in which we Key actions taken
of our products. Key actions taken secure water availability for all our communities.
Please see
Tracking and monitoring of issues raised and Please see Please see S3.SBM-3_01-03, 05, 07.
addressed and ensuring the effectiveness of
the channels S3.SBM-3_01, 02, 03, 05, 07. S3.MDR-T_01-09, 11, 12, 13. Expected outcomes
Expected outcomes Additional actions with the primary The expected outcomes of these actions are to
Please see
The expected outcome of these actions is to purpose of delivering positive impacts enhance access to water, sanitation and hygiene,
S1-3_01, 02, 05-09 & S1-1_21. ensure good quality safe water in sufficient for affected communities support education initiatives and create opportunities
quantities, as well as access to clean water In Nogara, Italy, a joint project by Coca-Cola HBC to empower young people, drive job creation, and
With regards to the consumer line, all signals and
and sanitation which are essential to the health Italy and the Consorzio di Bonifica Veronese will advance corporate social responsibility (CSR) efforts.
feedback provided to this and via our website are
monitored. We utilise advanced monitoring tools of people and ecosystems and vital for sustaining add up to 1.5 million m³ of water annually to the How their implementation contributes to the
to track mentions and comments in real-time and communities and supporting economic growth. local aquifer. achievement of policy objectives and targets
assign dedicated team members to handle feedback How their implementation contributes to the The Forest Infiltration Area, featuring canals, trees, The implementation of actions described
ensuring timely and professional responses. In achievement of policy objectives and targets and shrubs, will help refresh the groundwater above contributes to the achievement of
addition, we analyse feedback to identify trends The implementation of actions described aquifer with water from the River Adige. This policy objectives to foster healthier, more
and common issues that allow continuous above, contributes to the achievement of aquifer will support local wells for agriculture resilient and sustainable communities.
improvement, while engaging with consumers policy objectives to promote sustainable water and community use, becoming more resilient
and implementing changes based on their input management by ensuring CCHBC’s water usage to weather fluctuations.
demonstrates a commitment to customer aligns with the needs of local communities, while
satisfaction and fosters positive relationships. supporting access to safe, high-quality water This project is one of the ways in which we’re
and adequate sanitation. expanding our knowledge on how to manage
Assessing awareness and trust in structures water programmes that bring benefits to local
or processes as way to raise concerns Scope of the key actions communities. These include the Living Danube
Communication channels are easily available on We implemented Community WASH programmes Partnership that runs in seven countries that
our website and on the label of our products. in water priority locations including the following we operate in.
Protection of individuals against retaliation countries: Armenia, Bulgaria, Cyprus, Greece,
Italy and Nigeria.
Please see
S1-3_01, 02, 05-09 & S1-1_21.
159 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Scope of the key actions All donations are made at the discretion of Croatia delivered the highest impact, with Metrics and targets
All recipients of CCHBC donations must be CCHBC. CCHBC reserves the right to deny any €0.41 million TEV, driven by the largest participant S3-5 Targets related to managing material
a registered non-profit organisation, certified request for support. base of 1,043 individuals, 19% of whom secured negative impacts, advancing positive impacts,
school, hospital, or other academic or social employment. Slovenia achieved the highest SROI and managing material risks and opportunities
Time horizons under which CCHBC intends
institution. We prefer organisations which: value, at €18.75 per Euro invested, demonstrating
to complete each key action
exceptional efficiency. In Bosnia and Herzegovina, S3.MDR-T_01-09, 11-13
• have long-term goals and objectives that are All of the targets we set are disaggregated into
despite a smaller participant group of 391, 26%
publicly communicated; annual roadmaps and our regular performance A summarised description of the targets
employment placement highlighted the
• are committed to sustainable development; review is two-fold: a) vs the annual roadmap, and to manage our material impacts related to
programme’s meaningful influence.
• are renowned experts in the area for which b) vs the direction of the target year. In this way, affected communities is presented below:
the charitable contribution is made; we can set actions and correct course if needed.
S3.MDR-A_06-12 & S3-4_12 Water and sanitation
• encourage stakeholder engagement and
Quantitative and qualitative information We have set the target of helping secure water
volunteerism; and As part of our commitment to sustainability,
regarding the progress of key actions or availability for our communities in water risk areas
• are transparent about their activities and we remain focused on making a positive impact
action plans disclosed in prior periods we operate (19 water priority locations, including
report on those publicly. on the local communities where we operate.
Regarding mission 2025 commitment Armenia, Bulgaria, Cyprus, Greece, Italy and
Our markets allocate their community budgets
CCHBC will not make donations to: ‘#YouthEmpowered – train one million young Nigeria) by 2025 to meet our policy objective. This
for locally relevant initiatives that reflect our
people cumulatively’, we monitor our progress objective is to ensure good quality safe water in
• individuals, religious, political or legislative programme priorities and the needs of the
using as a KPI the number of young people sufficient quantities, as well as access to clean
organisations; community. Community investments reached
trained cumulatively. water and sanitation, as these are essential to
• organisations that discriminate on the basis €8.4 million in 2024 (excluding the Ukrainian
of race, colour, ethnicity, creed, religion, gender, Solidarity Fund and Coca-Cola HBC Foundation), the health of people and ecosystems and vital
Please see for sustaining communities and supporting
gender identity and/or expression, national More than €1.4 million of the above-mentioned
origin, citizenship, ancestry, sexual orientation, S3.MDR-T_01-09, 11-13. amount was directly attributed to our economic growth.
age, pregnancy, disability or political affiliation; #YouthEmpowered Programme. Access to education (#YouthEmpowered)
Tracking and assessing the effectiveness of
• organisations that do not fully respect human We have set a target to train young people,
actions and initiatives in delivering intended For the water and sanitation programme,
as per the UN Guiding Principles on Business in connection with our Donations Policy,
outcomes for affected communities investment is primarily driven through the
and Human Rights and the resolutions of which aims to create value for youth people by
For #YouthEmpowered, we track the number Coca-Cola HBC Foundation, providing strategic
ILO Conventions; supporting their socio-economic development.
of people trained. In 2024, we conducted a Social support tailored to meet critical needs.
• organisations that are directly involved in gambling, The year to which all targets apply is 2025 and the
Return on Investment (SROI) study (based on
armaments, tobacco and recreational or illegal The Group’s treasury strategy ensures the target is cumulative, 2017-2025. Our targets are
2022 data) to assess the impact of our initiatives
drugs, with the exception of those organisations availability of financial resources to support intrinsic and they are not compared to any
across selected markets. Our Youth Empowerment
specifically dedicated to tackling addiction or sustainability-related actions across all key areas. baseline. 2017 is the year we set the targets.
Programme in the Adria Business Unit – comprising
drug abuse;
Bosnia and Herzegovina, Croatia and Slovenia By leveraging a diversified range of financing Every sustainability commitment has its annual
• professional local sports, family reunions,
– generated a Total Economic Value (TEV) of mechanisms, we can address both current and roadmap for all the years until the target year is
beauty contests or commercial shows;
€0.99 million. The programme’s key benefits future priorities effectively. reached and we follow it for our business planning
• organisations that conflict with CCHBC’s business
included enhanced future income potential and purposes for each respective year.
principles and Code of Business Conduct; Our accounting system does not separately
reduced skill development costs, reflecting our
• projects with a detrimental effect of classify sustainability-related costs, as these are
positive contribution to local communities.
environment or biodiversity; reported in accordance with the general financial
• entities without good standing and a clean reporting principles. The Opex mentioned above
record with authorities; is reflected in our financial statements, as part
• projects which create the appearance of a bribe, of the overall amounts reported in the income
kickback, other corrupt practice or projects which statement, confirming our commitment to the
require any confidentiality about the contribution. Youth Empowerment Programme.
160 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Table 46: List of targets Description of Target Application period Scope of target
the relationship
between target Absolute/ Milestones/ Value Chain Geographical
and policy Performance Level Relative Unit Time – Period Interim Targets Activities Segment boundaries

MDR-T_01 MDR-T_13 MDR-T_02 MDR-T_03 MDR-T_03 MDR-T_07 MDR-T_0 8 MDR-T_0 4

Help secure water
availability for all our Water
communities in water Stewardship All Group
risk locations Policy 16 19 Absolute # 2025 n/a n/a All value chain (except Egypt)
1#YouthEmpowered
– train one million
young people Donations All Group
cumulatively Policy 1,119,850 1 million Absolute # 2025 n/a n/a All value chain (except Egypt)

S3.MDR-T_11

Stakeholders have been involved How targets are monitored and reviewed S3-5_02 S3-5_03
in target-setting
Please see Affected communities engaged directly in Affected communities directly in identifying
Please see tracking performance against targets any lessons or improvements as a result of
S1.MDR-T_13
We conduct regular performance reviews for CCHBC’s performance
S1.MDR-T_11.
each of the KPIs related to our engagement with We have established regular ‘Lessons learned’
S3-5_01-03
affected communities. These reviews include sessions that include input from affected
S3.MDR-T_09
input from various levels of our organisation as communities. During these sessions, we review
S3-5_01
Contextual information well as feedback from the affected communities. significant projects, discussing the outcomes and
Affected communities engaged directly We ensure that community feedback is areas for improvement with community members.
Please also see
in setting targets incorporated into our performance tracking This collaborative approach ensures that the
S2.MDR-T_0 9. In setting our targets, we actively engage processes. For example, we communicate our lessons learned are relevant and actionable for
with affected communities through direct #YouthEmpowered targets and results to both our organisation and the communities.
S3.MDR-T_12 consultations and discussions with their community members through local meetings
representatives, who have deep insights and public forums. This transparency allows
Contextual information
into the situations of these communities. us to maintain accountability and continuously
Please see This engagement ensures that our targets, in improve our performance in collaboration with
area such as water replenishment and providing the communities we impact.
S1.MDR-T_12.
trainings to youth and community members, are
aligned with the actual needs and expectations
S3.MDR-T_13
of the affected communities. For example, for our
Performance against disclosed targets water stewardship projects in Greece and Italy,
Specifically, to #YouthEmpowered, the number we engaged with farmers in order to set the
of young people through #YouthEmpowered intervention that would help in their water agenda.
is measured, monitored and reported monthly For water and waste projects in Cyprus, we
at a local/market (business unit) level. Water engaged with hotels’ owners to understand how
stewardship projects are reported quarterly. best to contribute to their environmental goals.
161 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Strategy We support the recommendation of leading health

SBM-3 Impacts, risks and opportunities authorities that individuals should consume no

ESRS S4 –
and their interaction with strategy and more than 10% of their total daily calories from
business model added sugar. We have committed to reduce
calories per 100ml of sparkling soft drinks by 25%

Consumers
S4.SBM-3_01-05 between 2015 and 2025 across all our markets.
The printed packs and labels of our drinks have
At CCHBC, we are committed to ensuring that all
calorie information and back-of-pack nutrition

and end-users
consumers and/or end users who may be impacted
information with Guideline Daily Amounts (GDA)
by our operations, value chain, products and services,
in the EU (as required by law). We also voluntarily
and business relationships are included in the scope
add front-of-pack traffic-light labels on our core
of our disclosures under ESRS 2. While access to
sparkling drinks in 22 markets, that outline whether
products and services, health and safety, responsible
a food has high, medium or low amounts of fat,
marketing practices, and access to quality information
saturated fat, sugars and salt per 100ml through
were not identified as material, we recognise the
a colour scheme of red, amber and green. It also
importance of transparency and accountability
includes the number of calories and kilojoules
in all aspects of our business. In the process of
per product.
stakeholder engagement and as an output of our
stakeholders’ interviews, the topic of health and We fully comply with the labelling regulations of the
nutrition has been deemed as area of interest. country in which we operate. Labelling regulations
Investors and ESG raters also consider health require a full list of ingredients, including additives
and nutrition as one of the main future risks for and allergenic ingredients to be labelled for
soft drinks industry. In relation to the nutrition consumer safety and transparency.
and consumers’ health and safety, we voluntarily
In Europe we fully comply with the Food Information
disclosed responsible marketing practices, access
to Consumers Regulation (1169/2011) that sets
to (quality) information, and access to products
out a uniform set of rules as to how the list of
and services as those are indirectly linked to the
ingredients must be presented on the packaging.
consumers’ health and safety.
In markets where relevant regulations do not exist,
Types of consumers and end-users
nutrition information is provided in line with the
The types of consumers and/or end users include
1
Codex Guidelines on Nutrition Labelling. Nutrition
persons who drink Coca-Cola HBC products. information is displayed on most of our product
As a part of the Coca-Cola System, we have long labels, except for certain returnable bottles,
believed in the importance of providing people fountain beverages, alcohol ready-to-drink
with clear, simple and meaningful front-of-pack beverages, and unsweetened, unflavoured waters.
information that can help support healthier and We are committed to not marketing any of our
more informed food choices, in line with national drinks directly to children under 13, with a 30%
regulatory requirements in the markets where we audience threshold, in any channel or communication,
sell our products. and to not offering any soft drinks in primary schools.
In UNESDA markets, we sell only no- and low-calorie
soft drinks, in non-branded vending machines.

1. Consumer: Person who drinks Coca-Cola HBC products.

Customer: Retail outlet, restaurant or other operation that sells or serves Coca-Cola HBC products directly to consumers.
162 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

To help people better manage their sugar intake We are committed to meeting evolving consumer Access to products and services: At Coca-Cola S4.SBM-3_07
from our drinks, we are taking actions. These needs and preferences by offering more of the HBC, we are dedicated to ensuring that our products
Consumers and/or end-users in greater
include reducing sugar in our beverages, launching products they want, including low- and no-sugar are accessible to a wide range of consumers with
risk of harm
new low- and no-sugar drinks, offering small packs options, across various categories and in more diverse tastes and preferences. Our 24/7 product
for portion control and promoting our low- and packages. We focus on innovation, expanding portfolio caters to these varying preferences, and Our portfolio is one of the strongest, broadest and
no-sugar beverage choices. our range of zero-calorie drinks, and reducing we continually innovate, especially in low- and most flexible in the beverage industry, offering
the calorie content of many of our products no-sugar variants, to lead the sector and provide consumer-leading brands in the sparkling, juice,
Our impact water, sport, energy, ready-to-drink tea, coffee,
in our portfolio. choices that meet the needs of our consumers.
We have no widespread or systemic material adult sparkling, snacks and premium spirits
negative impacts on consumers and/or end-users Access to (quality) information: At Coca-Cola We are committed to evolving our portfolio to categories. Our products cater to a growing range
in contexts where we operate. HBC, we are committed to providing clear and address changing consumer moments and have of tastes with a wider choice of options, premium
transparent information to help consumers make invested further in digital and e-commerce products and increasingly sustainable packaging.
There was one product quality incidents resulting informed decisions about their diet. We ensure platforms to meet new shopper needs.
in product recall in 2024 in Austria. We reported that key nutritional information is available and As a company we are continuously evolving
14 minor notices of violations related to quality, To accommodate different consumer needs, our portfolio to help create a healthier food
visible on the front-of-pack labels of our bottles
with the total amount of €3.79k fines paid. we provide different serving sizes for our environment. We are already reformulating
and cans. These labels include the Guideline
products, allowing consumers to manage many of our drinks to contain less sugar and
In 2024, we recorded full compliance with our Daily Amount (GDA) information, which provides
their intake more effectively. Additionally, we fewer calories. To give consumers more options,
Responsible Marketing Policies across all our at-a-glance details on calories, sugar, fat, saturated
collaborate with customers, NGOs, and peers we are also offering more diet, light and zero-
business units. fat and salt content. Additionally, we have introduced
using alternative channels, such as food banks calorie drinks in our portfolio.
traffic-light labels, as previously mentioned,
Brief description of the activities that result or markets, to redirect surplus products to
promoting informed choices.
in the positive impacts support people in need. Impact, risk and opportunity
Health and food safety: At CCHBC, we have In 2024, as required by law in the EU, the printed management
Responsible marketing practices: At Coca-Cola
implemented several initiatives to ensure the packs and labels of our drinks included calorie S4-1 Policies related to consumers
HBC, we are committed to responsible marketing
health and safety of our consumers. We have information along with back-of-pack nutrition and end-users
practices that promote healthier choices and
a continuous process to evaluate and assess information with GDA details. This legal
protect vulnerable populations. We take proactive
product- and process-related food safety risks, requirement complements our own voluntary S4.MDR-P_01-04, 06 & S4-1_01
actions to help people better manage their sugar
ensuring food safety through relevant prerequisite initiatives to provide transparent and accessible
intake from our drinks by reducing sugar in our The relevant policies adopted to manage
programs such as HACCP and allergen management. nutritional information to our consumers.
beverages, innovating new low- and no-sugar sustainability matters are Health & Wellness
This process applies to all our products and services. Furthermore, we provide product storage drinks, offering small packs for portion control, Policy, Quality & Food Safety Policy and
Additionally, all (100%) of our manufacturing bottling instructions and freshness rules to customers, and promoting our low- and no-sugar beverage Responsible Marketing Policy. These policies
sites, representing 100% of our production as well as best before-dates to consumers. This choices. For more information, please refer to cover all our consumers and/or end-users
volume, are certified according to the Food Safety helps ensure that our products are consumed at pages 14 to 15 of the Strategic Report, ‘Leverage that were mentioned in the previous section.
System Certification (FSSC) 22000 scheme, their best quality. We also offer different serving our unique 24/7 portfolio’ section.
recognised under the Global Food Safety Initiative sizes for our products to fit the needs of consumers, Health & Wellness Policy
We adhere to TCCC’s Global Responsible Key contents of the policy
framework. Also, 100% of all our direct operations allowing them to manage their intake more effectively.
Marketing Policy, which includes its Global Coca-Cola HBC cares about the health of its
are covered by the internal Quality and Food
As mentioned earlier, in markets without specific School Beverage Policy and Global Responsible consumers. The Company offers an increasingly
Safety audit process to assure full compliance
regulations, we follow the Codex Guidelines on Alcohol Marketing Policy. wide range of drinks, from traditional sparkling
with the local health and safety, and food safety
standards and our stringent internal requirements. Nutrition Labelling. Most product labels include beverages, including regular, low and no-calorie,
Furthermore, we are committed to implementing
nutrition information, excluding certain returnable to juices, waters and other still drinks. All of these
the Union of European Soft Drinks Associations
All (100%) of our business units are covered by the bottles, fountain beverages, alcohol-ready-to-drink can be enjoyed as part of a healthy diet.
(UNESDA) responsible marketing and school sales
internal quality and food safety management beverages, FINLANDIA Vodka, and unsweetened,
pledges. This commitment reinforces our dedication
system, including manufacturing plants, offices, unflavoured waters.
to responsible marketing practices and ensures
sales offices, our own distribution centres and
that our marketing efforts are conducted in a manner
warehouses, the contractors working in our
that is ethical and respectful of all consumers.
premises and third-party contractors.
163 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Coca‑Cola HBC is committed to responsible Scope We place a specific emphasis on protecting Objective
communication about its products and to promoting The policy applies to all markets and geographies children under the age of 13, as we are committed The Quality & Food Safety Policy aims to uphold
clear, user-friendly front-of-pack nutritional labelling, where we operate, distribute and sell products. It to not marketing any of our products to this age the highest standards in product quality and
together with nutrition programmes and supporting applies to our entire value chain including both our group, regardless of nutritional profile. safety, ensuring that all operations align with
materials, to help consumers make well-informed own operations and downstream activities. The regulatory requirements and foster a culture
While Coca-Cola HBC is responsible for customer
choices. Coca‑Cola HBC is a founding signatory of affected stakeholder groups include consumers, of continuous improvement.
marketing and execution at the point of sale,
the UNESDA Commitments, a set of voluntary employees, communities, customers and investors,
TCCC is responsible for all consumer marketing. Process for monitoring
industry obligations that address consumer ensuring that we address the sustainability
It is monitored though the results of the ISO 9001
information and education, healthy lifestyles concerns of all relevant parties. For more information, please refer to the full
and FSSC 22001 audits, via the number of notices
and physical activity, advertising, beverage policy available here: Coca-Cola HBC Health
Most senior level accountable for the of violations issued by different regulatory bodies,
choice and research in the European Union. & Wellness Policy.
implementation of the policy via the results of the internal cross-boarder quality
Our range of drinks is suitable for a wide variety The Health & Wellness Policy of Coca-Cola HBC Quality & Food Safety Policy audits and TCCC GAO audits, as well as by
of drinking occasions from morning until night. is owned and endorsed by the Corporate Social Key contents of the policy monitoring and reporting of consumer
In addition, the Company supports activities Responsibility Committee of the Board of Directors. The following quality and food safety principles are complaints.
promoting fitness and physical exercise. Responsibility for the successful implementation the foundation of Coca-Cola HBC’s commitment Scope
of the programme is with the Chief Customer and to quality and food safety:
Coca-Cola HBC is committed to satisfying The policy applies to all markets and geographies
Commercial Officer down to the business units.
consumer demand for: • Manufacture and deliver products that meet where we operate, distribute and sell products.
Commitment to respect third-party standards the highest quality and food safety standards. It applies to our entire value chain including
• A Broad Choice of Beverages
Coca-Cola HBC adheres to the Coca-Cola • Meet all statutory, regulatory and mutually upstream, own operations and downstream
• Increased Consumer Information
Company Global Responsible Marketing Policy agreed customer requirements. activities. The affected stakeholder groups
• Responsible Sales and Marketing
and is a signatory to the European Soft Drinks • Ensure a sustainable quality and food safety include consumers, employees, communities,
• Comprehensive Lifestyle Programmes
Association’s (UNESDA) advertising and culture through effective management systems suppliers, customers and investors, ensuring
• Promoting Sports and Physical Activity
marketing practices. The Company is also compliant with ISO 9001, FSSC 22000 and Coca- that we address the sustainability concerns
Objective a founding signatory of the UNESDA Commitments, Cola System requirements and standards (KORE). of all relevant parties.
The Health & Wellness Policy aims to enhance which support the EU strategies to deliver sustainable• Validate the effectiveness of our management Most senior level accountable for the
consumer well-being by ensuring that a wide food and drinks production and consumption. systems through recognised internal and implementation of the policy
variety of beverage options are available, external audits.
Policy available to potentially The Quality & Food Safety Policy of Coca-Cola HBC
supporting informed decision-making through • Apply a risk assessment methodology to
affected stakeholders is owned and endorsed by the Board of Directors.
effective communication and labelling practices. achieve and continually improve our objectives.
The policy is made available to consumers through The management responsibility is within the Head
Process for monitoring our website and covers all consumers who drink or • Build a quality and food safety capability, mindset of Quality, Safety and Environment (QSE) who
Monitoring is done via quarterly internal school would drink our beverages and use our products. and culture through structured programmes. reports to the Chief Supply Chain Officer. Each
sales compliance reporting and annual written • Continually review policies, standards and CCH employee is responsible for meeting our
To facilitate informed decision-making, we utilise procedures to manage food safety risks.
confirmation of compliance from all General quality and food safety standards within their
back-of-pack labelling to provide detailed • Include quality and food safety strategies
Managers in our markets. The results are used to level and specific work.
information about calories, sugar, fat, saturated in the annual business planning process.
confirm annual compliance to The Coca-Cola
fat and salt content per serving, and a proportion • Set annual measurable objectives for continuous Commitment to respect third-party standards
Company on behalf of Coca-Cola HBC Group
of a healthy diet. Additional information is provided improvement and compliance with all standards. Ensure a sustainable quality and food safety
(global annual bottler compliance confirmation
in Company publications, our website, customer • Ensure suppliers and contractors embrace the culture through the implementation, certification,
process). UNESDA also performs third-party
lines and consumer response services. The policy same commitments and monitor their compliance. and continuous improvement of effective quality
audits for its progress reports against its
is also translated into local languages to ensure • Communicate requirements to all relevant and food safety management systems compliant
commitments to the EU Code of Conduct on
that all employees can fully understand it. parties and establish specifications for with ISO 9001, FSSC 22000, together with
Responsible Food Business and Marketing
ingredients, packaging, storage, distribution Coca-Cola System requirements and standards
Practices. On top, all relevant employees
and consumer guidelines. (KORE) in all operations and where applicable.
participate in a dedicated annual responsible
marketing training. • Communicate quality and food safety aspects,
strategies and performance to all stakeholders.
164 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

Policy available to potentially Process for monitoring Most senior level accountable for the All CCHBC policies are available on our website
affected stakeholders Monitoring is done via annual written confirmation implementation of the policy and are cascaded to our local business units.
Communicate quality and food safety of compliance from all General Managers in The policy is to be strictly adhered to in the Quality and Food Safety Policy is also printed
requirements to consumers, and other relevant our markets for both the Global Responsible same manner as the codes, policies and and disclosed in every manufacturing plant.
interested parties by establishing specifications Alcohol Policy of TCCC, and the Coca-Cola HBC commitments on Coca-Cola HBC operations Quality and Food Safety training are mandatory
for ingredients and packaging materials, Responsible Marketing Policy for Alcoholic and activities in respect of the non-alcoholic for each employee. Regularly we perform quality
product storage and distribution, and consumer Beverages. On top, all relevant employees beverages we produce and distribute, in order to and food safety campaigns to raise awareness
guidelines. Communicate quality and food participate in a dedicated annual responsible reflect the company’s high standards, core values and understanding on the importance of quality
safety aspects, strategies, and performance marketing training. and social responsibility commitments. The and food safety. Health & Wellness Policy
to consumers that have an impact on or are implementation of this policy is under the is communicated to all relevant groups
Scope
affected by Coca-Cola HBC’s food safety and responsibility of the Chief Operating Officer. of employees, such as marketing and
The policy applies to our downstream activities.
quality management systems. The policy is also commercial departments.
The affected stakeholder groups include Commitment to respect third-party standards
translated into local languages to ensure that all
consumers, communities and customers, In November 2023, Coca-Cola HBC joined the
employees can fully understand it. S4.MDR-P_05
ensuring that we address the sustainability Global Standards Coalition. This initiative aims
For more information, please refer to the full policy concerns of all relevant parties. to prevent underage drinking and reduce harmful Consideration given to the interests of
available here: Quality & Food Safety Policy. use of alcohol through stakeholder engagement, key stakeholders in setting the policies
The policy also applies to all marketing activities,
training tools and best practices. The Global in previous section
including but not limited to:
Read more Standards Coalition is driven by the International In setting these policies, we have considered
• selling activities Alliance of Responsible Drinking (IARD). the interests of key stakeholders, including
Responsible marketing policy
• merchandising consumers, nutrition experts, suppliers, and
for alcoholic beverages 1
Policy available to potentially
• sales and brand advertising industry partners to ensure that our offerings
Key contents of the policy affected stakeholders
• on-and off-premises promotional activities and practices align with their expectations and
The Responsible Marketing Policy for Alcoholic The Responsible Marketing Policy for alcoholic
and related materials promote overall wellbeing. We ensure compliance
Beverages of Coca-Cola HBC includes the beverages of Coca-Cola HBC is made available
• brand innovation activities with statutory and regulatory requirements,
following key objectives: to consumers through Company publications,
• experiential marketing promote a sustainable quality and food safety
its website, and consumer response services.
• Promoting responsible consumption. • consumer planning and market research culture, and communicate our standards and
The policy is also translated into local languages to
• Preventing underage drinking and reducing • relationship marketing performance to all relevant parties, to ensure
ensure that all employees can fully understand it.
harmful use of alcohol. • consumer public relations our practices align with their expectations and
• Providing clear guidance for responsible • the development and content of brand web For more information, please refer to the full policy promote responsible marketing.
marketing and promotion. sites, electronic communications and digital available here: Responsible marketing policy for
• Ensuring compliance with laws and media, product placements and sponsorships, alcoholic beverages.
industry guidelines. and
• labelling and packaging Read more
Objective
The Responsible Marketing Policy for Alcoholic
Beverages aims to promote responsible
consumption and prevent underage drinking
while ensuring that all marketing practices
comply with relevant laws and industry guidelines.

1. Please note, we are not focusing on the policy from an alcoholic perspective, as it pertains to specific stakeholders.
165 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S4-1_02 – S4-1_07 While we are responsible for the production and S4-2_02 S4-2_05
distribution, consumer insights, research, and
Alignment with Internationally Recognised Engagement with stakeholders with The effectiveness of our engagement with
testing are primarily conducted by TCCC. This
Instruments and Human Rights Policy affected consumers and/or end-users consumers and/or end-users, and relevant
process is integral to our operations, but it is
Commitments Relevant to Consumers or their representatives outcomes that result from such engagement
managed by TCCC, allowing us to focus on
and End-Users We work closely with customers – ranging from We assess the effectiveness of our
delivering quality products to our consumers.
Coca-Cola HBC adheres to The Coca-Cola Company grocery stores, restaurants to street vendors, engagement with consumers and end-users
Global Responsible Marketing Policy and is a signatory To understand consumer needs and preferences, convenience stores, movie theatres and through feedback mechanisms and surveys.
to the European Soft Drinks Association’s (UNESDA) we mostly cooperate with TCCC but also we amusement parks, among many others – We monitor consumer satisfaction and track
advertising and marketing practices, which reflect leverage various channels, including: to execute localised strategies developed in feedback from various channels.
our commitment to responsible marketing and partnership with TCCC. Customers then sell
• feedback from social media and consumer hotlines We review the outcomes of our engagements
consumer protection. Additionally, as a founding our products to consumers.
• local websites to ensure our actions meet consumer needs. For
signatory of the UNESDA Commitments, we
• research initiatives While we collect direct feedback from consumers example, based on feedback, we have added low
support the EU strategies to deliver sustainable
• surveys through hotlines and surveys, TCCC has a more and no-calorie options and improved our digital
food and drinks production and consumption.
• customers’ feedback via direct interactions extensive reach in obtaining direct consumer and e-commerce platforms.
Currently, Coca-Cola HBC does not have specific or through customer surveys feedback, as they own the brands and have
This process helps us ensure our engagement
human rights policy commitments that are directly direct interactions with end-users.
The stage(s) at which engagement occurs, with consumers and end-users is effective and
relevant to consumers and/or end-users published
the type of engagement and frequency of the This multi-faceted engagement ensures that responsive to their needs.
on our website. Our focus has been on ensuring
engagement are detailed below: we are responsive to consumer needs and
compliance with statutory and regulatory
preferences, allowing us to adapt our offerings S4-2_06
requirements, promoting a sustainable quality • Stage(s) of Engagement: Engagement occurs
and marketing strategies effectively.
and food safety culture, and communicating our at various stages, regular business updates, The steps we take to gain insight into
standards and performance to all relevant parties. and ongoing feedback mechanisms. the perspectives of our consumers and/or
S4-2_04
• Type of Engagement: The types of end-users that may be particularly vulnerable
Cases of non-respect to
engagement include consumer insights, Most senior role that has operational to impacts and/or marginalised (for example,
international instruments
social media feedback, consumer hotlines, responsibility for ensuring that engagement people with disabilities, children, etc.)
In 2024, we recorded full compliance with our
local websites, research, surveys, global/ with consumers and/or end-users happens is For CCHBC’s consumers and/or end-users who
Responsible Marketing policies across all
local trends, focus groups or shopper needs Chief Operational Officer. may be particularly vulnerable to impacts and/or
our business units.
expressed indirectly via our customers, etc. The For more information on consumer trends, please marginalised, such as people with disabilities,
S4-2 Processes for engaging with engagement of consumers and/or end-users refer to Strategic Report, ‘Market trends’ section and children, we employ the same engagement
consumers and end-users about impacts from Coca-Cola HBC side is mainly through our on pages 4 to 5 and ‘Leverage our unique 24/7 steps including surveys and feedback collection,
in-store/online presence of our products and portfolio’ section on pages 14 to 15. to ensure their perspectives are considered in
S4-2_01 & S4-2_03 via customer media targeted to their shoppers. our decision-making processes.
At Coca-Cola HBC, we prioritise several key topics • Frequency of Engagement: Engagement occurs Read more
that are important to our consumers, including: regularly or is always-on via in-store presence of
As part of the Coca-Cola System, we are
our products and the options via hotline, social
• Health and nutrition committed to delivering both great taste,
media or other channels. Customer insights are
• Product quality healthy and balanced diets, aligning with
gathered through research and surveys. Special
• Responsible marketing what our consumers desire.
activations or promotional support is based on
How we engage: activities agreed between TCCC and Coca-Cola Our actions across the system fall within five pillars:
At Coca-Cola HBC, it is essential to clarify that HBC based on the yearly business plan.
1. Less Sugar, More Choices.
every new product or packaging is developed Outcomes of engagement:
by TCCC. TCCC owns, develops and markets 2. New and Different Drinks.
Through our engagement efforts, we
its brands with the end consumers. Our role as 3. Informed Decisions.
continuously adapt our portfolio to meet changing
Coca-Cola HBC is to produce, distribute, and sell
consumer preferences. Additionally, we have 4. No Marketing Targeting Children.
these beverages, ensuring that we have the right
made significant investments in digital and
portfolio for the Hellenic markets and to ensure 5. Promoting Low- and No-Sugar Choices.
e-commerce to meet new shopper needs.
executing our operations efficiently.
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Sustainability Statement continued

S4-3 Processes to remediate negative impacts While Coca-Cola HBC collects consumer All consumer complaints or queries through When a consumer complaint is received,
and channels for consumers and end-users to complaints, it is important to note that any our social media are directed to the appropriate we perform thorough root cause analysis, we
raise concerns changes regarding products are managed by point of contact in the specific region. Our resolve it promptly and fairly, giving feedback
TCCC. We facilitate the collection of feedback, social media accounts are monitored Monday to consumer and often providing a replacement
S4-3_01 but TCCC is responsible for addressing, to Friday, and we have clearly sign posted contact product. This approach ensures consumers feel
Channels to raise concerns and general e.g., product-related issues. Furthermore, information on our website to support those who heard and trust our processes, with no retaliation
approach and processes for providing or we actively monitor feedback through our want to get in touch. You can find the list here: for raising concerns. Only 33% of reported
contributing to remedy website and social media channels, ensuring https://www.coca-colahellenic.com/en/contact-us. complaints were justified after investigation.
Coca-Cola HBC has established dedicated that consumer needs are addressed promptly.
Engaging with consumers and implementing We continue to improve and modernise
hotlines for consumer complaints, available in changes based on their input, demonstrates a our manufacturing processes, focusing
each country where we operate and available S4-3_03
commitment to customer satisfaction and on product quality, safety and integrity,
on the labels of each of our products. Support for feedback channels fosters positive relationships. to maintain consumer trust.
These hotlines allow consumers to provide in business relationships
feedback and report issues directly. In some of Coca-Cola HBC encourages the establishment of S4-3_05 & S4-3_06
our markets, CCHBC was the first company to effective feedback channels among our suppliers
Assessing awareness and trust in structures
launch such a line. Our website contains the and partners. We provide guidelines to help them
or processes as way to raise concerns &
contact information and consumers may develop mechanisms that allow consumers to
Protection against retaliation for feedback
approach us via social media as well. raise concerns.
External challenges of consumer sensitivity
In case of any food safety incident with remained on high level, increasing our still low
S4-3_04
consumers, as part of our quality and food base of consumer complaints from 0.14 to 0.16
safety, and risk procedures we provide the Tracking and monitoring issues raised per million bottles sold in 2024 compared to
needed support to the consumer. and ensuring effectiveness of channels 2023. This increase is partially due to changes
At Coca-Cola HBC, we have fostered a culture in packaging from sustainability initiatives, as well
The effectiveness of our grievance mechanisms is that prioritises Quality and Food Safety, while as the fluctuating natural colour range of orange
reviewed by the Internal Audit department, which always focusing on our consumers. We monitor juice concentrate.
assesses whether mitigation has been effective and report every consumer complaint received
and whether grievances have been addressed. In Austria, we had an incident connected to 0.5L
through every available channel. Following this,
Additionally, the effectiveness of our grievance PET carbonated soft drinks from one production
we perform root cause analysis and take all
mechanisms and the outcomes of Food safety line. We informed authorities and initiated a
necessary measures to ensure product safety,
audits are evaluated to ensure compliance and precautionary public recall, as it could not be ruled
prevent quality incidents and eliminate defects
continuous improvement in our processes. out that some products might have been effected
through robust analytical governance and
by a technical incident in the production process.
strong capabilities.
S4-3_02
Regarding the consumer line, all signals and
Consumer perspectives and engagement feedback provided through this and via our
in decision-making website are monitored. We utilise advanced
Please see also S4.SBM-3_01-05, S4-2_01 & monitoring tools to track mentions and
S4-2_03, S4-2_02 and S4-3_01 comments in real-time and assign dedicated team
members to handle feedback ensuring timely and
professional responses. In addition, we analyse
feedback to identify trends and common issues,
allowing for continuous improvement.
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Sustainability Statement continued

S4-4 Taking action on impacts on consumers and end-users, and approaches to managing risks and pursuing opportunities related to consumers and end-users, and effectiveness of those actions

S4.MDR-A_01-05 & S4-4_01, 06, 07

A summarised description of the action plans and resources to manage our impacts related to consumers and end-users in relation to sustainability matters we have identified, is presented below:

S4.MDR-A_01
Key actions and future plans for policy implementation: Health & Wellness Policy, Quality & Food Safety Policy, and Responsible Marketing Policy for Alcoholic Beverages

Table 47: Key actions (existing and planned) in relation to consumers and end-users
Time horizon Scope of action
(MDR-A_03) (MDR-A_02)

Relation to policy objectives / Geographical

List of actions Current Planned Expected outcome targets (where relevant) Activities Value chain segment boundaries Affected stakeholders

Continuous Yes Continuous Ensure food safety Assure consumers and 62 out of 62 manufacturing Own operations; Global Consumers;
evaluation/ and eliminate any customers food safety sites (both beverages and Upstream customers;
assessment of potential food through relevant snacks), representing 100% of (suppliers); suppliers; own
product- and safety risk prerequisite programmes production volume, are Downstream employees
process-related (e.g., HACCP, allergen certified according to Food (customers)
food safety risks management); Manufacture Safety System Certification (suppliers)
and deliver products that (FSSC) 22000 scheme which is
meet the highest quality recognised under Global Food
and food safety standards, Safety Initiative framework
assuring product and
process integrity
Clear and Yes Continuous Increased Coca‑Cola HBC is Provide clear and transparent Downstream; 22 markets Consumers
transparent consumer trust; committed to responsible nutrition information about Marketing and
nutrition help consumers communication about its what’s inside our drinks, such as labelling
information make well- products and to promoting the Guideline Daily Amount
informed choices clear, user-friendly front-of- (GDA) and traffic-light labels on
pack nutritional labelling, our core sparkling drinks in
together with nutrition 22 markets; Support the
programmes and recommendation of leading
supporting materials, to health authorities that
help consumers make individuals should consume no
well-informed choices; more than 10% of their total
daily calories from added sugar
Consumer Yes Continuous Better consumer Collect and address Consumers provide feedback Customer Service Global Consumers;
feedback engagement consumer feedback on social media, via consumer customers
mechanisms hotlines and indirectly via
customers
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Sustainability Statement continued

Time horizon Scope of action

(MDR-A_03) (MDR-A_02)

Relation to policy objectives / Geographical

List of actions Current Planned Expected outcome targets (where relevant) Activities Value chain segment boundaries Affected stakeholders

Evolve product Yes Continuous Address the Provide a broad choice Provide low and no- calorie Downstream Global Consumers;
portfolio emerging of beverages and help beverages, reformulation of our – Product communities
consumers; trends consumers to manage existing beverages, expand development
their calories intake; portfolio to more natural and
Address changing with functional benefits drinks;
consumer moments Reduce sugar in our beverages,
innovate for new low- and
no-sugar drinks, offer small
packs for portion control and
promote low-and no-sugar
beverage choices
Provide Yes Continuous Help consumers Provide an appropriate Provide appropriate Product Global Consumers
appropriate manage their intake choice of portion sizes portion sizes to manage development
portion sizes of calories; so as to help consumers calorie intake
Consumer choice manage their intake
and customer of calories
preference
Responsible Yes – Increased The effective marketing of Adhere to responsible marketing Marketing and Sales Global
marketing policies, consumer trust our brands is a core driver policies; We don’t do marketing
including school for our business, and we for any of our drinks directly to
beverage policy take steps to ensure that children under 13, with a 30%
and responsible our marketing is not only audience threshold, in any
marketing policy effective but responsible channel or communication. We
for alcoholic and reasonable. also do not offer any soft drinks
beverages in primary schools
Adhere to Yes Continuous Improved Coca‑Cola HBC is a founding Responsible advertising: not Downstream UNESDA Consumers,
the European consumer trust; signatory of the UNESDA to market or advertise any soft markets communities
Soft Drinks contribution to the Commitments, a set of drinks to children across all
Association EU objectives for a voluntary industry obligations media; Do not sell any soft drinks
(UNESDA) more sustainable that address consumer in primary schools (through
commitments food system information and education, direct distribution), the only soft
to promoting healthy lifestyles and physical drinks we sell in EU secondary
balance diet activity, advertising, beverage schools are low- and no-calorie
choice and research in the (through direct distribution) and
European Union; only in non-branded (no logo)
vending machines
We will continue to promote
low and no calorie beverages.
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Sustainability Statement continued

Time horizon Scope of action

(MDR-A_03) (MDR-A_02)

Relation to policy objectives / Geographical

List of actions Current Planned Expected outcome targets (where relevant) Activities Value chain segment boundaries Affected stakeholders

Implement 2024 Continuous Ensure product Manufacture and deliver Investing in technologies that Own operations – All countries Own employees,
statistical process quality and food products that meet the monitor, record and analyse Manufacturing where we customers,
control on the safety; proactive highest quality and food specific manufacturing operate consumers
main quality prevention of any safety standards, assuring parameters that are important
parameters in deviation from product and process for product quality; training of
manufacturing quality parameters integrity. the employees in the plants to
sites use this statistical control
Capability 2024 Continuous Make sure every Ensure a sustainable quality Develop and perform different Own operations All countries of Own employees
building; person in the and food safety culture; quality training across operation
implement organisation Build a quality and food organisations based on the
training understand and safety capability, mindset specific roles: advanced
programmes follow high quality and culture microbiological training,
across different standards so to Supply Chain Academy with
layers and assure product many modules on quality/food
functions in the quality and safety safety, internal x-boarder
organisation and thus consumer auditors for FSSC training
preference
Conduct Yes Continuous Ensure continuous Validate the effectiveness Perform validation and Own operations All countries of Own employees,
internal audits improvement and of the quality and food continuously improve the operation consumers
compliance with all safety management effectiveness of the quality and
requirements and systems food safety management
our internal quality systems through internal audit
standards processes: (x-boarder with
internal experts; Global Audit
Organisation by TCCC audits;
Corporate Audit Organisation
(CAD) department audits,
Engineering audits for
equipment and facilities for
internal standards’ compliance).
Apply risk Yes Continuous Manage effectively Apply a risk assessment Conduct risk assessments Manufacturing; Global Consumers,
assessment food safety risks methodology and implement risk suppliers Employees,
methodology mitigation strategies Suppliers
across our plants
and suppliers
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Sustainability Statement continued

Time horizon Scope of action

(MDR-A_03) (MDR-A_02)

Relation to policy objectives / Geographical

List of actions Current Planned Expected outcome targets (where relevant) Activities Value chain segment boundaries Affected stakeholders

Review quality Yes – Ensure continuous Continually review quality Monitor the external trends Own operation, Global Consumers,
and food improvement and and food safety policies, and CCHBC performance Upstream Employees,
safety policies compliance with standards and procedures and regularly review and (suppliers), Suppliers
all requirements and implement update policies, standards, Downstream
improvements and procedures
Integrate quality Yes – Ensure continuous Include quality and Integrate quality and food Own operations Global Consumers,
and food safety in improvement and food safety strategies safety strategies into business Employees
business planning compliance with all in the annual business planning to ensure that food
requirements planning process safety and quality remains an
integral part of operations.
Set annual quality Yes – Ensure continuous Set annual measurable Establish and monitor quality Own operations All countries of Consumers,
and food safety improvement and quality and food safety and food safety objectives operation Employees
objectives compliance with all objectives and targets,
requirements monitor their progress and
perform corrective actions
in case of deviation
Perform annual Yes Continuous Increase employees Build a quality and food Regularly perform quality Own operations All countries Employees
quality and food understanding, safety capability, mindset and and food safety awareness of operation
safety awareness knowledge and culture through structured campaign focusing on different
campaigns for awareness and thus programmes that develop topics and by using different
employees improve quality employees’ competencies communication channels
and technical skills, increase
awareness, manage risk
and drive increasing levels
of excellence across
the organisation
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Sustainability Statement continued

S4.MDR-A_02 Quantitative and qualitative information S4-4_01 S4-4_05

regarding the progress of actions or action
Disclosure requirements for policy Processes to identify needed actions
plans disclosed in prior periods Please see
implementation and key actions in response to negative impacts
Regarding our ultimate goal to assure high-quality S4.MDR-A_01-05 & S4-4_01, 06, 07 We identify the actions based on the risk analysis
Please see
products and continuously improve our quality on quality and food safety (HACCP), based on the
S4.MDR-P_01-04, 06 & S4-1_01. results, we monitor our progress using KPIs, such S4-4_02 findings from all audits performed.
as the number of consumer complaints per million
S4.MDR-A_03 bottles sold. Please see S4-4_06
Time horizons for key actions Table 48: Number of consumer complaints S4.MDR-A_04
Please see
Majority of the actions are ongoing and continuous KPI 2023 2024 status 2025 target
in order to improve our performance every year and S4-4_03 S4.MDR-A_01-05 & S4-4_01, 06, 07.
reach our rolling targets. Number
consumer Additional actions with the primary purpose
S4-4_07
Please see E5.MDR-T_12 complaints of delivering positive impacts for consumers
per million and/or end-users
Please see
S4.MDR-A_04 & S4-4_02 bottles sold 0.14 0.16 0.13
No additional actions. S4.MDR-A_01-05 & S4-4_01, 06, 07.
Key actions and results for
supporting remedies S4.MDR-A_06,07 S4-4_04
S4-4_10
In the event of any complaints, each one is treated
As part of our ongoing commitment to To track and assess the effectiveness of our
with the utmost seriousness. While we currently Our approach when tensions arise between
sustainability and consumer satisfaction, we actions and initiatives in delivering intended
do not have any significant complaints, we are the prevention or mitigation of negative
continuously invest in enhancing the quality and outcomes for consumers and/or end-users,
fully prepared to handle them effectively should impacts and other business pressures
safety of our products. Although there are no we employ several methods:
they arise. As a beverage producer, consumers’ safety
significant Opex and/or Capex to disclose, we focus • We monitor the results, findings and actions and providing high-quality products is our main
Each complaint is investigated thoroughly, and we on allocating resources to ensure our products from all different audits on quality and food priority. We take all measures across the entire
implement necessary actions to resolve the issue. meet the highest standards. This includes efforts safety performed in our manufacturing sites value chain, starting from requirements for
If needed, we provide remedies such as replacement in quality control systems and customer service. and distribution centres: by an independent suppliers, through requirements and standards
products to ensure consumer satisfaction. Our efforts are supported by our Group’s treasury auditor (ISO 9001, FSSC 22001); by TCCC in manufacturing, storage, transportation,
We continuously review our complaint strategy, which ensures the availability of financial Global Audit; by the internal x-boarder. distribution, to the end-point of selling. If any
management processes to improve their resources to support these initiatives. By leveraging • We monitor the results from school sales tensions arise between preventing negative
effectiveness and ensure they meet our quality a diversified range of financing mechanisms, we reports provided by our commercial function impacts and other business pressures, we
standards. Our focus on consumer feedback can address both current and future priorities per country on a quarterly basis. On top, once prioritise consumer safety and product integrity.
demonstrates our commitment to addressing effectively, ensuring that our products continue every year, all business units provide written We maintain rigorous quality and food safety
concerns and supporting those affected by to meet the evolving needs and expectations of statements of compliance through the standards and procedures and follow our strict
any issues. our consumers. business unit General Manager. responsible marketing practices.
• We monitor our ESG score at the top 10 ESG
raters such as S&P Global (DJSI), CDP, MSCI S4-4_11
ESG, ISS etc. and our 2024 score is leading
Severe human rights issues and incidents
among the beverage industry peers.
connected to its consumers and/or end-users
• We also have specific reputational metrics
No human rights incidents are reported in 2024
where we survey how different E, S and G topics
related to consumers and end-users.
are perceived by our consumers and we use
customer satisfaction survey where questions
on our sustainability approach are also asked.
172 Coca-Cola HBC Integrated Annual Report 2024 Strategic Report Corporate Governance Financial Statements Swiss Statutory Reporting Supplementary Information

Sustainability Statement continued

S4-4_12 Table 49: List of targets

Resources allocated to the management of our Description of Target Baseline data Application period Scope of target
the relationship
impacts with information that enables users to Name of the between target Absolute/ Milestones/ Value chain Geographical
gain an understanding of how these impacts target and policy Level Relative 2024 value Baseline value Baseline year Time – period Interim targets Activities segment boundaries
were managed
MDR-T_01 MDR-T_02 MDR-T_03 MDR-T_03 MDR-T_0 5 MDR-T_0 6 MDR-T_07 MDR-T_0 8 MDR-T_0 4
In every manufacturing site and in every business
unit, we have a dedicated Quality and Food Safety Reduce Health & 25% Relative 18% 0% 2015 2025 n/a n/a Downstream All Group
Manager, who is part of the Supply Chain function, calories in Wellness reduction reduction
in QSE department. At Group level, the Head of sparkling Policy
Quality reports to the Head of QSE. Each Business soft drinks
Plan allocates Capex and Opex for quality and food
safety in each business unit.
S4.MDR-T_09 S4.MDR-T_13 S4-5_02
Responsible marketing is managed by our
Commercial team, with support from the Methodologies and assumptions for Performance against disclosed targets Tracking CCHBC’s performance
Corporate Affairs and Sustainability function defining targets To reach our commitment, we focus on growing We prioritise effective performance tracking to
through the Market Regulation Manager. This zero formulations such as Coca-Cola Zero Sugar enhance our engagement with consumers and
Please see
structure ensures that we have the necessary Zero Caffeine and new flavour creations within the end-users. Our approach involves setting clear
resources and expertise to effectively manage S1.MDR-T_0 9. Fanta and Schweppes brands. key performance indicators (KPIs) and regularly
our impacts on quality, food safety and assessing our progress (e.g., consumer complaints).
No assumptions are used for targets related to How targets are monitored and reviewed
responsible marketing. We gather insights from various teams within our
the consumers and end-users.
Please see organization and actively seek consumer feedback.
Metrics and targets This information helps us refine our strategies and
S4.MDR-T_11 S1.MDR-T_13
S4-5 Targets related to managing negative communicate our nutrition and product quality
impacts, advancing positive impacts, and Stakeholders who are involved in target setting S4-5_01-03 initiatives effectively through channels like
managing risks and opportunities We are gathering insights from consumer groups, surveys and social media.
from investors through regular calls, analysing S4-5_01
S4.MDR-T_01-13 emerging trends from ESG benchmarks, and S4-5_03
Target-setting process and engagement
A summarised description of the targets incorporating feedback and proposed actions
with consumers and end-users  Lessons learned or improvements
to manage our impacts related to consumers and from our Annual Stakeholder Forums and
In setting our targets for access to products and as a result of CCHBC’s performance
end-users is presented below. materiality surveys. Additionally, we consider input
services, consumers’ safety, responsible marketing In identifying lessons or improvements as a result
from local business unit engagements to ensure a
practices, and access to quality information, we of our performance, we engage indirectly with
S4.MDR-T_01-08 comprehensive understanding of stakeholder
engage with consumers and end-users through consumers and end-users through their legitimate
perspectives.
As part of our Mission 2025 goals, we have a target their legitimate representatives. This engagement representatives and credible proxies who have insight
related to calories decrease. ensures that our targets are aligned with the into their situation. For example, each significant
S4.MDR-T_12
actual needs and expectations of the consumers consumer complaint or incident is followed by
We have also set annual rolling targets related to Contextual information and end-users. We also consider best practices a ‘Lessons learned’ session with the respective
consumers and end-users. Those rolling targets in the industry and globally via our membership stakeholders. These sessions involve discussions with
are set at Group level and at local business unit Please see
in industry associations. consumers and their representatives to review the
level, and the actuals are reported and monitored S1.MDR-T_12. incident, understand the root causes, and identify
via a specialised reporting software. actionable improvements. This collaborative
approach ensures that the insights and feedback
from those directly affected are incorporated into our
performance tracking and target-setting processes,
leading to continuous improvement in our practices.