Corporate Responsibility and Sustainability Report, 2006
 8 Marketplace: with the market
   in mind
 9 2006, a year of growth
                                                KEYS TO READING
10 Health and wellness: our four nutrition      AND SCOPE OF THE REPORT
                                                This second report outlines the actions implemented in
12 Obesity: acting together                     2006 and a few measures adopted in the first half of
13 Training employees in nutritional issues     2007 in France. The report covers the following two
                                                entities: Coca-Cola France and Coca-Cola Entreprise.

14 Environment: protecting the
   environment                                  The profile and organization of each business unit are described
                                                on pages 4 and 5. The score board on pages 6 and 7 has been
15 Water, a precious resource                   included to facilitate reading the report and comparing it with the
                                                previous report. It sets out the progress made in 2006 and refers to
16 Streamlining transportation schedules
                                                the corresponding pages in the report. Lastly, as part of our ongoing
17 Reducing packaging                           drive to deploy and optimize the reporting process, we have in-
                                                cluded several layers of figures. Each section of the report gives key
                                                figures and indicators. The first level is enriched by the GRI (Global
18 Workplace: successful human                  Reporting Initiative) table (from page 26).
   resources management
19 Promoting a labor-management dialog

20 Developing a winning and inclusive culture

21 Building a safe and healthy workplace

22 Community: investing in our
23 Youth development and education
                                                                         Local units
24 Using sports to disseminate values
25 Main local partnerships of
   Coca-Cola Entreprise

26 Global Reporting Initiative (GRI)
                                                                           For both our companies*, social and
                                                                           environmental responsibility forms
                                                                           a core element in our business
                                                                           For the past three years, we have
                                                                           been involved in a determined initiative
                                                                           that has led us to conduct a review of
                                                                           our current situation, define priorities
                                                                           and decide on new actions. Our
                                                                           teams are unreservedly committed to
                                                                           implementing these actions.
                                                                           In this document, we are pleased
                                                                           to present out commitments and
                                                                           achievements to you:
                                                                           - In terms of nutrition, with our broader
                                                                           range of low sugar content and sugar-
                                                                           free drinks for which we now provide
                                                                           more comprehensive nutritional
                                                                           - At the environmental level, the plant
                                                                           basin at the Grigny site will now use
                                                                           plant life to treat wastewater.
                                                                           - In the social area, where we have
                                                                           introduced concrete measures to
                                                                           encourage the insertion of young
                                                                           people into the work environment.
                                                                           - In French society, where we
                                                                           are focusing on our efforts on
                                                                           promoting diversity and involvement
                                                                           in neighborhood and associative
                                                                           programs touching local populations
                                                                           as closely as possible.
Christian Polge,                    Hubert Patricot,                       We are convinced that our
Chairman, Coca-Cola France          Chairman and CEO,                      “sustainable” growth will depend on
                                    Coca-Cola Entreprise
                                                                           the implementation of these actions
                                                                           and we are investing all our energy in
                                                                           this belief, while remaining receptive to
                                                                           your suggestions and comments**.

                                                                           * Coca-Cola Entreprise and Coca-Cola France

                  COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006     3
             Coca-Cola’s CRS in France covers two separate entities: Coca-Cola France and Coca-Cola Entreprise.
             The Coca-Cola Company and Coca-Cola Enterprises Inc. are two separate companies listed on the
             New York Stock Exchange.

                                                                  Coca-Cola France (CCF)
                      INDICATOR FOR COCA-COLA FRANCE
                                                                  Coca-Cola France is the French subsidiary of The Coca-Cola

                                                                  Company and owns the trademarks. It implements the long-term
                 Numbers employed on 31 December 2006             trademark development strategy, the brand communication strategy,
                                                                  and the consumer relationship strategy.
                 106       employees
                                                                  Organization of Coca-Cola France
                                                                  The Chairman of Coca-Cola France chairs the weekly meeting of the
                                                                  Management Committee. Made up of 10 members, this Committee
                                                                  develops and monitors progress of the corporate strategy. Every six
                                                                  months, a meeting is held to inform all CCF employees of results
                                                                  and short and medium term perspectives.

Coca-Cola Entreprise (CCE)
Coca-Cola Entreprise is a subsidiary of Coca-Cola Enterprises Inc.                    2006
It manufactures soft drinks using concentrates developed by The
Coca-Cola Company. It markets and distributes products in France
                                                                                      The Grigny plant celebrated its 20th anniversary with an
(except in France’s overseas départements and territories [DOM-
TOM] and Corsica) through home and cold drink chanels and vend-                       Open Day during which visitors were given a guided tour
ing machines.                                                                         by the staff.
Coca-Cola Production (Dunkirk) is a subsidiary of Coca-Cola
Enterprises Inc. It manufactures and bottles soft drinks for France and
for part of the Benelux. These beverages are distributed by CCE.                      •   Remanufacturing     Center    (Centre    Technique
                                                                                      National, Courtabœuf): Coca-Cola Enterprises Inc.’s
Organization of Coca-Cola Entreprise                                                  first national technical center in continental Europe
Coca-Cola Entreprise is headed by a Chairman and CEO. He is                           received the ISO 9001 certificate. It is currently
assisted by an Executive Committee with 14 members, whose weekly
                                                                                      preparing itself for the ISO 14001 certificate,
meetings are chaired by a representative from General Management.
                                                                                      scheduled to be awarded in 2007.
During each meeting, the Executive Committee makes a detailed
review of operations, including sales growth, financial results and                    • Hewitt launched an internal opinion poll at European
progress of actions. General Management regularly consults senior                     level (France, Great Britain, Luxembourg, Belgium
managers for important decisions. Lastly, various events (such as                     and the Netherlands)
business plan presentations at all sites, local visits and meetings,
etc.) and communication tools (in-house newsletters, intranet,                        December
etc.) are used to inform employees of industrial and commercial                       CCE signed the French government’s equal educa-
strategies.                                                                           tional opportunity charter (www.education.gouv.fr/
                                                                                      The entity’s “Passport for Work” was one of the initia-
                                                                                      tives approved by the Ministry of National Education,
                                                                                      Higher Education and Research.

                                                                                      Launch of Coca-Cola zero, a Coca-Cola tasting drink
                                                                                      with zero sugar content.

               Net sales for 2006

               € 1,626
                                                                                      • Coca-Cola Entreprise signed the “Phénix charter”,
                                        million                                       developed to boost recruitment of students with
                                                                                      prestigious university studies (literature, human
               Numbers employed on 31 December 2006                                   sciences).

               2,591            employees
                                                                                      Coca-Cola Entreprise assists their professional
                                                                                      integration together with seven other businesses.
               Market share                                                           • Coca-Cola Entreprise and Coca-Cola France

               7.4%           of the soft drinks segment
                              (source: Canadean)
                                                                                      signed a voluntary letter of intent with Xavier
                                                                                      Bertrand, Minister of Health and Solidarity, to provide
                                                                                      a policy of nutritional improvement reflecting the four
                                                                                      commitments of the two businesses.

                                                                                      New, even more comprehensive, nutritional labeling
                                                                                      on products with details of recommended daily intake
                                                                                      levels, per portion.

                                 COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006         5
    Kea area                            Commitment                                                                      Objectives for 2006                                                                                      Milestones at the end of 2006                                                             Objectives for 2007 - 2009                                   Page
                                                            • 2006: improving nutritional knowledge of our products among the workforce                                                               • Nutrition training for all sales teams of CCE and for the CCF teams                          • Continuing to deploy the nutrition training                                        13
         With the market in mind

                                                                                                                                                                                                                                                                                                     • Implementing the commitments accepted vis-à-vis the Ministry of Health
                                                            • 2006-2008: promoting a balanced and varied food intake to our workforce                                                                 • Reflection on ways to guide employees to a balanced and varied diet at two pilot              • Guiding employees towards a balanced and varied food intake

                                        NUTRITION                                                                                                                                                       sites                                                                                          at several pilot sites
                                                                                                                                                                                                      • 2 nutrition campaigns to pass on Coca-Cola’s commitments and a few good practices            • Implementing new labels showing daily nutritional references for the
                                                            • 2006-2008: proving our commitments to external stakeholders with concrete results which can be measured                                   were shared with consumers                                                                                                                                                       10-12
                                                                                                                                                                                                      • In 2006, 13 new low-sugar and sugar-free products were launched                                consumer

                                                            • 2006: making CRS an integral part of the management of events organized in France                                                                                                                                                      • Producing an event management charter based on CRS and operational
                                                                                                                                                                                                      • Analysis of the organization of events from the angle of CRS
                                       RESPONSIBLE          • 2007: strengthening responsible marketing and communication                                                                                                                                                                              principles
                                                                                                                                                                                                      • Analysis of the terms of reference and procedure for buying advertising objects                                                                                                   11
                                        MARKETING           - factoring in CRS criteria when buying advertising objects                                                                                                                                                                              • Creating a booklet with recommendations for environmentally responsible
                                                                                                                                                                                                      • Inventory of sales materials postponed to 2007
                                                            - making an inventory of sales materials (POS, etc.) and identifying areas of progress                                                                                                                                                     management of events and testing it at a pilot site

                                                                                                           • 2006-2007:
                                                                                                                                                                                                      • Technical modifications have reduced water consumption at the sites and improved the
                                                                                                             - Guaranteeing our supply in order to control our impact on water resources
                                                                                                                                                                                                        water consumption ratio (liter water/liter beverage)
                                                                                                             - Using the right quantity of water
                                                                         Water, upstream                                                                                                                                                                                                                                                                                                  15

                                                                                                                                                                                                      • Inventory of water consumption at the Grigny site                                            • Finalizing the table of water consumption at all five industrial sites
                                                                                                           • 2006: Producing an overview of water uses at all plants
                                                                                                                                                                                                                                                                                                     • Implementing a plan of actions to reduce water consumption
         Protecting the environment

                                                                       Water, downstream                   • 2007: Studying the feasibility of phytorestoration treatment at the Grigny site          • Finalization of the investment file and launch of works to construct a reed filter garden      • Flooding the plant basin to reach optimum operation by the end of 2007             15

                                                                                                                                                                                                                                                                                                     • Participating in and implementing a new conception of logistics as part            16
                                                                                                           • 2006: Examining different logistics solutions (rail/road/river, pooled transportation,   • Development of transportation pooling solutions in collaboration with distributors             of a plan to base transportation on a regionalized system to permit pooled
                                                                        Finished products                          etc.)                                                                              • Participation in the Déméter club: ongoing analysis of the logistics chain with all            bulk flows
                                                                                                           • 2008: Looking for and implementing pilots with other transportation players                stakeholders, including intermodal solutions, 44-ton road carriage, etc.                     • Implementing transportation and packaging indicators proposed by the
                                                                                                                                                                                                                                                                                                       Déméter club
                                                                                                           • 2006:                                                                                    • Creation of 2 working groups:
                                                                                                                                                                                                                                                                                                     • Continuing to review the vehicle fleet policy
                                                                           Vehicle fleet                      - Reviewing the vehicle policy in the light of CRS                                         - externally with Arval to make CRS an integral part of trips made by employees                                                                                                   16
                                                                                                                                                                                                                                                                                                     • Implementing CRS indicators
                                                                                                             - Analyzing business trips                                                                 - internally to add CRS to the fleet maintenance policy

                                                                                                           • 2007:                                                                                                                                                                                   • Developing and implementing a tool to calculate greenhouse gas emissions
                                                            Industrial packagings (primary, secondary        - Adding the evaluation of environmental impacts to all innovation and product           • Training of 3 employees in ecodesign                                                           connected directly with packagings                                                 17
                                       PACKAGINGS            and tertiary) and commercial packagings           replacement projects                                                                   • Development of a tool to measure the environmental impact of logistics packagings            • Using this tool on existing basic packagings to identify potential
                                                                                                             - Developing benchmark packagings                                                                                                                                                         environmental improvements
                                                                                                                                                                                                                                                                                                     • Negotiating new labor-management agreements:
                                                                                                                                                                                                      • Implementation of the human resource redeployment plan:                                        - GPEC agreement
                                                                                                                                                                                                        - 142 people were concerned by the deployment plan.                                            - agreement on union law and the labor-management dialogue
                                                 LABOR-MANAGEMENT DIALOGUE                                                                        No objective                                                                                                                                                                                                                         11 19 99
                                                                                                                                                                                                        - 139 found a job with the assistance of the Business
     Successful human resource

                                                                                                                                                                                                                                                                                                     • Redeployment of refrigerated equipment and implementation of the new
                                                                                                                                                                                                        - 3 people are still assisted by the Business until they find a job                             supply chain organization

                                                                                                                                                                                                                                                                                                     • Raising the awareness of senior management, the human resource

                                                                                                                                                                                                                                                                                                       managers and the management committees at the sites
                                                                                                           • 2006-2008: Raising awareness and educating employees in diversity                                                                                                                       • Introducing the principles of diversity and non-discrimination in:
                                                                  Developing and strengthening
                                                                                                             and non-dis-crimination issues                                                           • Definition of a vision, a policy, strategies and plans of action to promote diversity           - human resource management tools                                                  20 2020
                                         DIVERSITY             the diversity and non-discrimination
                                                                                                           • 2007: Promoting application of the principle of non-discrimination throughout              and non-discrimination.                                                                        - the GPEC agreement and the information and training modules (introduction, etc.)
                                                                      policy at company level
                                                                                                             the career of every employee                                                                                                                                                            • Testing anonymous CVs at a pilot hub
                                                                                                                                                                                                                                                                                                     • Adding non discrimination criteria to the Astrée process

                                                                                                           • 2006- 2008:
                                                                                                             - Working out an annual employee safety and health plan                                                                                                                                 • Implementing the safety plan 2006-2009
                                                               SAFETY                                        - Strengthening the culture of safety                                                    • Development of a safety plan for the period from 2006 to 2008 for all units                  • Halving the number of occupational accidents by 2009                              2 211
                                                                                                           • 2008: Reducing by half occupational accidents                                                                                                                                           • Using a 3-year plan to establish a genuine safety culture
                                                                                                           • 2009: Making the family of employees more aware of safety issues

                                                                                                           • 2006: Defining a common action program for all CCE units                                  • Extension of the “Passport for Work” plan to new sites, benefiting 241 young people           • Extending the program to all sites                                              23 23-25
    ties with the

                                                             Promoting integration of young people

                                                               in the job market and encouraging
                                                                                                                                                                                                                                                                                                     • Continuing the programs to promote sports and physical activity in
                                       LOCAL ROOTS                     their physical activity             • 2006: Strengthening our policy of partnerships with associations and local
                                                                                                                                                                                                      • Review of partnerships with municipalities for promoting physical activity (12 cities)         collaboration with cities (CCE)                                                   24-25
                                                                                                                   authorities                                                                                                                                                                       • Creating a program to encourage sports in city districts (CCF)

                                                                         Other programs                                                                                                               • Reflection on an environmental program for CCF:
                                                                                                           • Defining an environmental commitment in France by 2008                                                                                                                                   • Wrapping up the environmental project by 2008
                                                                                                                                                                                                        this project is currently on the drawing table

                                         Dominique BRETAUDEAU                        disseminated to all employees and enga-                gement relations we have developed and                      of the ‘Passport for Work’ at all units of Coca-                   social responsibility and environmental protection         ation project in Grigny and measurement of the
                                         Deputy Manager Sustainable                  ged in planning and concrete actions to                strengthened a diversity and non discrim-                   Cola Entreprise has enriched our contribution to                   by implementing concrete measures, producing               environmental impact of our packagings. Lastly,
                                         Development Coca-Cola Entreprise            implement our policy. Our nutrition policy             ination policy, culminating in the signature                France’s social life. Coca-Cola France and Coca-                   transparent results, working towards ambitious             we want to strengthen the dialog with the stake-
                                                                                     was forwarded by training the sales teams              of a Diversity Charter in March 2007. With                  Cola Entreprise want a sustainable and credible                    but feasible objectives and keeping the stake-             holders to serve community needs even better and
                                                                                     and conducting communication campaigns                 ‘Club Déméter’ we further created a tool to                 CRS policy which is an integral part of its com-                   holders regularly informed. The CRS criteria re-           to enrich our sustainable development strategy.”
                                         “ In 2006 we presented a first in-
                                         ventory of the situation in a brochure
                                                                                     to strengthen the dialog with stakeholders
                                                                                     outside the entity. In the area of labor-mana-
                                                                                                                                            measure the environmental impact of our
                                                                                                                                            packagings. Lastly, the gradual deployment
                                                                                                                                                                                                        mercial and industrial strategies. Our challenge
                                                                                                                                                                                                        is to reconcile our economic performance with
                                                                                                                                                                                                                                                                           flect such factors as a new policy for Coca-Cola
                                                                                                                                                                                                                                                                           Entreprise’s fleet, the launch of the phytorestor-

6                                                                                                                                                                                                                                               COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                                               7

 Véronique SURGET
 Director Commercial Development and Innovations
 Coca-Cola Entreprise

     Soft drinks have been gaining ground in the
 non-alcoholic beverages segment as more and
 more people buy soft drinks for pleasure. We
 have responded with a broad range of drinks,         Mara TAHIRI
 strong innovations and strong brands. The market     Director, Nutrition, Coca-Cola France
 is keenly aware of innovative packagings. CCE
 has developed many different sizes from large
 family packagings to small containers in order           The Business remains dedicated its four
 to cater to all needs, from large volumes to         nutritional commitments, inter alia lowering the
 roving consumption. Consumers are increasingly       sugar contents in certain products. We have
 demanding healthy and pleasurable products, to       further adopted a responsible approach to
 which we are responding with new low-calorie         marketing, as part of which we refuse to target
 drinks, such as Coca-Cola zero at the beginning      advertising at children of under twelve or to
 of 2007. Innovation is a must for distributors and   influence the parent authority at an age when
 consumers alike (products, ingredients, etc.).       eating habits are formed. This learning process
 The CRS issues most frequently discussed with        is the exclusive preserve of the family unit. Our
 customers are connected with environmental           overall nutrition strategy is the subject of a
 protection and transportation, such as the           constructive dialog with the scientific commu-
 weight of plastic bottles, the quantity of water     nity. In fact, we are assuming more responsi-
 used, the packaging volume, etc. In the next         bility than required under the regulations. For
 brand plan—to be presented to customers in           instance, in March 2007, we introduced a new
 September 2007—we will not only set out our          nutritional information system and at the end of
 marketing and sales strategies but also share        2007 we will be launching a web site dedicated
 our CRS objectives and commitments.”                 to nutrition.”
In 2006, our sales of non-alcoholic beverages accounted for 7.4% of the French
market, up from 7.0% in 2005*, reflecting close attention for consumer needs
and a varied and innovative range of products geared to their expectations.

In 2006, our sales volumes on the French market            consumers have been able to send Coca-Cola
were up 5.8% from 2005, outstripping growth in             Contact their opinions and suggestions about the
any other year since 2000 except 2003, when                quality of our products and our commitments. The
France experienced a heat wave. Volume growth              magazine L’Entreprise ranked the consumer ser-
is driven by innovative products and packagings            vice of Coca-Cola France first among those of the
(smaller sizes, such as the 15-cl can and 25-cl PET        200 largest French companies.                                 BREAKDOWN OF SALES (2006)

bottles).                                                                                                                               2%
                                                           Investing in France in 2007                                   29%
Providing high-quality beverages                           In 2007, Coca-Cola Entreprise announced its de-
We work hard to offer products of outstanding              cision to invest € 25 million in the construction of
quality. The certification process is underpinned           an aseptic production line at its plant of Dunkirk
by stringent criteria, covering quality, environmen-       in northern France. In order to improve service to
tal protection and safety. The quality of our prod-        the south of France and its customers in gene-
ucts is evaluated by an independent laboratory             ral, CCE will invest a further € 11 million in the
which uses a complete array of procedures and              creation of a storage platform for its production
tests. Every month, anonymous buyers purchase              site near Pennes-Mirabeau in southern France, in                      Vending channel
samples of products from our complete range at             order to improve service to customers throughout                      Home channel
stores across France. The laboratory analyses and          the southern half of France, making CCE one of                        Cold drink channel
assesses the quality of these products.                    the biggest agribusiness investors in France.

Listening to our consumers
In order to answer consumer questions without
delay, Coca-Cola France has a call center, Coca-
Cola Contact. In 2006, three new dieticians

                                                                                                                                                                IN FIGURES
joined the Center’s team of two dieticians                             More than

and one nutritional advisor. Since June 2006,
*Source: Canadean
                                                                    1,705                             5.8% increase
                                                                                                                                       € 45
                                                                                                                                 million worth of investments
                                                                   million liters of soft
                                                                  drinks distributed by               in sales volumes            by Coca-Cola Entreprise
                                                                 Coca-Cola Entreprise in                    in 2006                 in France (in industrial
                                                                           2006                                                    facilities, miscellaneous
                                                                                                                                    assets and cold drinks
                                                                                                                                      equipment) in 2006


                                       Laurent DE RICAUD
                                       Regional Director, Northern France, Coca-Cola Entreprise

                                       “   We have excellent, balanced − I’d go so far as to say
                                       ‘adult’ − relations with our distribution networks, which
                                                                                                   complex and our teams need to adopt a more personal
                                                                                                   approach. The Business must cater to the needs and
                                       account for 70% of sales. In other words, they are win-     expectations of our customers, which differ from one
                                       win relations, reflecting long-established partnerships     distributor to the next.
                                       and the popularity of our products. Each network has
                                       its own culture. For instance, our relationship with        This said, distributors invariably welcome our
                                       national chain brands is different from our relationship    innovations. There is a simple reason for this: they
                                       with independent distributors. As a general rule, when      reflect consumer demand. One of CCE’s strengths is
                                       decisions are less centralized, relations become more       its capacity to innovate whatever is needed.”

                                 COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                       9
             We are major agribusiness players. As such we are actively involved in public health issues such as obe-
             sity and are contributing actively to its solution. In recent years we have accepted four basic commitments,
             each of which is designed to tackle this challenge from a different angle. In 2006, the two entities remained
             dedicated to their implementation.

                                                                    Commitment No. 1:
                2005 facts
                • The caloric value of our                          Offering a wide range of beverages
                products was 9.4% lower in                          Product diversification is the backbone of our                                 The results are significant. Since 2000, the
                2005 than in 2001.                                  CRS policy. The idea is to offer consumers a                                  volume of sugar-free and low-sugar drinks has
                                                                    wide choice of products with a lower caloric                                  soared from 10 to 30% of the total. 13 of the 17
                Objectives for 2007                                 value, geared to new consumption habits. The                                  new products launched in 2006 were light drinks.
                • Launching Coca-Cola zero,
                a soft drink without sugar and                      first step is to lower the sugar content of exis-                              We offer mineral water, fruit juices and carbonated
                calories, in 2007.                                  ting products whenever possible—e.g. by 14%                                   drinks with or without calories.
                • Reducing the average sugar                        for Fanta Orange and 20% pour Fanta Citron
                content of our overall product                      Frappé—and to offer new low-sugar or sugar-free
                line by 15% (2007-2011).
                                                                    versions*, such as Coca-Cola zero in early 2007.

             * Low sugar content: means that the product contains 30% sugar less than the benchmark beverage in its category.
             - Sugar-free product: refers to a product which does not contain sugar, whether from fruit or added.
             - No added sugar: means that the product only contains fruit sugar. For instance, Minute Maid only contains sugar from oranges. No
               other sugar is added.

                                  13                                     17% to 54%
                        of the 17 new products                                that was the increase of volume
                      launched in 2006 had little                               in light and sugar-free drinks
                              or no sugar.                                        in our portfolio since 2000

                2005 facts
                • All packagings have mentioned
                nutritional information for                         Commitment No. 2:
                consumers since 2003: energy                        Nutritional information
                value and three nutriments.                         CCE and CCF believe that consumers are entit-                                 on its packagings, at a time when this was not
                                                                    led to the information needed to manage their food                            required by the regulations.
                Objectives for 2007                                 intake efficiently. CCE provides transparent, relia-                           In 2006, four new nutritional facts were added.
                • CCE undertakes to mention
                in 2007 and 2008 even more                          ble, objective and understandable information on                              Today, our labels mention eight food facts per
                complete and understandable                         its packagings. The European regulations, which                               100 ml: energy value, proteins, carbohydrates
                consumer information on its                         are very precise, cover mandatory and optional                                (including sugars), lipids (including saturated fatty
                packagings: a new label with
                                                                    notices.                                                                      acids), fibers and sodium.
                pictograms showing
                contributions to daily nutrition                    In 2003, Coca-Cola in France became the first bev-                             The labels on large-size packagings (1 liter or more)
                per portion.                                        erage company to give information on energy and cal-                          also specify the recommended daily intake and the
                                                                    ories and on carbohydrate, lipid and protein contents                         caloric value per portion, e.g. a glass of 250 ml.

Commitment No. 3:                                                         Commitment No. 4:
                                                                                                                                                      2005 facts
Responsible marketing                                                     Promoting physical activity                                                 • We do not communicate
Advertising and marketing obey professional rules                         We have always believed in the idea that physical                           directly to children of under 12.
of conduct and regulatory obligations. However,                           and mental well-being calls for physical activity.                          We do not distribute samples to
                                                                                                                                                      children in this age bracket when
Coca-Cola France applies more stringent rules                             Many studies show that regular physical activity re-
                                                                                                                                                      the parents are not present.
than the obligations imposed by the regulations                           duces the risk of such diseases as cancer, diabetes                         • The social programs to
and by such industry organizations as the Bureau                          and cardiovascular disorders.                                               encourage physical activity
de Vérification de la Publicité (BVP*). None of our                        Over time, the two companies have shifted from                              among young people do not
                                                                                                                                                      include advertising or promotion
advertisements promotes snacking or a sedentary                           financial sponsoring to a partnership-based ap-
                                                                                                                                                      for our brands.
lifestyle. Our commercials are never broadcast                            proach, allowing it to select actions with a mean-
during children’s programs or during programs                             ing for society, such as initiatives to involve young                       Objectives for 2007
watched mostly by children of under 12.                                   people in sports in order to teach such important                           • We will remain dedicated
In the same spirit, advertising investments are                           values as passion, optimism, conviviality, dynamism                         to our commitments.
                                                                                                                                                      • Our advertising will be
focusing more and more on sugar-free and low-                             and confidence in the future. Sport brings people                            accompanied by health
sugar products. Our concern with ethical and                              from widely different backgrounds together and                              information.
responsible conduct is also visible in our operational                    allows the Business to promote solidarity and re-
marketing.                                                                spect for others. In addition to such major sports
As a general rule, CCE applies strict rules to avoid                      events as the Olympic Games−of which Coca-
excessive consumption. This is inter alia reflected                        Cola France has been a partner since 1928−daily
in the limitations we put on in-store promotions.                         initiatives are one of our priorities in France, as our
HORECA promotions always include a sugar-free                             support for many sports associations and feder-
alternative together with a product which contains                        ations shows.

* BVP (Bureau de Vérification de la Publicité): an association of experts organized to give advice and recommendations in the light of advertising
  regulations. Responsible advertising is part of its brief.

               OUTSIDE POINT OF VIEW

                                                 “  Sport improves health and
                                                 lengthens your life when practiced
                                                                                                   your digestion. Obesity is a public
                                                                                                   health issue with many different
                                                                                                                                                    practice. Coca-Cola Entreprise
                                                                                                                                                    enabled us to print and distribute
Sports physician and Chair-                      regularly for the right length and                causes. The consumer’s own                       6,000 copies to sports associations
man, OMS, 16th district of                       intensity. Built up gradually to three            responsibility cannot be ignored.                and the general public. This kind of
                                                 sessions of 45 minutes a week,                    However, the food industry has its               initiative to raise public awareness
                                                 sport significantly improves the                  own duty to inform the public and                of nutrition and sports definitely has
                                                 cardiovascular system. Moreover,                  to make its products more healthy,               a future in partnership with local
                                                 when practiced at a club, it also                 e.g. by lowering the sugar contents.             associations.”
                                                 helps create a social life. Balanced              Coca-Cola Entreprise has been a
                                                 nutrition is the natural complement               partner of the Office du Mouvement
                                                 of vigorous sports practice. Food                 Sportif (Sports Movement Office)
                                                 should be taken four times a day (a               of the 16th district of Paris for nearly
                                                 big breakfast followed by a normal                30 years, offering a wide variety
                                                 lunch, a snack around 4 p.m. and a                of drinks during sports events. In
                                                 light dinner), particularly fruits and            2006, we joined hands to produce
                                                 vegetables. Don’t eat before inten-               a ‘nutrition brochure’ with advice to
                                                 sive activity since this will disturb             improve eating habits and sports

                                       COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                                               11
  2005 facts
  • In November 2005, Coca-
                                     OBESITY: ACTING TOGETHER
  Cola Entreprise and Coca-Cola
  France launched a first press       In order to promote healthy eating habits and to counter obesity, we publicize
  campaign with the title “Acting    our commitments and share our initiatives with the consumer public.
  against obesity”, targeted at
  opinion leaders and intended
  to lay the groundwork for future
  consumer campaigns.

                                     From 15 May to 16 June 2006, Coca-Cola France          This was followed in December 2006 by a press
  Objectives for 2007
  • Continuing our dialog and        ran a communication campaign under the slogan          campaign with the title “Acting against obesity:
  providing concrete evidence        “Make Every Drop Count” in order to promote the        “Coca-Cola invents Coca-Cola zero”, i.e. Coca-
  for each of our commitments.       four pillars of its nutrition strategy. Consumers      Cola without sugar and calories.
  A communication campaign on
  nutritional information has been
                                     were invited to pick up the telephone or to go
  scheduled before the end of        online in order to dialog with our consumer service.
  2007.                              This campaign was a milestone for the Business.

“Less sugar? Here you are!”
highlights the fact that the sugar
content of Fanta products has
                                             “Times have changed”: the Busi-                                                     “With or without
been reduced.
                                             ness has also changed and has                                                sugar? You choose…”
                                             accepted 4 commitments.                                                      highlights the diversity
                                                                                                                                   offered by the

                                                                                                                      “A broader choice for
                                                          “A small change                                             every taste” shows
                                                          which can make                                              the diversity of the
                                                          all the difference”                                         Coca-Cola line.
                                                          presents the
                                                          15-cl cans for a
                                                          small thirst.

                                                                           TRAINING EMPLOYEES
                                                                           IN NUTRITIONAL ISSUES

                                                                           In June 2006, Coca-Cola France launched a training program
                                                                           for its entire workforce, but also the managers and sales team of
                                                                           Coca-Cola Entreprise. This program included product awareness,
                                                                           knowledge of our nutritional policy and the rudiments of nutrition
                                                                           in beverages. Each session lasted an entire day, allowing everyone
                                                                           to reflect on the four commitments of the Business. The partici-
                                                                           pants attended four workshops−Moving, Briefing, Choosing, Acting
                                                                           Responsibly−after which they played sketches (with the help of pro-
                                                                           fessional actors) showing how to reply to questions from customers.
                                                                           They left with a better understanding of the commitments accepted
                                                                           by the Business, with the arguments needed to communicate them
                                                                           to others and with a better understanding of nutritional issues.

Training and information file handed to all nutrition training attendees
(here, Constance BERGUE, Coca-Cola Entreprise)

                                                                                                                       Nutrition training workshop


                                           Mireille GINESTE                                                  Murielle SURCIN
                                           Senior lawyer,                                                    Human Resource Assistant,
                                           Coca-Cola Entreprise                                              Coca-Cola France

                                           “  This is a very complete,
                                           very lively and extremely
                                                                                                             “  This was an excellent training ses-
                                                                                                             sion. It was very friendly and amusing.
                                           interesting training course                                       There was a wealth of information
                                           which allows you to look                                          and the workshops were nicely timed
                                           at our products in context,                                       and run by a team of competent, dy-
                                           to review preconceived                                            namic instructors. It came at the right
                                           ideas and to improve                                              time, building on the company’s com-
                                           communication with                                                munication campaigns. I especially
                                           consumers.”                                                       learned a lot about the composition
                                                                                                             of our products.”

                                  COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006              13
Alain MOUSNIER • Manager, Grigny plant,
Coca-Cola Entreprise

     The Grigny plant has         a basin where plants are
three key priorities. The first   used to return clean water
is to lower the weight of         to the environment. We
our 1.5 liter PET* bottles.       are working hard to raise
In three years, we have           staff awareness of these
managed to reduce them            issues by discussing
from 43 to 40 grams by            environmental protection
investing in two new blowers      in the annual assessment
which combine improved            interviews and by stressing
packaging quality with lower      environmental issues in
weight. Our second priority       the training given to new
is waste. Today, all waste is     recruits. Lastly, we have
upgraded and two-thirds is        appointed “environmental
recycled. In 2006, the cost       correspondents” at our
of processing was offset for      plants, who help employees
the first time by the gains       develop sustainable
from the waste upgrading          practices. The environment
 process. Our third priority is   has become the daily
 water management. In 2004,       business of the entire
 Grigny plant used 1.65 liters    workforce. It is part of the
 of water to manufacture one      life and reflexes of our
 liter of beverage. In 2006,      employees, who feel proud
 we only needed 1.43 liters.      to belong to a business
 Our objective for end-2007       which takes environmental
 is to reach 1.25 liters of       protection seriously. This is a
 water per liter of beverage.     genuine source of motivation
 We have also constructed         for them.”
* Polyethylene Terephtalate

                                                             A PRECIOUS RESOURCE
                                                             Water is a precious resource for Coca-Cola France and Coca-Cola
                                                             Entreprise. CCE manages water responsibly towards sustainable
                                                             development. In doing so, it introduces such innovations as
                                                             phytorestoration at one of its industrial sites.
Grigny plant: the reed filter garden

Water is the main ingredient used by Coca-Cola               determine the possibility of recycling PET-bottle
                                                                                                                                  2005 facts
Entreprise in its beverages (85 to 99% of our                rinsing water (almost 9% of total consumption).                      • Coca-Cola Entreprise agreed
drinks). Aware of its environmental responsibility,          In 2006, a major investment was earmarked                            to reduce the quantity of
Coca-Cola Entreprise endeavors to preserve                   for this purpose. The plan is to build a basin                       water used to manufacture its
                                                                                                                                  beverages. It achieved its objec-
water and to reduce water consumption. To avoid              using plants (phytorestoration technology) for
                                                                                                                                  tive, lowering the ratio of water
waste, Coca-Cola Entreprise keeps upgrading its              treating waste water, such as reeds for retaining                    consumed per liter of beverage
industrial processes. Quality standards are met by           organic matter, irises for filtering phosphorus                       from 1.65 liters in 2003 to 1.54
treating water upstream, i.e. prior to use. Water is         and nitrogen, bamboo, rushes, etc. This process                      in 2005.
not only used to wash and rinse packagings, cans             significantly reduces the use of chemicals and                        Objectives for 2007
and plastic and glass bottles but also to clean the          energy consumption. In addition to its remarkable                    • Reducing the water ratio.
preparation and mixing tanks whenever the flavor              effectiveness, this method allows us to create                       • Launching the phytorestoration
is changed. And last but not least, it is used to            genuine public gardens which blend into the                            project to lower the OBD* by
clean pipes and conveyor lubrication systems.                landscape and to help preserve vanishing plant
Waste water is treated before being discharged               species.                                                           *OBD is the quantity of oxygen required
into the environment. To improve the water ratio                                                                                to oxidize biodegradable organic matter
                                                                                                                                biologically. This indicator is used to measure
(1.46 liters of water for every liter of beverage,                                                                              the biodegradable fraction of the carbonated
                                                                                                                                polluting charge of waste water.
down 5.2% from 2005), Coca-Cola Entreprise
has decided to update the table of water quality
and consumption at all industrial sites. The                                  Water per liter of beverage
purpose of this in-depth review is to set water                        1.56
savings targets and to identify possible areas for                     1.54

                                                                                                                                                                                  IN FIGURES
improvement. For example, in 2007, the Grigny
site near Paris will conduct a feasibility study to
                                                                                 1.54 1.54                               2,517,555 m3
                                                                                                                                the quantity of water
                                                                       1.48                                                     consumed at the five
                                                                       1.46                                                    industrial sites in 2006

                                                                                  2004      2005      2006


Sébastien GIRARD
Environmental Issues
                                        “  The fact that the management team of Coca-
                                        Cola Entreprise has developed a formal CRS policy
                                                                                                             Our phytorestoration project has culminated in a prom-
                                                                                                             ising new waste-water purification technology based on
Manager, Grigny plant                   gives credibility to our environmental initiatives, especially       the use of plants. We have created a new ecosystem
                                        our water-related actions. This is a major environmental             allowing us to clean up water at lower cost and to
                                        challenge for us since the production site where I am                reintroduce sensitive plant species which are vanishing
                                        working consumes 700,000 cubic meters of water. Gri-                 in France and especially in the Essonne region. The
                                        gny has implemented a rational water management policy               Grigny garden will include an educational route to
                                        driven by two key objectives: reducing consumption                   make people aware of the need for responsible water
                                        and optimizing waste water treatment. At the beginning               management. We are sharing our experience and acting
                                        of 2006 we piloted several successful actions at our                 in advisory capacity to the High Environmental Quality
                                        upstream water treatment plant. At constant production               project of the Sonia Delaunay school in Grigny.”
                                        volumes, we used 95,000 m3 water less than in 2005.
                                        One of our current projects is to recycle chlorinated
                                        bottle rinsing water before it is discharged.

                                  COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                                        15
                                                              TRANSPORTATION SCHEDULES
                                                              Aware of the importance of the climatic challenges faced by our planet, Coca-
               2005 facts
               • The purpose of the logistics                 Cola Entreprise is making both economic and sustainable development objec-
               chain is to provide the customer               tives an integral part of its transportation policy, mainly by looking for solutions
               with the right product at the right            to lowering CO2 emissions.
               place and the right time. In 2005,
               Coca-Cola Entreprise reduced
               the number of kilometers driven by             Sharp volume growth in 2006 (up 5.8%) prompt-                               The figures provided by some of our customers
               carriers with finished products by              ed Coca-Cola Entreprise to increase the supply of                           allowed us to measure the impact and benefits
               1.5 million.
                                                              finished products from Great Britain and the                                 of shared transportation in each geographical
               Objectives for 2007                            Benelux. Moreover, a shortage of trucks and drivers                         zone. This approach optimizes management of
               • Coca-Cola Entreprise wants to                in the peak season obliged Coca-Cola Entreprise                             transportation resources according to supply
               help develop and implement a                   for the first time to review its logistics organization                      volumes and frequencies, generating financial and
               new logistics approach as part                 in order to deliver the right product at the right                          environmental gains for all players in the chain. Coca-
               of a multi-annual plan based on
               a regionalized transportation                  place at the right time, boosting the number of                             Cola Entreprise further contributed to the studies
               structure to permit shared bulk                transportation miles. We learned several lessons                            conducted by the Demeter Club (www.clubdemeter.
               transport.                                     from this. It particularly improved our understanding                       com) on the adoption of a new regulation raising
                                                              of such shipping methods as railroad and combi-                             the authorized maximum weight from 40 to 44
                                                              ned railroad/road solutions, and prompted us to                             tons (potentially reducing the number of trucks on
                                                              make transportation the backbone of our logistics                           the road in France by 10%), on the 25.25-m size
                                                              system. Henceforth, Coca-Cola Entreprise and its                            for modular trucks (which would allow them to
                                                              shippers will have to work together to optimize and                         carry cargo of up to 150 m3) and on the services
                                                              plan transportation routes designed to avoid empty                          needed and expected by the business community
                                                              return trucks and to promote shared bulk transport.                         from SNCF, the French railroad authority. As regards
                                                                                                                                          its fleet of vehicles, Coca-Cola Entreprise has
                                                                                                                                          organized the “Man-Vehicle-Organization” working
                                                                                            Total distance crossed to transport finished   group in collaboration with Arval, the leasing
                                                                                                    products (thousands of km)

                                                                                                                                          company. The aims of this working group are to
             39,115                            2,784,237                                                                30,631
                                                                                                                                          optimize prevention of professional risks, to optimize
                                                                                                                                          routes and to improve service quality. The group has
             tons of CO2* emissions          liters of fuel were consumed by the
                to deliver finished           Coca-Cola Entreprise fleet in 2006,                                                           already come up with many solutions, of which the
                     products                the equivalent of 8,460 tons of CO2.           29,220                                        most important was the introduction of new utility
                                                                                                          27,668                          vehicles for transporting POS advertising.
                                                                                              2004          2005           2006

             *In 2006, the methodology used for calculating CO2 emissions connected with transportation was revised according to ADEME’s carbon balance method.
              Emissions for 2005 were also revised according to this method, resulting in a different figure from the previous report.

                           OUTSIDE POINT OF VIEW
                                                              “   Chevallier has assisted Coca-Cola Entreprise for
                                                              nearly 15 years as a transport and logistics service pro-
                                                                                                                                          maximizing synergies at a regional level. Pooling flows
                                                                                                                                          has allowed us, for example, to reduce the mileage of
             Dominique CHEVALLIER                             vider. Chevallier helps Coca Cola to grow with efficient                    empty vehicles by 22% in the south-east of France. Our
             Chairman and CEO,                                flow management, particularly in the south of France.                       long-term partnership with Coca-Cola Entreprise and
             SET Chevallier                                   In the years ahead, focus will be on the following                          other customers is an important source of innovation
                                                              two key objectives: balanced return flows at short                          in combination with environmental and community-
                                                              distances and the deployment of an overall regional                         oriented initiatives. We are developing sustainable,
                                                              vision of flow management. Our objective is to open up                      environmentally-friendly solutions ushering in an era
                                                              new avenues of expansion, such as pooled resources,                         of far cleaner and streamlined transportation systems,
                                                              transportation in collaboration with other partners and                     underpinned by energy indicators, new materials and
                                                              increased recourse to France’s railroad system. The                         new warehouse management concepts.”
                                                              growth objectives of our customers are an integral
                                                              part of our internal objectives and our future services.
                                                              This is exemplified by our capacity to match upstream
                                                              flows to distribution platforms with flows from these
                                                              same platforms to stores. Productivity is leveraged by

Our packagings are an environmental footprint, which is why Coca-Cola
                                                                                                                  2005 facts
Entreprise endeavors to reduce their weight. As part of the Déméter Club it also                                  • CCE continued to implement
seeks to optimize their design in order to minimize their environmental impact.                                   plans to reduce the weight of
                                                                                                                  secondary and tertiary packagings.
                                                                                                                  • CCE also pursued to lower the
                                                                                                                  weight of primary packagings,
                                                                                                                  helped by the end-2005 installa-
Coca-Cola Entreprise considers packagings an           86% of waste is upgraded                                   tion of a new PET bottle blower
important part of its Corporate Responsibility and     Plant waste is sorted, collected separately and            at the Grigny site, which cut the
Sustainability policy. Packagings should not only      sent to specialized waste treatment and recycling          weight of 1.5-l bottles by 7%
                                                                                                                  from 43 to 40 grams.
be designed to guarantee the integrity and there-      sites. In 2006, our production activities generated
fore the innocuousness of their contents but also      6,359 tons of solid waste, i.e. 3.62 g per liter of        Objectives for 2007
to protect it during transportation, to provide the    beverage produced, up from 3.37 g in 2005. This            • Developing a macro-calcula-
consumer with nutritional information, and so on.      increase was primarily due to the processing of              tion tool for greenhouse gas
                                                                                                                    emissions linked directly to
CCE should further be possible to offer newer,         waste-water treatment mud and the destruction                packaging choices.
smaller packagings for roaming consumption             of finished products at two production sites. 86%           • Using this tool on basic existing
without aggravating the environmental risk.            of all waste was re-used for energy purposes or              packagings to identify environ-
                                                                                                                    mentally-related upgrades.
Our job is therefore to lower the weight of primary    recycled, up from 73% in 2005.
packagings by developing slimmer steel cans and
                                                       * (Polyethylene Terephtalate)
preformed PET* bottles and by arranging upstream
recycling systems. For example, a 1.9% reduc-
tion in the weight of aluminum cans allowed the
Pennes-Mirabeau plant to save 55 tons of metal
from april 2006 onwards. The shift to preformed
1.5 liter PET bottles of 40 g (down 7%) at Socx
and Grigny sites saved almost 1,350 tons of plas-
tic in 2006. However, CCE is also examining ways
to minimize or do away with secondary and tertiary
outside packagings, e.g. by eliminating separators

                                                                                                                                                         IN FIGURES
between 12 x 1.5 l PET bottle packs.
                                                                                                                      tons of materials were used
                                                                                                                        to package our products
                                                                                                                                in 2006.


Xavier HUA
Director, B-to-B Strategy,
Carrefour group
                                    “   Our shared transport challenge
                                    is to optimize flows between the
                                                                          drafted a series of arguments for
                                                                          the authorities to increase the
                                                                                                                of trucks and to make certain
                                                                                                                deliveries by rail. Lastly, we have
                                    plants of Coca-Cola Entreprise        weight limit for trucks. We further   developed a tool to measure the
                                    and Carrefour warehouses and          organized direct delivery to stores   environmental impact of ready-for-
                                    stores in order to reduce the         by full trucks during the summer      sale packagings, i.e. packagings
                                    number of trucks. It is also in our   season in order to reduce CO2         which are put directly on the
                                    common interest to reduce the         emissions. Launched in 2006, the      shelves.”
                                    weight of packagings in order to      direct delivery program allowed
                                    allow a larger quantity of goods      us to ‘economize’ about twenty
                                    in the same truck. As part of the     trucks. Our objective for 2007
                                    Demeter Club we have jointly          is to eliminate several hundreds

                             COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                     17

   Laurent GEOFFROY
   Human resources manager, Continental Supply Chain, Coca-Cola Entreprise

       Coca-Cola Entreprise is above all customer oriented. It therefore uses a personal approach to develop the
   talents of its 2,591 employees. We all share the same values here: integrity, respect, service, quality and the wish
   to succeed as a team in a friendly atmosphere. These values are strengthened by a constructive dialog with our
   social partners. We can genuinely say that our company has a human face and allows everyone to realize his or
   her potential. The Business offers a diversified range of career opportunities. We welcome the wide variety of
   professions at the Business. This allows us to strengthen employee commitment and to achieve efficiency with the
   help of specialized associations. We develop training programs in partnership with outside service providers, e.g. at
   the Issy-les-Moulineaux site in 2007. Our general objective is to improve the mindset of our employees and to raise
   our figures.
   On 13 March 2007, we signed a Diversity Charter designed to promote pluralism and diversity through recruitment
   and career management, both of which are important for the growth of our business. This Charter was the outcome
   of an internal program to determine our scope of action and to maintain good practices, as recognized by the Haute
   Autorité pour la Lutte contre les Discriminations et pour l’Egalité (HALDE, the high authority in the fight against
   discrimination and for equality). The final document lays down formal commitments based on simple principles:
   acting without discrimination, promoting the use of skills by minority population groups in the Business, focusing on
   priorities which will allow us to reflect the diversity of French society and providing young people of all backgrounds
   with the support needed to build a future. In conclusion I’d like to quote the following sentence from The Little
   Prince by Saint-Exupéry, which inspired our work on diversity: “you don’t harm me when you are different from me.
   On the contrary, you enrich me.”

   On this photo, Laurent Geoffroy is seen with Nadia Bouheddou, Human Resource Assistant

Coca-Cola Entreprise and Coca-Cola France are two different companies with
different labor-management policies. They share their experience with such
common CRS issues as nutrition training (page 13) and diversity (page 20).
Coca-Cola Entreprise considers an open labor-management dialog one of the
                                                                                                                               2005 facts
keys to success. This kind of dialog involves employees in decisions and makes                                                 • In 2005, Coca-Cola Entreprise
them feel concerned. In 2006, it allowed us to review organizational changes                                                   agreed to maintain and strengthen
                                                                                                                               the labor-management dialog.
with the entire workforce, particularly the redeployment plan, made necessary
by a market development.                                                                                                       Objectives for 2007
                                                                                                                               • Coca-Cola Entreprise
                                                                                                                               will continue to negotiate
                                                                                                                               employment planning solutions
The labor-management dialog has always been a                 the creation of 100 new sales jobs. When submit-
                                                                                                                               with the social partners. It has
priority for Coca-Cola Entreprise. The reason for this        ting the plan to the central works council, Coca-Cola            agreed to make every employee
is simple. It is easier to deal with increasingly frequent    Entreprise agreed not to leave anyone alone with                 as employable as possible ahead
market developments when employees and their                  employment problems, without time limit. We orga-                of future changes.
representatives are involved in the decision-making           nized a large-scale assistance and support structure
process. Our dialogue takes place at two levels. The          as well as a follow-up committee−which remained
first is national and involves five unions, the central         op-erational for an entire year−to assist employees
works council, the contractual group committee                personally with solutions, including “discovery
and the national safety and health committee. The             weeks” to present professions as well as support
second is local and involves local works councils,            from the human resource teams to help find areas of
personnel delegates and local health, safety and              professional interest. CCE was assisted during this
labor conditions committees. The quality of this dia-         period by an outside consultancy.
log allowed us to complete the redeployment plan
launched in December 2005. The plan was

                                                                           142                            139                                    3

                                                                                                                                                                       IN FIGURES
announced one year before the shutdown of a first
logistics site (end-2006) and two years before
                                                                         employees were             people (97% of the people         people are still assisted by
the second (end-2007), allowing us to help many                        concerned by Coca-          concerned) found a job with        the Business until they find
employees weather the change. The plan included                         Cola Entreprise’s         the help of the Business: 55%              a job in 2007
                                                                      redeployment plan in      internally and 45% elsewhere, of
cuts in administrative jobs as well as in operational                         2005              whom 14% went with retirement
jobs connected with automatic vending machines.                                                               in 2006
In all, the plan provided for 142 redundancies and


                                         Jean-Marc HYRA                           Further meetings were held to provide      another company for 139 of the 142
                                         Non-Home Commercial                      the employees in question with personal    employees concerned. The employees
                                         Representative, Northern
                                                                                  support and assistance.                    were helped by the human resource
                                         France, Coca-Cola Entreprise.
                                                                                  The social partners negotiated financial   directors and site managers and by the
                                         Member of CCE’s central
                                                                                  compensations. Jobs were created           social partners, who worked in close
                                         works council
                                                                                  in other areas of the Business, which      collaboration with each other, with the

                                         “  The plan was announced at the end
                                         of 2005, after which French manage-
                                                                                  were offered first to the employees
                                                                                  concerned. We also decided not
                                                                                                                             support of a specialized consultancy.
                                                                                                                             After the placement period, man-
                                         ment called a meeting of the central     to hurry. Every employee had 1 to 2        agement and the social partners will
                                         works council to hear its opinion. The   years to find a solution for his or her    keep in touch with these employees
                                         council was obviously against: we        future. As a result, we were able to       to make sure their new job is a lasting
                                         could not endorse a redundancy plan.     find a job at the Business itself or at    opportunity.”

                                         Hamza BEKKOUCHE                          extremely worried. That’s when I           make local visits in order to collect
                                         Assistant Management
                                                                                  was offered a job as Assistant             information. I felt reassured and
                                         Controller, Grigny plant,
                                                                                  Management Controller at Grigny.           accepted. I started work in July
                                         Coca-Cola Entreprise
                                                                                  At first I refused, as I didn’t want       2006. In the final analysis, I have

                                         “  I was team supervisor when
                                         the platform was shut down. I
                                                                                  to be stuck in an office all day.
                                                                                  However, the human resource
                                                                                                                             significantly broadened the depth
                                                                                                                             and range of my competences.”
                                         had recently built a home and my         people explained that I would be
                                         wife didn’t have a job so I was          able to get away from my desk and

                                COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                                19
                                        DEVELOPPING A
                                        WINNING AND INCLUSIVE CULTURE
 2005 facts
                                        Diversity is a major concern for Coca-Cola Entreprise. Our aim is to use equal
 • In 2005, Coca-Cola Entre-            opportunity to create a business which is representative of the community in
 prise agreed to work to improve        which it is established and reflects its surroundings. Diversity is a decisive
 internal diversity along four lines:
 employment of disabled people,         strength for the future.
 gender equality, integration of
 young people and support for
 elderly workers.
                                        Coca-Cola Entreprise considers a diversified                       in partnership with SOS Racisme, the anti-dis-
 Objectives for 2007                    workforce both a strength and a vital long-term                   crimination association. Coca-Cola Entreprise also
 • Coca-Cola Entreprise wants to        commitment, since it brings the Business closer                   wants to recruit disabled people and is adjusting
 raise staff awareness and adjust       to the community. Close ties with society means                   working areas to their needs in order to facilitate
 management processes and has
                                        close ties with consumers and customers and                       their integration. A working group has been set up
 therefore agreed to rally both
 the workforce and the partner          a better grasp of their needs and expectations.                   to raise overall awareness of these issues among
 firms involved in the recruitment       Diversity also enables the Business to make the                   staff. It has taken the group eighteen months to
 process.                               most of skills and expertise, regardless of gen-                  define issues, priorities, strategies and action
                                        der, background, age or disabilities. Diversity is                plans. In March 2007, Coca-Cola Entreprise and
                                        therefore a challenge for the future, prompting                   Coca-Cola France signed the National Diversity
                                        Coca-Cola Entreprise to implement internal pro-                   Charter in the presence of Claude Bébéar, the
                                        cedures designed to promote diversity, such as                    widely respected French business leader (AXA).
                                        an experiment in anonymous CVs at a pilot site


                                        Laurence DREUX-                             Disability Taskforce assisted by about     us inter alia to look at the position of
                                        DROUILLAR                                   twenty correspondents at the local         disabled employees. We are also de-
                                        Market Manager,                             agencies. Temporary employment             veloping professionalization contracts
                                        Manpower                                    provides a wonderful opportunity to        in collaboration with some of these
                                                                                    close the gap between the business         sites. Our shared objective for 2007

                                        “  Disability has been one of Man-
                                        power’s concerns for many years.
                                                                                    community and disabilities. When
                                                                                    Anne Bellancourt told us about the
                                                                                                                               is to forward a new culture and to im-
                                                                                                                               prove the figures. The first results are
                                        With 4,700 temporary workers with           policy pursued by Coca-Cola Entre-         promising with five new sites which
                                        a disability, Manpower is one of the        prise to promote diversity in France,      have recruited disabled employees.”
                                        foremost employers of disabled              it seemed entirely natural to cast our
                                        people. As part of the drive to inte-       reciprocal commitments in the form
                                        grate this issue in its overall diversity   of a disability-oriented partnership. In
                                        policy, Manpower France has set up a        2006, audits of certain sites allowed

                                                                                                                               INTERNAL POINT OF VIEW

                                                                                  Karine PICOT
                                          Human Resources Development Manager, Coca-Cola France

“   Our values help improve our economic and
human performance. Coca-Cola France promotes
                                                              Coca-Cola University allows us to prepare employees
                                                              for a new organization focusing on shared experience
its values on a daily basis. When meeting with the            and working methods based on simplicity, speed
workforce, management shows how values tie in with            and effectiveness. In 2007, Coca-Cola France
our successes, difficulties and projects. Values are          participated for the first time in the Great Place to
expressed individually and collectively. The Business         Work competition, in which it finished 17th. According
offers internal training programs at the Coca-Cola            to 80% of its employees, Coca-Cola France is a
University which are designed to teach and update             good place to work.”
practices and to strengthen our corporate culture.

In 2006, Coca-Cola Entreprise adopted a new three-year safety plan as part of its                                2005 facts
strategy to create a culture of safety and to reduce the number and seriousness                                  • In 2005, Coca Cola Entreprise
of accidents. All employees, including temporary personnel and trainees, are                                     agreed to enrich and to for-
                                                                                                                 malize its safety policy in order
entitled to the same level of safety.                                                                            to keep reducing the number
                                                                                                                 of occupational accidents. The
                                                                                                                 management committee has
                                                                                                                 decided to treat safety as a key
Everyone−whether an employee, an intern, a temp       8% and the number of days off by 20%. The only             issue.
or a worker for an outside service provider−has       way to progress is to treat safety as a strategic
the right and duty to work safely and to protect      issue. In 2006, Coca-Cola Entreprise adopted a             Objectives for 2007
their health and physical well-being. In 2003, the    new three-year safety plan which provides for in-          • Halving the number of
                                                                                                                 occupational accidents in the
Business decided to act upon this principle by        dividual and collective assessment. This plan re-          three years ahead.
launching the Zero Accident program in order to       peats that safety is primarily a matter of conduct         • Using the three-year plan
make safety everybody’s business. Three key ob-       and that every accident can be avoided. Its aim            to establish a genuine safety
jectives were laid down: developing a transparent,    is to make hygiene, health and safety an integral          culture.
understandable and simple safety management           part of every decision and every action. To achieve
system, complying at all times with the applicable    this goal, the Business plans to work more closely
laws and regulations and continuing to build a        together with the health and safety committees. It
safety culture. From 2004 to 2006, this program       further wants to develop a culture of prevention,
reduced the number of occupational accidents by       primarily by training personnel.

                                                                                                                                                          I N FIG U R E S
                                                                                                   109                        2,812
                                                                                           accidents with leave in 2006       days lost through
                                                                                              (the same as in 2005)        occupational accidents
                                                                                                                            (up 5.4% from 2005)


                                   Patrick LACONTE                     connected with ergonomics. Our
                                   Health and Safety Manager,          goal is to produce a detailed table
                                   Continental Europe,
                                                                       of risks and to develop a tool to
                                   Coca-Cola Entreprise
                                                                       measure stress in the long term.

                                   “  A culture of health and safety
                                   begins with management, which
                                                                       Starting 2008, the risk control
                                                                       plan implemented in 2006 will also
                                   explains the issues and aligns      include stress data.”
                                   objectives and messages. We are
                                   currently studying health issues

                             COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                      21

Michaël VINET • Sports Partnerships Manager,                   Alain HARRARI • Partnership Manager,
Coca-Cola France                                               Coca-Cola Entreprise

    In recent years, the trend has been towards pleasure,          In 2006, we wanted to focus on two vital
physical activity and social contact rather than competition   objectives: promoting physical activity and solidarity.
at any price. Sports have always been an integral part         These are important integration factors, especially
of Coca-Cola’s strategy in France. We focus on long-           for young people from sensitive neighborhoods.
term partnerships, concrete contributions and discrete,        Our aim is to forge lasting partnerships. Our
local support. The Business also wants to show that it is      average partnership has been in existence for six
responsible. Launched in 1999, the Collectif Foot program      years. Our actions focus primarily on the roughly
caters concretely to the needs of French amateur soccer        dozen sites where we are established. In the area
clubs. However, the expectations of amateur soccer players     of solidarity we have extended the ‘Passport for
have changed. We have therefore decided to implement           Work’. Our brand is popular with young people,
in 2007 a new charter entitled ‘We’re all speaking the         putting us in an ideal position to encourage
same soccer language’. This project is coming into its         them and to support their integration in the labor
own with the introduction of symbolic protocols (reading       market. As part of our wish to provide tailor-made
of the charter, handshakes between players before and          partnerships geared to expectations, we contribute
after matches, completion of match forms). Amateur clubs       management expertise, incentive know-how and
which follow this protocol most regularly are rewarded.”       our human and technical resources to events.”
                                                      YOUTH DEVELOPMENT
                                                      AND EDUCATION
On 13 December 2006, Coca-Cola Entreprise signed the Equal Educational                                            2005 facts
Opportunity Charter, confirming its commitment to professional integration of                                      • “Passport for Work”: from 2003
young people. The Business supports employment by the young, all too often                                        to 2005, 230 young people
                                                                                                                  benefited from this mechanism.
unemployed and looking for a first professional experience.
                                                                                                                  Objectives for 2007
                                                                                                                  • The “Passport for Work” will be
                                                                                                                  extended to all units in France to
                                                                                                                  help young people discover the
Under the Charter, Coca-Cola Entreprise agreed         • Paris: recruitment interviews                            commercial and industrial jobs
to help promote equal opportunity and to assist        In partnership with the municipality of the 17th ar-       available at the Business and to
students in the priority education system without      rondissement (city district), ANPE (the national           train them in job interviews.
distinction of origins, religion, gender, disabil-     employment agency) and the local employment
ity or sexual preference. Signed jointly with the      team, Coca-Cola Entreprise has developed a
Minister of National Education, Higher Education       job interview module as part of the “Passport for

                                                                                                                                                         I N FIG U R E S
and Research, it was adopted by forty compa-           Work” program. Participants are given half a day
nies. This commitment built on an investment
made in 2003 when, in collaboration with the
                                                       of training to prepare themselves for future job
                                                                                                                        young people benefited
Prefecture of the Bouches-du-Rhône region and                                                                            from the “Passport for
                                                                                                                             Work” in 2006.
other institutional and economic partners, the         • “Fondation de la 2ème Chance”
Pennes-Mirabeau plant near Marseille launched          As part of this foundation, employees of the Dun-
the “Passport for Work”. In 2006, this initiative      kirk plant assist people with difficult challenges
was joined by other companies, i.e. EDF, GDF,          to realize their dream, such as the creation of an
La Poste, Décathlon and Technicatome. Coca-            economic activity, training for a new job, etc. Al-
Cola Entreprise is working mostly with the La Flo-     most 29 people with a dream have been helped
ride high school in the northern neighborhoods         and supported since 2004.
of Marseille. The purpose of this program is to
help students discover the labor market from two
angles: industrial and commercial jobs as well
as training in job interviews. In 2006, this pro-
gram was extended to the entire sales zone in
south-eastern France, where it will be implemen-
ted by all Coca-Cola Entreprise units. HALDE
(Haute Autorité pour la Lutte contre les Discrimin-
ations et pour l’Egalité−the high authority in the
fight against discrimination and for equality) has
called it an example of a “good practice”.


Jacques BERRIN
Division head in charge of
                                    “   To promote integration of young
                                    people in society, we need to close
                                                                          without discrimination. The purpose
                                                                          of the ‘Passport for Work’ is to
                                                                                                                the outlook of the employees of
                                                                                                                the Pennes-Mirabeau unit, whose
Prevention and Safety at the        the gap between the world of edu-     restore the confidence of young       initial concern vanished when they
Prefecture of the Bouches-          cation and the business community     graduates from difficult neigh-       realized that they had been part of
du-Rhône region                     and to review our professional        borhoods. They feel reassured         a social action. We now need to
                                    support for them. Coca-Cola Entre-    and motivated by the welcome          organize a steering committee to
                                    prise needs to show an emphatic       they get from the staff of Coca-      extend the program to other Coca-
                                    and positive image of work as a       Cola Entreprise. The program has      Cola Entreprise sites and to other
                                    source of personal enhancement,       come a long way since 2003. For       partners. Feedback from the young
                                    fulfillment and social usefulness     instance, we have sized down the      participants after their job interview
                                    and promote integration of young      target groups to 5 students. This     training would allow us to enrich
                                    people without exception and          improvement has also changed          the program.”

                             COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                     23
              2005 facts
                                                      We have always considered sports a tool to promote social integration of young
              • The two companies partnered           people. This is why the two companies are partners in initiatives all over France
              with various municipalities in many     to promote sports, especially in neglected neighborhoods.
              sports programs.
              • It was the main partner in the
              “A Beach in the Stade de France
              Stadium” initiative, developed to
              help almost 40,000 young people
                                                      CCE and CCF consider sports a key                                           rage socially responsible conduct and
              from the Paris region discover          method of disseminating educational                                         mutual respect in all League 1 and
              more than 30 sports.                    values and a good tool to promote in-                                       League 2 soccer clubs. Coca-Cola
                                                      tegration of young people. For example,                                     France is also the driving force behind
              Objectives for 2007
                                                      in Mulhouse, the Business partners                                          “Collectif Foot”, a program developed
              • Coca-Cola Entreprise will
              continue to promote sports and          with the City in the “Bouge ton corps”                                      by the French soccer federation to
              physical activity in partnership with   (Move Your Body) initiative, as part of                                     assist amateur soccer clubs. As part
              20 cities.                              which 160 young people of under 16                                          of this program, more than 450,000
              • Coca-Cola France develops the
                                                      from sensitive neighborhoods were in-                                       pieces of equipment have been dis-
              “Parcours” program to pro-
              mote sports in downtown areas,          vited to take part in sports competitions                                   tributed to 11,000 amateur soccer
              including regular events for young      (off-road bicycles, swimming, soccer,                                       clubs. “Collectif Foot” is committed to
              people focusing on new sports           etc.). 38 were selected to take part in                                     promoting such values as pleasure in
              (skating, etc.).
                                                      three days of hang-gliding, rafting and canoeing.              soccer, tolerance and conviviality. In 2006, CCF
                                                      In Rennes, Coca-Cola Entreprise is a partner of                introduced the “We’re all speaking the same soccer
                                                      “Nuits du sport” (“Sports Night”) organized by the             language” charter. During matches for adolescents
                                                      municipality, an event during which students are of-           aged 13 to 15, the two captains read the Charter in
                                                      fered free space to practice sports from 10 p.m. to            the presence of the opposing team, the referee and
                                                      3 a.m. In 2006, 40,000 young people were given                 the educators, after which they sign a protocol. The
                                                      their first taste of new sports. All participants re-           Business further enabled more than 1,000 young
                                                      ceived an “Initiations Manual”. Coca-Cola France, a            people to enjoy unforgettable moments with the
                                                      founding member of “Fondation du Sport”, the sports            players of the French national team.
                                                      foundation, particularly supports integration of
                                                      disabled young people through sports and
                                                      the “Generation Supporters” initiative to encou-

                     300                               21                           50,000
                    sports events            partnerships were conducted        young people were invited by
                   were supported             by Coca-Cola Entreprise to        Coca-Cola France to discover
                   by Coca-Cola in             promote physical activity,       sports activities in the Stade
                       France.                  helping and raising the           de France Stadium during
                                              awareness of 32,000 young          the 2006 “Coca-Cola Sport
                                                        people.                           Session”.

                         INTERNAL POINT OF VIEW

             Richard DACOURY
             Consultant, Sports Communication and Partnerships Manager, Coca-Cola France

                                                      “  My job at Coca-Cola France is
                                                      to provide the company with my
                                                                                               as tools for external and internal
                                                                                               expression and communication. Sports
                                                                                                                                           want to promote in order to help limit
                                                                                                                                           the risks connected with a sedentary
                                                      knowledge of sports and sports           are not just a source of pleasure,          lifestyle, often due to the constraints
                                                      personalities, helped by more than       they also enrich our human and              of our daily lives. Coca-Cola France’s
                                                      twenty years of experience with top-     educational experience. We want to          reputation and long-term partnerships
                                                      level sports. I do this by developing    reinforce these aspects by rallying         with sports organizations are making
                                                      projects strengthening Coca-Cola         young people behind such values as          sports practices more accessible to
                                                      France’s image and reputation for        personal excellence, respect for others,    thousands of young people.”
                                                      social values and responsibility and     rules, solidarity, and so on. Sports also
                                                      by using sports and physical activity    reflect an active way of life, which we



    Job interview training
    Discovery of industrial professions or jobs
    Discovery of commercial professions or jobs
    Using physical activity to integrate young people

Professional integration                                Pennes-Mirabeau plant                                Paris 16th district
                                                        • Discovery of industrial professions                • Organization of a symposium on Sports and
Passport for Work
                                                        • Job interview training                             Nutrition
Head Office
                                                                                                              City of Paris
• Equal Opportunity in Business Charter
                                                        Promotion of physical activity                        • Actions in various districts and partnership
• Pilot of “Passport for Work”
                                                        Rennes                                                  with the Sports Delegation of the Chamber of
Grigny plant
                                                        • “Nuits du sport” (Sports night): an opportunity for Commerce and Industry of Paris
• Discovery of industrial professions
                                                          students to practice sports and to discover new     Mulhouse
Management Unit Paris Ile-de-France                       sports                                              • “Bouge ton Corps” (Move your Body): a
• Discovery of commercial professions                   Grigny                                                collective adventure on the theme of fair
• Job interview training                                • Association Projects Award: 11th year               play with two days of competitions between
• Training for teachers                                                                                       neighborhoods and a final two-day event
Regional Management Unit East                           • Family ralley handicap race                      Aix-en-Provence
• Discovery of commercial professions                                                                      • Operation Pass-Sport: payment of subscriptions
Coca-Cola Production Dunkirk plant                      • “Tous à vos baskets” (Get your running shoes on) for young people in difficulty by Coca-Cola
• Discovery of industrial professions                   event                                                Entreprise and purchase of equipment for sports
• Sponsoring “Fondation de la 2ème Chance”                                                                   clubs.
Management Unit Rhône-Alpes Auvergne                    • “Jeux de Lyon” games
• Discovery of commercial professions                   • Sports in the city
Regional Management Unit Southern France                Toulouse
• Discovery of commercial professions                   • Soccer Challenges, a Rugby Challenge on the
• Job interview training                                  theme of fair play

                                    COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                         25
This table shows how
Coca-Cola has factored in
the GRI (V3) recommen-
dations at French level. Its
purpose is to:
- refer to the pages on
which the subjects are
- enrich information with
indicators and complemen-
tary data;
- explain why a particu-
lar indicator may not be

                                              PROFILE                                                      Page                                     Comments
                                                                   STRATEGY AND ANALYSIS
    Statement from the most senior decisionmaker of the organization about the relevancy of 3
    sustainability to the organization and its strategy
1.2 Description of key impacts, risks, and opportunities                                                          Contained in 2006 report
1.3   CEO’s statement describing the main elements of the report                                            3
                                                                            ORGANIZATIONAL PROFILE
2.1   Name of the organization                                                                              4     Coca-Cola Entreprise, Coca-Cola Production and Coca-Cola France
2.2   Primary brands, products and/or services                                                              10    Non-alcoholic beverages

      0perational structure of the organization, including main divisions, operating companies,            4-5
      subsidiaries, and joint ventures
2.4   Location of organization’s headquarters                                                               4     Issy-les-Moulineaux (92)

      Countries where the organization operates, and name of countries with either major                    3     Continental France
      operations or that specifically relevant to the sustainability issues covered in the report
2.6   Nature of ownership and legal form                                                                   4-5

      Markets served (including geographic breakdown, sectors served, and types of customers/               4     Continental France
      Scale of the reporting organization, including number of employees, net sales or net
2.8   revenues, total capitalization broken down in terms of debt and equity and quantity of                4     Refer to key figures and GRI spreadsheet p. 27
      products or services provided
2.9   Significant changes during the reporting period regarding size, structure, or ownership                      No significant change

2.10 Awards received in the reporting period                                                                9     CCF no. 1 in “L’Entreprise” magazine’s annual ranking of the consumer
                                                                                                                  departments of France’s 200 largest companies.
                                                                              REPORT PARAMETERS
                                                                                 Report Profile
3.1   Reporting period                                                                                      2     2006 and first half of 2007
3.2   Date of most recent previous report                                                                   3     2006
3.3   Reporting cycle                                                                                             Annual
3.4   Contact point for questions regarding the report or its content                                       3     rse@ge.cokecce.com
                                                                  Report scope and boundary
    Process for defining report content, including determining materiality, prioritizing topics
    within the report, and identifying stakeholders the organization expects to use the report
3.6 Boundary of the report                                                                     France boundary
3.7   State any specific limitations on the scope or boundary of the report
      Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and           The boundary remains unchanged compared with the previous report. This
3.8                                                                                                               concerns the 2 French entities: Coca-Cola Entreprise and Coca-Cola France.
      other entities that can significantly affect comparability from period and/or between organizations          The scope is specified for each indicator.
     Data measurement techniques and the bases of calculations, including assumptions and
3.9  techniques underlying estimations applied to the complilation of the indicators and other
     information in the report
     Explanation of the effect of any re-statements of information provided in ealier reports,
     and the reasons for such re-statement
     Significant changes from previous reporting periods in the scope, boundary, or                                Same boundary as last year
     measurement methods applied in the report
3.12 Table identifying the location of the Standard Disclosures in the report
3.13 Policy and current practice with regard to seeking external assurance for the report                         No external verification
                                                              GOVERNANCE, COMMITMENTS AND ENGAGEMENT
4.1   Governance structure of the organization                                                             4-5
                                                                                                                  Coca-Cola Entreprise and Coca-Cola France are not concerned as the companies
4.2   Indicate whether the Chair of the highest governance body is also an executive officer                       are subsidiaries of 2 groups.

    For organizations that have a unitary board structure, state the number of members of                         Coca-Cola Entreprise and Coca-Cola France are not concerned as the companies
    the highest governance body that are/or not non-executive members                                             are subsidiaries of 2 groups.

    Mechanisms for shareholders and emloyees to provide recommendations or direction to                           Coca-Cola Entreprise and Coca-Cola France are not concerned as the companies
    the highest governance body                                                                                   are subsidiaries of 2 groups.

    Linkage between compensation for members of the highest governance body, senior                               Coca-Cola Entreprise and Coca-Cola France are not concerned as the companies
    managers, and executives                                                                                      are subsidiaries of 2 groups.
4.6 Process in place for the highest governance body to ensure conflicts of interest are avoided             5

                                    COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                                                           27
                                                PROFILE                                                    Page                                        Comments
        Process for determining the qualifications and expertise of the members of the highest governance
        body for guiding the organization’s strategy on economic, environmental, and social topics
        Internally developed statements of mission or values, codes of conduct, and principles relevant
        to economic, environmental, and social performance and the status of their implementation
        Procedures of the highest governance body for overseeing the organization’s identification and
        management, economic, environmental, and social performance, including relevant risks and
        opportunities, and adherence or compliance with internationally agreed standards, codes of
        conduct, and principles
        Process for evaluating the highest governance body’s own performance, particularly with
        respect to economic, environmental, and social performance
                                                                    Commitments to external initiatives
      Explanation of whether and how the precautionary approach of principle is adressed by the
        Externally developped economic, environmental and social charters, principles, or other                   • Charter of commitment to equal education opportunities, CCE (December 2006)
 4.12                                                                                                       18    • Signature of the Phenix Charter (CCE)
        initiatives to which the organization subscribes or endorses                                              • Signature of the Diversity Charter by CCE and CCF (March 2007)
                                                                                                                  Eco-Emballages (Environmentally-friendly packaging), SNBR - Syndicat National
                                                                                                                  des Boissons Rafraîchissantes (National Refreshing Beverages Federation),
                                                                                                                  ANIA - Association Nationale des Industries Agroalimentaires (National Food
 4.13 Memberships in associations and/or national /international advocacy organizations                           Industries Association), ILEC - Institut de Liaisons et d’Etudes des Consommateurs
                                                                                                                  (Consumer Liaison and Surveys Institute), UDA - Union Des Annonceurs
                                                                                                                  (Advertisers’ Union)
                                                                           Stakeholder engagement
                                                                                                                  Our main stakeholders associated with our activities are our suppliers, our
 4.14 List of stakeholder engaged by the organization                                                      21     customers and our consumers
 4.15 Basis for identification and selection of stakeholders with whom to engage                             7     Meetings with our stakeholders will be organized before the end of 2007.
      Approaches to stakeholder engagement, including frequency of engagement by type and by                23 Partnership with local authorities for the insertion of young people via the
 4.16                                                                                                      -24 “Passport for Work” scheme and promotion of physical activity.
      stakeholder group

        Key topics and concerns that have been raised though stakeholder engagement, and how the                  The initiative will be structured in 2007 following the scheduled stakeholder
        organization has responded to those key topics and concerns, including though its reporting               meetings.

                      ECONOMIC PERFORMANCE INDICATORS                                      2004       2005           2006                                     Comments
                                                                            ECONOMIC PERFORMANCE
     Direct economic value generated & distributed – including revenues, operating
     costs, employee compensation, donations & community investments, retained
     earnings & payments to capital providers & to governments (in €)
     Revenues                                                                            1,415,638 1,467,778 1,626,199
 EC1 Investments for the financial year in France                                           33,796    42,098    44,520            CCE boundary (including Coca-Cola Production)
     Total tax paid in France (excluding Income Tax)                                       35,789     40,027   40,390
     of which Packaging Recycling Tax                                                       8,354      8,051    8,286
     of which Business Tax                                                                 12,079     16,861   15,399
     Personnel costs                                                                     98,671,327 96,094,833
     Financial implications and other risks and opportunities for the organization’s                                            In 2007, we initiated a Greenhouse Gas Review on the significant
 EC2 activities due to climate change                                                                                           emissions associated with our activities.
                                                                                                                                Coca-Cola Entreprise offers its staff personal membership to the
                                                                                                                                Company Retirement Savings Scheme (Plan d’Epargne Retraite
 EC3 Coverage of organization’s defined benefit plan obligations                                                                  Entreprise - P.E.R.E). This scheme is an addition to the supplementary
                                                                                                                                retirement benefits schemes and the PERCO scheme for topping up
                                                                                                                                employees’ future retirement pensions.
 EC4 Significant financial assistance received from government                                 -     -                   -        No subsidies received
                                                                                   MARKET PRESENCE
        Range of ratios of standard entry level wage compared to local minimum wage
 EC5 at significant locations of operation                                                                                       No data available

        Policy, practices & proportion of spending on locally-based suppliers at                                                Remuneration policy is linked on the one hand to the function
 EC6 significant locations of operation                                                                                          and, on the other hand to annual increases resulting from wage
                                                                                                                                negotiations with trade union representatives.
        Procedures for local hiring & proportion of senior management hired from the
 EC7 local community at locations of significant operation                                                                       No specific procedure

                                                                         INDIRECT ECONOMIC IMPACTS
     Development and impact of infrastructure investments & services provided                                                   Coca-Cola Entreprise and Coca-Cola France are not involved in
 EC8 primarily for public benefit through commercial, in-kind, or pro bono engagement                                            such activities.
     Understanding and describing significant indirect economic impacts, including the                                           Some maintenance services and all finished product deliveries are
 EC9 extent of impacts (additional)                                                                                             sub-contracted.

               ENVIRONMENTAL PERFORMANCE INDICATORS                                  Page        2004            2005             2006                           CCE boundary
       Materials used by weight or volume                                             17
EN1                                                                                                          Reporting work
                                                                                                              under way. To
       Quantity of packaging used (tons)                                              17                     be perfected in      90,797       Excluding glue and pallets
                                                                                                              2006 in 2007
                                                                                                                                               All materials are recycled with the exception of
EN2    Percentage of materials used that are recycled input materials                 17                                                       PET (the French Food Safety Agency prohibits PET
                                                                                                                                               being re-used for packaging in contact with food).
       Direct energy consumption by primary energy source
                                                                                                                                               Not including the electricity consumed for blowing
       Consumption of electrical energy at the plants (kWh)                                   77,480,419       80,006,284       80,684,530     pre-formed PET at Castanet that was sub-con-
                                                                                                                                               tracted in 2006 and equated to 1,630,200 kWh.

EN3    Ratio of electrical energy per liter of beverage (kWh/l)                                  46.6             48.0             47.3
       Plant electricity and natural gas consumption (mJoules)                                386,813,474     363,613,464      386,133,612
                                                                                             Electricity and Electricity and Electricity and
       Other energy sources accounted for                                                      natural gas     natural gas     natural gas
       MJoules energy/liter of beverage ratio                                                     233             218              225
EN4    Indirect energy consumption by primary source                                         Not monitored   Not monitored     Not monitored
EN5    Energy saved due to conservation & efficiency improvements                                                                               No specific reporting
    Initiatives to provide energy-efficient or renewable energy based
EN6 products & services and reductions in energy requirements as a result                                                                      No significant initiative
    of these initiatives
                                                                                                                                               In 2006, we conducted mapping of energy
EN7    Initiatives to reduce indirect energy consumption and reductions achieved                                                               consumption on a pilot site.
       Total water withdrawal by source                                               15       2,555,353        2,570,419        2,517,555
       Water volume ratio (liters of water used / liter of beverage)                 14-15       1.65             1.54             1.46

       Water sources & related habitats significantly affected by withdrawal           15                                                       Water supplies come from mains networks or by
       of water                                                                                                                                tapping into on-site water reserves.
EN10 Percentage & total volume of water recycled & reused                             15
       Location & size of land owned, leased, managed in, or adjacent to,
       protected areas and areas of high biodiversity value outside protected
EN11 Area of property (m2)                                                                         -                -             467,184
       Area with hard surface (m )                                                                 -                -            243,766
       Construction rate                                                                           -                -              52%
       Description of significant impacts of activities, products and services                                                                  The impact of our activities is measured as part of
EN12 on biodiversity in protected areas and areas of high biodiversity value                                                                   studies linked to the Prefectural permits covering
       outside protected areas                                                                                                                 operations at our facilities.
EN13 Habitats protected or restored                                                                                                            None on our sites.

       Strategies, current actions, and future plans for managing impacts on                                                                   No strategy or actions.

       No. of IUVCN Red List species and national conservation list species
       with habitats in areas affected by operations - by level of extinction risk
                                                                    EMISSIONS, EFFLUENTS AND WASTE
                                                                                                                                               We started an internal Greenhouse Gas Review
                                                                                                                                               in 2007 on the significant missions relative to the
EN16 Total direct and indirect greenhouse gas emissions by weight                     16                                                       Coca-Cola activity: delivery, refrigerated machinery
                                                                                                                                               and packaging.
EN17 Other relevant indirect greenhouse gas emissions by weight

                                      COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                                                            29
                  ENVIRONMENTAL PERFORMANCE INDICATORS                              Page      2004            2005            2006                          CCE boundary
                                                                                                                                          Logistics plan optimization and experience sharing
 EN18 Initiatives to reduce GHG emissions & reductions achieved                      16                                                   within the Déméter group.
 EN19 Emissions of ozone-depleting substances (ODS) by weight                                                                             An internal Greenhouse Gas Review is under way
                                                                                     16                                                   in 2007.

        Other significant atmospheric emissions (No, So…) by type and in                          -               -              -         Not monitored
        Total water discharge by quality and destination
 EN21 Total plant waste water volume (m3)                                                    894,261         901,959         774,757
        COD discharge in waste water                                                          2,081            1,719          1,401       2006 figure without the Pennes-Mirabeau plant
        Total weight of waste by type & disposal method                              17

 EN22 Production of waste generated by the production sites (tons)                            5,381           5,624           6,359
        Quantity of waste (g/liter of beverage)                                                3.24            3.37           3.73
        Recycling rate of waste produced by the sites                                          70%             73%            86%
                                                                                                                                          No significant accidental discharge was registered
 EN23 Total No. & volume of significant spills                                                                                             in 2006
        Weight of transported, imported or exported, or treated waste deemed
 EN24 hazardous under Basel Convention Annex I, II, III & VIII, and                        Not reported    Not reported    Not reported
        percentage of transported waste shipped internationally (additional)
        Identity, size, protected status, and biodiversity value of water bodies
 EN25 & related habitats significantly affected by the reporting organiza-                                                                 Not applicable
        tion’s discharges of water & runoff (additional)
                                                                          PRODUCTS AND SERVICES
        Initiatives to mitigate the environmental impacts of products &                                                                   Creation of a tool to measure the environmental
 EN26                                                                                                                                     impact of packaging materials
        services & extent of impact reduction

        Percentage of products sold and their packaging materials that are                                                                No packaging reclaimed
        reclaimed by category
        Monetary value of significant fines and total number of non-
 EN28 monetary sanctions for non-compliance with environmental laws and                                                                   No significant fine
        Significant environmental impacts of transporting products and other
        materials used for the organization’s operations, and transporting           16
        members of the workforce
        Transport of finished product                                                 16
        Average distance of delivery to the customers (km prepaid)                             258             247             254
        Average intersite distance of delivery (km freight)                                    130             134            137.5
        Total delivery distance covered for finished products                         16     29,220,315      27,667,886     30,630,635
        Truck filling rate                                                                     93.4%           93.0%          93.8%

        Railroad freight percentage                                                           20.9%           22.7%          24.8%
                                                                                                                                          Adopted assumption: 20% of journeys are made
                                                                                                                                          empty (French Environmental Agency Greenhouse
        Greenhouse gas emission (tons of CO2)                                              Not monitored      35,373          39,115      Gas Analysis methodology). For comparison
                                                                                                                                          purposes, the 2005 figure has been revised
                                                                                                                                          accordingly using the same methodology.
        Commercial vehicles and company cars                                         16
        Number of vehicles                                                                                                    1,208
        Mileage driven by CCE’s auto fleet                                                                  Not monitored
        Vehicle fleet fuel consumption (liters)                                             Not monitored   Not monitored    2,784,237     Fuel oil accounts for 98.4% of all fuel used.
        Greenhouse gas emission (tons of CO2)                                              Not monitored   Not monitored      8,460
 EN30   Total environmental protection expenditures and investments by type                      -               -              -

                                                                                           2005              2006
               PERFORMANCE INDICATORS FOR LABOR PRACTICES                              CCE      CCF      CCE      CCF
                                                                                Page boundary boundary boundary boundary                                 Comments
                       AND THE DIGNITY OF LABOR
                                                                             LABOR: EMPLOYMENT
     Total workforce by employment type, employment contract, and region
     Permanent workforce employed throughout the year                                  2,478       94          2,368       88
     Including executives                                                              609         84           584        77
     Including technicians and supervisors                                              571        10           565        11
     Including employees and workers                                                   1,298        0          1,149        0
     Total workforce at 31 December with employment contracts (open-             4     2,607       110         2,591       106
     ended and fixed term contracts)
     Workforce by status
     Including executives                                                               643    Not reported     635        81
     Including technicians and supervisors                                             586     Not reported     579        11
     Including employees and workers                                                   1,378   Not reported    1,377       14
     Total workforce by department
     Sales                                                                             1,254        0          1,244        0
     Production                                                                        1,159        0          1,140        0
     Administration                                                                     194        110          207        106
    Total workforce breakdown by age range
LA1 -25                                                                                3.2%       7.3%          4.2%      10.4%
     25/39                                                                             60.5%     66.4%         55.8%      63.2%
     40/54                                                                             32.0%     23.6%         35.5%      23.6%
     55/59                                                                             4.0%       2.7%          4.1%      2.8%
     +60                                                                               0.4%       0.0%          0.4%      0.0%
     Workforce nationality
     French                                                                            2,512       108         2,504       100
     European Union                                                                     31          2            32         6
     Foreign                                                                            64          0            55         0
     Net job creations and average personnel turnover rate
     Total number of new recruitments (open-ended and fixed term contracts)              228        33           351        19
     Number of new recruitments with open-ended contracts                               76         22            95        12
     Number of new recruitments under 25 years of age                                   21          0            0          0
     Number of departures                                                               291        22           370        20
     Number of dismissals                                                               58          0            1          6
     Number of resignations (+ negative trial periods)                                  74          0            92         1

LA2 Totalregion and rate of employee turnover by age group, gender,
                                                                                                                Not       Not
                                                                                                              monitored monitored

                                                                                                                                    Reduction in Working Hours Agreement (ARTT)
                                                 are not provided to
LA3 Benefits provided to full-time employees thatoperations.
    temporary or part-time employees, by major                                                                                      - 17 days leave under the agreeement, profit-sharing,
                                                                                                                                    pension scheme (PERCOI, PERE…)

                                                                    LABOR: MANAGEMENT RELATIONS

LA4 Percentage of employees covered by collective bargaining
    agreements                                                                         100%      100%          100%       100%

              notice periods regarding            operational
LA5 Minimum whether it is specified in significant agreements changes,
    including                          collective
                                                              LABOR: OCCUPATIONAL HEALTH AND SAFETY
    Percentage of total workforce represented in formal joint
LA6 management-worker health and safety committees that help monitor                                                                No specific monitoring of this indicator
    and advise on occupational health and safety programs

                                   COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                                                  31
                                                                                          2005              2006
                 PERFORMANCE INDICATORS FOR LABOR PRACTICES                           CCE      CCF      CCE      CCF
                                                                               Page boundary boundary boundary boundary                               Comments
                         AND THE DIGNITY OF LABOR
        Rates of injury, occupational diseases, lost days, and absenteeism
        Number of occupational deaths by region                                         0        0         0           0
        Number of workplace accidents with leave                                21     109       0       109           0
        Number of fatal accidents (commuting and workplace)                             0        0         0           0
     Number of days lost for workplace accidents                                21    2,668             2,812          0
 LA7 Number of commuting accidents resulting in sick leave                              15                11           4
        Number of reported occupational diseases                                        2                  3           0
        Frequency Rate FR1                                                                                23           0
        Seriousness Rate SR                                                                              0.60     Not reported

        Health & Safety expenditure in the company                                   2,354,814         1,172,173 Not reported
        Expenditure devoted to improving working conditions                          1,124,003         1,395,619 Not reported
     Education, training, counseling, prevention, and risk-control
 LA8 programs in place to assist workforce members, their families, or                                                           No specific monitoring of this indicator.
     community members regarding serious diseases.
 LA9 Health and safety topics covered in formal agreements with trade unions
                                                                     LABOR: TRAINING AND EDUCATION
        Average hours of training per year per employee by employee category
        Percentage of payroll devoted to training                                                        5.2%     Not reported

        Number of training hours                                                      65,534            60,698       882
LA10 Number of persons trained                                                        2,212             2,338         38
        Number of male trainees                                                       1,535             1,866         17
        Number of female trainees                                                      460               472          21
        Number of trainees from schools, universities                                  272               274      Not reported

                                                                                                                                 Coca-Cola Entreprise proposes a career development
      Programs for skills management and lifelong learning that support                                                          plan as part of the TOP (Target and Organizational
 LA11 the continued employability of employees and assist them in                                                                planning) process. We have signed a Job and Skills
      managing career endings.                                                                                                   Planning Management agreement (GPEC - Gestion
                                                                                                                                 Prévisonnelle des Emplois et Compétences).
 LA12 Percentage ofreviews. receiving regular performance and career
                                                                                                                                 All CCE and CCF staff benefit from annual
                                                                                                                                 performance reviews.
                                                               LABOUR: DIVERSITY AND EQUAL OPPORTUNITY
        Composition of governance bodies and breakdown of employees
        per category according to gender, age group, minority group
        membership, and other indicators of diversity.
        Workforce by gender
        Male                                                                           2,011     40      1,977        37
        Female                                                                         596       70      614          69
        Status of Females
        Executive                                                                      247       53      246          47
        Technicians, supervisors                                                       134       10      131          11
        Workers, administrative employees                                              215       7       237          11
        Disabled employees
        Number of employees recognized as disabled                                                        41           0
        Rate of persons with a disability                                                                1.7%         0%
                                                                                                                                 This average is the result of work rates and the
        Ratio of basic salary of men to women by employee category.                                      0.95     Not reported
                                                                                                                                 content of various jobs.

 LA14 Executive                                                                                          1.17     Not reported

      Technicians, supervisors                                                                           1.03     Not reported

        Workers, administrative employees                                                                1.10     Not reported

                                                                      2005             2006
                                                                  CCE      CCF     CCE      CCF
      PERFORMANCE INDICATORS FOR RESPECT FOR HUMAN RIGHTS Page boundary boundary boundary boundary                                          Comments
                                       HUMAN RIGHTS: INVESTMENT AND PROCUREMENT PRACTICES

      Percentage and total number of significant investment agreements
HR1   that include human rights clauses or that have undergone human
      rights screening.

      Percentage of significant suppliers and contractors that have                                                     Audit conducted on purchases of gifts, and revision
HR2                                                                                                                    of the advertising items purchases process.
      undergone screening on human rights and actions taken.

      Total hours of employee training on policies and procedures                                                      The 2 companies are committed to abiding by French
HR3   concerning aspects of human rights that are relevant to                                                          law within the boundary of its business. To date, no
      operations, including the percentage of employees trained.                                                       specific training.

                                                                HUMAN RIGHTS: NON DISCRIMINATION

                                                                                                                       Signature of the Diversity Charter (March 2007) by
                                                                                                                       CCE and CCF.
HR4   Total number of incidents of discrimination and actions taken            20                      1               CCE has developed a process and training courses on
                                                                                                                       the prevention of harassment.

                                                             HUMAN RIGHTS: FREEDOM OF ASSOCIATION

      Operations identified in which the right to exercise freedom of
                                                                                                       No significant
HR5   association and collective bargaining may be at significant risk,                                   operation
      and actions taken to support these rights.

                                                                       HUMAN RIGHTS: CHILD LABOR

      Operations identified as having significant risk for incidents of                                                  CCE and CCF comply with French law that prohibits
HR6   child labor, and measures taken to contribute to the elimination                                                 the employment of young people under 16 years
      of child labor.                                                                                                  of age.

                                                                      HUMAN RIGHTS: FORCED LABOR

      Operations identified as having significant risk for incidents of
HR7   forced or compulsory labor, and measures to contribute to the                                                    As the boundary is France, this issue is not relevant.
      elimination of forced or compulsory labor.

                                                                HUMAN RIGHTS: SECURITY PRACTICES

      Percentage of security personnel trained in the organization’s
HR8   policies or procedures concerning aspects of human rights that are                                               As the boundary is France, this issue is not relevant.
      relevant to operations.

                                                                    HUMAN RIGHTS: INDIGENOUS RIGHTS

      Total number of incidents of violations involving rights of
HR9                                                                                                   None             France boundary
      indigenous people and actions taken.

                                  COCA-COLA ENTREPRISE and COCA-COLA FRANCE Corporate Responsibility and Sustainability Report, 2006                                            33
                SOCIAL RESPONSIBILITY PERFORMANCE INDICATORS                          Page       CCE boundary          CCF boundary                           Comments
       Nature, scope, and effectiveness of any programs and practices that
 SO1   assess and manage the impacts of operations on communities, including                 France business boundary: CCE France and CCF
       entering, operating, and exiting.
       Percentage and total number of business units analyzed for risks related
       to corruption.

       Percentage of employees trained in organization’s anti-corruption policies                                                           A workforce information initiative is
       and procedures.                                                                                                                      scheduled for 2007
 SO4   Actions taken in response to incidents of corruption.                                                                                No incident of corruption registered in 2006
                                                                                 PUBLIC POLICY
       Public policy positions and participation in public policy development and                                                           No public policy position taken

       Total value of financial and in-kind contributions to political parties,                                                              Funding political parties or politicians is
       politicians, and related institutions by country.                                                                                    prohibited in France.
                                                                        ANTI COMPETITIVE BEHAVIOR

       Total number of legal actions for anti-competitive behavior, anti-trust,                                                             None
       and monopoly practices and their outcomes.

     Monetary value of significant fines and total number of non-monetary                                                                     None
     sanctions for non-compliance with laws and regulations.

               PRODUCT RESPONSIBILITY PERFORMANCE INDICATORS                          Page       CCE boundary          CCF boundary                           Comments
                                                                      CUSTOMER HEALTH AND SAFETY
       Life cycle stages in which health and safety impacts of products and
 PR1   services are assessed for improvement, and percentage of significant
       products and services categories subject to such procedures.
       Total number of incidents of non-compliance with regulations and
 PR2   voluntary codes concerning health and safety impacts of products and                                                                 No significant incident
       services during their life cycle, by type of outcomes.
                                                                    PRODUCTS AND SERVICES LABELING
       Type of product and service information required by procedures and
 PR3   percentage of significant products and services subject to such
       information requirements.
       Total number of incidents of non-compliance with regulations and
 PR4   voluntary codes concerning product and service information and labeling,                                                             None
       by type of outcomes.

       Practices related to customer satisfaction, including results of surveys                                                             Consumer contact number exists.
       measuring customer satisfaction.
                                                                      MARKETING COMMUNICATIONS
       Programs for adherence to laws, standards, and voluntary codes related                                                               Membership of the Advertising Verification
                                                                                                                                            Agency (Bureau de Vérification des
 PR6   to marketing communications, including advertising, promotion, and                                                                   Publicités) and compliance with all its
       sponsorship.                                                                                                                         recommendations
       Total number of incidents of non-compliance with regulations and
 PR7   voluntary codes concerning marketing communications, including                                                                       No incident registered in 2006
       advertising, promotion, and sponsorship by type of outcomes
                                                                             CUSTOMER PRIVACY

       Total number of substantiated complaints regarding breaches of customer                                                              No complaints
       privacy and losses of customer data.

       Monetary value of significant fines for non-compliance with laws and                                                                   No financial or non-financial sanction
       regulations concerning the provision and use of products and services                                                                registered in 2006

      Coca-Cola Entreprise and
Coca-Cola France want to thank
    the employees and outside
 stakeholders who helped with
                    this report.

         Help us enrich and improve our
        policy by sending your feedback
         and comments on this report to
                   the following address:

                                            This report has been printed
                                            on paper whose fibers are from
                                            sustainably managed forests
                                                                        RCS - CCE : 343 688 016 - CCF : 404 421 083. Design and production: Ethicity/Tagaro! Photo credits - Cover: Benelux/Zefa/Corbis - Inside: Angie et Sensation.
Coca-Cola Entreprise                Coca-Cola France
27, rue Camille-Desmoulins          27, rue Camille-Desmoulins
92784 Issy-les-Moulineaux cedex 9   92784 Issy-les-Moulineaux cedex 9
Tel.: 33 (0) 1 58 00 26 00          Tel.: 33 (0) 1 58 00 30 00
www.coca-cola-entreprise.fr         www.coca-cola-france.fr


Shared By: