The Coca-Cola CompanyContent from Coca-Cola.http://www.pangen1.net.cn© 2018 THE COCA-COLA COMPANYTwo Coca-Cola Bottlers Mark Major Milestoneshttp://www.pangen1.net.cn/stories/two-coca-cola-bottlers-mark-major-milestonesA pair of Coca-Cola bottlers on opposite sides of the country are marking milestones this summer. Chattanooga Coca-Cola turned 120 years old on July 15, and Coca-Cola Bottling Company Santa Fe celebrated its centennial five days later. Chattanooga Coca-Cola became the world’s first Coca-Cola bott...Wed, 14 Aug 2019 14:26:00 GMThttp://www.pangen1.net.cn/stories/two-coca-cola-bottlers-mark-major-milestones2019-08-14T14:26:00ZA pair of Coca-Cola bottlers on opposite sides of the country are marking milestones this summer. Chattanooga Coca-Cola turned 120 years old on July 15, and Coca-Cola Bottling Company Santa Fe celebrated its centennial five days later.

Chattanooga Coca-Cola became the world’s first Coca-Cola bottler in 1899, when attorneys Benjamin F. Thomas and Joseph B. Whitehead signed an agreement with Asa Candler, president of The Coca-Cola Company, for exclusive rights to bottle the soft drink throughout most of the United States. Fellow Chattanooga attorney John T. Lupton stepped in as the third partner to help finance the first bottling plant in Chattanooga.

A weeklong series of events celebrated the deep ties between the city of Chattanooga, its cultural venues like Ruby Falls, Rock City and the Tennessee Aquarium, and the iconic Coca-Cola brand and 750 employees of the Tennessee Valley Division of Coca-Cola UNITED.

“Our 120th birthday events are first and foremost a celebration of our people and their families, since they are the foundation and the drivers of what we do each and every day to serve our customers, their consumers and our communities,?said Darren Hodges, Tennessee Valley division director for Coca-Cola UNITED, who has been with the company for more than three decades. “We are blessed with the best associates, excellent business partners and customers, and local government and community leaders who have supported our success for more than a century.?/p>

James A. Hart purchased the Coke franchise in December 1919 and started bottling Coke in Santa Fe in early 1920. Four generations of the Hart Family have helped grow the company by blending tradition and innovation, while supporting northern New Mexicans?tastes and community needs.

As the second largest private employer in northern New Mexico, the company distributes more than 400 products via a 65,000-sq.-ft. facility in the heart of Santa Fe.

Four generations of the Hart family came together, led by Clarabelle Hart-Remeta, the oldest living member of the family at 87 (pictured in yellow), to celebrate the milestone at a special concert featuring Mark Chestnutt.

“One of the most satisfying aspects of our business is giving back to the community that has given so much to our business over the years,?said Richard Remeta, chairman of the board, Coca-Cola Bottling Company Santa Fe. “We are so honored to be a part of the incredible Coca-Cola family of bottlers. We share such rich history and look forward to many more years of representing such great brands in the communities we serve.?/p> ]]>DASANI] Takes Steps to Reduce Plastic Waste Through Increased Use of Recycled Materials, Expanded Package Innovationhttp://www.pangen1.net.cn/press-center/press-releases/dasani-takes-steps-to-reduce-plastic-wasteDebuts HybridBottle? Brand’s First Package Made Partly from Plants and Recycled Material Announces Evolution of PureFill Package-less Delivery Platform and Aluminum Packaging Options for U.S. Customers ATLANTA, Aug. 13, 2019 ?DASANI], the No.1 mainstream water brand in the United States, today ...Tue, 13 Aug 2019 05:00:00 GMThttp://www.pangen1.net.cn/press-center/press-releases/dasani-takes-steps-to-reduce-plastic-waste2019-08-13T05:00:00ZDebuts HybridBottle?i>, Brand’s First Package Made Partly from Plants and Recycled Material

Announces Evolution of PureFill Package-less Delivery Platform and Aluminum Packaging Options for U.S. Customers

ATLANTA, Aug. 13, 2019 ?DASANI], the No.1 mainstream water brand in the United States, today announced a robust pipeline of sustainable packaging innovations in support of The Coca-Cola Company’s global “World Without Waste?goal to make its bottles and cans with an average of 50 percent recycled material by 2030. Updates to DASANI’s packaging line-up are designed to reduce plastic waste and increase the use of recycled and renewable materials in the United States, while ensuring that all DASANI bottles continue to be fully recyclable. New innovations include:

  • The debut of HybridBottle? The Coca-Cola Company’s first package in the United States to be made with a mix of up to 50 percent plant-based renewable and recycled PET material (PlantBottle TM and recycled PET plastic).  This innovation builds on the company’s decade of success with PlantBottle by adding recycled content alongside plant-based material to reduce the amount of virgin PET plastic used in the bottle (available nationally in 20-ounce bottles in mid-2020).
  • The expansion of package-less DASANI PureFill water dispensers with the addition of up to 100 PureFill units across the country beginning in fall 2019.  The additional units are an evolution of the successful Coca-Cola FreestyleTM platform, garnering more efficiencies and scale than the previous test version of PureFill by leveraging the proprietary Coca-Cola Freestyle technology.
  • The introduction of new aluminum cans (launching locally in the Northeastern United States this fall and expanding to other regions in 2020) and new aluminum bottles (available in mid-2020).
  • Continued “light-weighting?across the DASANI package portfolio to support overall efforts to reduce the amount of virgin PET plastic procured by the Coca-Cola system.
  • The addition of ?/b>How2Recycle?/b> labels to all DASANI packages to help educate and encourage consumers to recycle after use (rolling out starting this fall).

“Today’s announcement is the largest sustainability initiative in the history of the DASANI brand,?said Lauren King, Brand Director, DASANI. “It’s rooted in providing sustainable options for our consumers, while doubling down on our commitment to minimize our impact on the environment. Over the last decade we’ve been on a journey to make DASANI more sustainable through new package design and innovation, and we are now accelerating these efforts in support our company’s ambitious goals to significantly reduce packaging waste around the world by 2030.  While there is no single solution to the problem of plastic waste, the additional package and package-less options we are rolling out today mark an important next step in our effort to provide even more sustainable solutions at scale.?/p>

DASANI has been at the forefront of sustainable innovation since 2009 with the launch of the first fully recyclable bottle made partially from plants (PlantBottle). In 2018, the brand continued its sustainability journey by becoming the first major water brand to debut a package-less water dispensing unit with DASANI PureFill.  Earlier this year, The Coca-Cola Company expanded access to the PlantBottle IP to encourage industry-wide adoption of PlantBottle.

“Designing our packages to reduce the amount of raw materials used and incorporating recycled and renewable content in our bottles to help drive a circular economy for our packaging is an important part of our commitment to doing business the right way,?said Sneha Shah, Group Director, Packaging Innovation, Coca-Cola North America. “We are working diligently to continually reduce our overall environmental footprint through smarter package design, procurement of recycled and renewable materials while continuing to deliver exceptional consumer experiences.?/p>

DASANI’s actions focus on testing and piloting multiple ways to deliver products that fit consumers?preferences and behaviors as they seek more sustainable solutions in their everyday lives. DASANI currently plans to remove the equivalent of 1 billion virgin PET bottles from its U.S. supply chain in the next five years and will continue to look to expand these efforts.

More information about DASANI’s sustainability journey and product innovations will continue to be updated on The Coca-Cola Company’s website as well as on DASANI brand social channels.

About World Without Waste

In 2018, The Coca-Cola Company announced a bold and ambitious goal: to create a World Without Waste by helping to collect and recycle the equivalent of a bottle or can for each one it sells by 2030; to significantly increase the amount of recycled materials it uses in its products to an average of 50 percent by 2030; and to make all of its packaging recyclable by 2025. To do this, Coca-Cola is redesigning and rethinking its packaging, and working to help increase recycling collection rates by simplifying the recycling ecosystem and inspiring consumers by illustrating the potential good that can be created from a recycled bottle or cans.  For more information, http://www.pangen1.net.cn/stories/world-without-waste

About The Coca-Cola Company

The Coca-Cola Company (NYSE: KO) is a total beverage company, offering over 500 brands in more than 200 countries and territories. In addition to the company’s Coca-Cola brand, our portfolio includes AdeS, Ayataka, Costa, Dasani, Del Valle, Fanta, Georgia, Gold Peak, Honest, innocent, Minute Maid, Powerade, Simply, smartwater, Sprite, vitaminwater and ZICO. We’re constantly transforming our portfolio, from reducing sugar in our drinks to bringing innovative new products to market. We’re also working to reduce our environmental impact by replenishing water and promoting recycling. With our bottling partners, we employ more than 700,000 people, helping bring economic opportunity to local communities worldwide. Learn more at Coca-Cola Journey at www.pangen1.net.cn and follow us on Twitter, Instagram, Facebook and LinkedIn.

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Innovation Gurus Unbottle DASANI’s Sustainable Packaging Breakthroughshttp://www.pangen1.net.cn/stories/innovation-gurus-unbottle-dasanis-sustainable-packagingDASANI today announced a series of sustainable packaging breakthroughs that will help remove the equivalent of 1 billion virgin PET plastic bottles from the Coca-Cola supply chain over the next five years in support of the company’s global “World Without Waste?vision. In addition to introducing ...Mon, 12 Aug 2019 20:11:00 GMThttp://www.pangen1.net.cn/stories/innovation-gurus-unbottle-dasanis-sustainable-packaging2019-08-12T20:11:00ZDASANI today announced a series of sustainable packaging breakthroughs that will help remove the equivalent of 1 billion virgin PET plastic bottles from the Coca-Cola supply chain over the next five years in support of the company’s global “World Without Waste?/a> vision.

In addition to introducing aluminum cans and resealable aluminum bottles, and ongoing efforts to lightweight its entire packaging portfolio, America’s leading mainstream water brand will roll out HybridBottles?made with a mix of up to 50% plant-based, renewable material (PlantBottle) and recycled PET (rPET).

“We’re leveraging our decade of investment in leading-edge PlantBottle technology while reducing virgin plastic from our supply chain,?said Sneha Shah, group director, packaging innovation, Coca-Cola North America. “These innovations signal our commitment to incorporating recycled and renewable content to help drive a circular economy.?/p>

The cross-functional Technical Innovation & Stewardship team designed and developed the HybridBottle at Coca-Cola’s new Corporate Packaging Engineering Technology Center outside Atlanta, using rapid prototyping to speed the R&D process. The 20-oz. package ?which will be available nationally in mid-2020 ?builds on DASANI’s decade of success with PlantBottle, adding recycled content to plant-based material to reduce the amount of virgin PET plastic used in the bottle. HybridBottles ?the first of their kind in the United States ?contain up to 30% rPET, 21% PlantBottle and 49% virgin PET. Innocent uses similar packaging technology in Europe.

Coca-Cola North America is bringing on six new rPET suppliers in 2019 to ensure consistent quality and performance of food-grade material sourced for use in the HybridBottles. Decontamination processes can vary by supplier, which can impact uniformity.

“We’re taking a strategic approach to procure rPET from suppliers located in close proximity to our processing plants, with the goal of reducing our total carbon footprint,?Shah added. “We take an end-to-end sustainability approach to packaging design.?/p>

The agile R&D process powering the HybridBottle technology speaks both to The Coca-Cola Company’s growth mindset ?which equally prioritizes speed and quality ?and commitment to its ambitious World Without Waste goals. “We’re aligned as a system on integrating sustainability into our brand plans, and moving quickly and taking bold steps with our business, consumers and planet in mind,?Shah said.

Notably, the company is simultaneously building out the HybridBottle supply chain and commercialization plan.

“That’s new for us,?Shah added. “In the past, we would have finalized the entire value chain before going to market.?/p>

The idea of re-using packaging materials like PET and aluminum resonates with consumers, said Shah, who spent eleven years in various packaging roles at General Mills and Avery Dennison before joining Coca-Cola in 2015.

“People are demanding transparency across the consumer products value chain and rewarding brands do right thing when it comes to sustainability. We know we have to continue to do more, but these trends unlock an opportunity for us.?/p>

DASANI PureFill 2.0: Package-Less Innovation

DASANI also is expanding its package-less PureFill water dispensing platform with the addition of up to 100 units across the country beginning in fall 2019, leveraging proprietary Coca-Cola Freestyle technology.

The PureFill concept ?which provides bottle-toting passers-by with free, ultra-filtered DASANI water and the option to add flavors and/or carbonation for a small fee ?emerged in 2017 during an internal “Shark Tank?style workshop hosted by Coca-Cola North America R&D. A cross-functional team of Coke employees led the design, development and commercialization of the hydration hub, which was built using existing fountain parts and piloted on college campuses across the U.S.

The pieced-together prototype worked well for the initial pilot, but the PureFill promise eventually outgrew its bespoke roots. The next generation of DASANI PureFill is a customized version of the Coca-Cola Freestyle dispenser, which reinvented the beverage fountain experience in 2009 by offering an unprecedented array of choices in a fun, interactive format. The touchscreen-operated machine uses “micro-dosing?technology to deliver nearly 200 drink options.

“It’s a natural progression,?explains Chris Hellmann, VP and general manager, Coca-Cola Freestyle. “We were able to create a DASANI-branded, occasion-based solution with the personalization and user experience Freestyle fans have come to expect ?all with minimal re-engineering.?/p>

More than 52,000 Coca-Cola Freestyle units pour 14 million drinks per day in restaurants, cinemas, convenience stores, amusement parks and other locations across the U.S. and a handful of other countries.

“Over the last decade, we’ve worked to apply the fundamentals of Freestyle ?great beverage quality, unmatched variety and an engaging experience ?to smaller prototypes,?Hellmann said.

Coca-Cola Freestyle 3100, for example, is a self-contained countertop unit tailored for space-constrained restaurants in Europe. “It’s about the size of a microwave, but it delivers a chilled sparkling or still beverage and offers 35 to 45 beverage choices,?Hellmann said. “The beauty of our micro-dosing technology is the ability to provide choice with highly concentrated ingredients. All the outlet needs is power and water.?/p>

DASANI PureFill will leverage the Freestyle 3100 design for added personalization in a more compact footprint on college campuses, workplaces and recreation destinations across the country beginning this fall.

“The technology is ripe for the marketplace, but we continue to refinethe long-term consumer value proposition and commercial strategy,?Hellmann said. “Rather than wring our hands for six months and to get everything perfect, we’ve made the decision to quickly test, learn and iterate.?/p> ]]>DASANI Boosts Sustainability Credentials With Launch of Recyclable, Reusable and Package-less Innovationshttp://www.pangen1.net.cn/stories/dasani-boosts-sustainability-credentialsBlue is the new green. DASANI ?a brand that has been at the forefront of sustainable innovation since debuting PlantBottle? the first fully recyclable PET bottle made partially from plants ?today previewed a pipeline of packaging breakthroughs that will remove at least 1 billion virgin PET pla...Mon, 12 Aug 2019 20:05:00 GMThttp://www.pangen1.net.cn/stories/dasani-boosts-sustainability-credentials2019-08-12T20:05:00ZBlue is the new green.

DASANI ?a brand that has been at the forefront of sustainable innovation since debuting PlantBottle? the first fully recyclable PET bottle made partially from plants ?today previewed a pipeline of packaging breakthroughs that will remove at least 1 billion virgin PET plastic bottles from its supply chain over the next five years.

America’s leading mainstream bottled water brand will roll out a next-generation lineup of recyclable, reusable and package-free options ?anchored by the first-ever HybridBottle?in the U.S. made with a mix of up to 50% plant-based, renewable material (PlantBottle) and recycled PET (rPET). These 20-oz. bottles will launch nationwide in mid-2020 and will include on-pack messaging educating people about HybridBottle technology and encouraging them to recycle.

DASANI also will introduce aluminum cans this fall in the Northeast and expand to other regions in 2020; aluminum bottles in several cities in mid-2020; and up to 100 DASANI PureFill water dispensers leveraging Coca-Cola Freestyle technology starting this fall. Additionally, the brand will continue to lightweight its packaging to reduce the amount of virgin PET plastic sourced by the Coca-Cola system.

While many of these technologies have been building over several years, the multi-faceted commitment went from ideation to execution in just under a year. The nimble, multi-disciplinary effort is a testament to The Coca-Cola Company’s commitment to build a culture of iterative innovation and smart risk-taking.

“I’ve never been in so many meetings where all the answers were ‘yes?and everyone nodded their heads,?recalls Lauren King, brand director, DASANI. “Collectively, we agreed right away that these innovations make sense not only from a sustainability perspective, but also from a business perspective. They’re the right thing to do for our brand, the environment and the bottom line.?/p>

The innovations support The Coca-Cola Company’s global World Without Waste goals to make 100% percent of its packaging fully recyclable by 2025 and to produce bottles and cans with an average of 50% recycled material by 2030.

We spoke with King, who assumed leadership of the DASANI business a year ago after stints on the Diet Coke, Coke Trademark and FUZE and Peace brand teams, to learn more about the platform and its potential to help build a circular economy where all bottles and cans are collected, recycled and reused.

Why is DASANI the right brand in Coke’s portfolio to introduce this sustainable packaging platform?

This journey really started in 2009 with the PlantBottle rollout. Over the last decade, DASANI has become a water brand that stands for sustainability, therefore, is a natural candidate to continue to lead the way. The credibility we’ve earned through our leadership in this space empowers us to continue the conversation in an authentic way. Our consumers expect us to be out in front, which is both a great honor and a great responsibility. Purity and enhanced minerals for taste are important table stakes for DASANI, of course, but our key differentiator is our commitment to sustainability through packaging design and innovation.

What trends inspired this series of innovations?

First, growing consumer expectations that companies and brands should help contribute to a better world. Second, the public’s desire for customization and the ability to enjoy the beverages they want, where they want them, and in convenient and sustainable packaging. Third, they want beverages that support a healthy lifestyle. We translated these trends into our strategy, recognizing a great opportunity to double down on the equity built over the last decade. We have an authentic story to tell, thanks to our history with PlantBottle.

What impact has PlantBottle had on the brand, and how did those learnings inform this next chapter?

When DASANI introduced PlantBottle, the brand was at a real inflection point after 10 years on the market (DASANI launched in 1999). PlantBottle helped differentiate DASANI in a very competitive and crowded category, and ultimately become a billion-dollar brand. We gained ?and regained ?retail and foodservice customers after introducing PlantBottle, and saw boosts in both consumer purchase intent and overall credibility. It became a powerful case study of the importance of sustainability to this brand.

We’re facing a similar inflection point today as our company works to achieve ambitious goals to give our packages second and third lives, and to reduce packaging waste overall in support of our global World Without Waste goals.   Everyone, including us, is committed to reducing waste and boosting recycling given the serious issue of plastic waste in our waterways and in our communities. Now’s the time to make major innovations like the ones we’re announcing today to ensure we can continue to growth the DASANI brand responsibly over the next 10 years and beyond.

This is a multi-faceted announcement. Why reveal everything at once?

We believe we need to take several actions across multiple channels to clearly demonstrate to the market our commitment to renewables. Given the fact that DASANI is the country’s number-one mainstream water brand, we can quickly help bring scale to increasing demand for recycled PET. We also don’t believe there is a single solution to the problem of plastic waste. We believe in piloting multiple sustainable solutions to give people options that support their changing behaviors, preferences and passions.

Or no vessel at all. What inspired DASANI PureFill 2.0?

PureFill started by imagining what the DASANI experience could look like without packaging. With more and more people carrying around refillable water bottles for on-the-go hydration, we have to deliver value to a new set of on-the-go water consumers. PureFill provides chilled, ultra-purified DASANI water with the ability to add bubbles and flavors. By moving to the Coca-Cola Freestyle platform, we hope to scale the PureFill experience more efficiently than we did in our initial test phase.

How did the HybridBottle concept come to be?

It came down to two primary steps: Working with our R&D team to develop this packaging technology, and exploring the availability of recycled PET. It's remarkable how quickly we were able to turn on such a groundbreaking innovation. We briefed the team in May, had working prototypes in July, and will be in the market nationally in less than a year.

How is this a reflection of the company’s entrepreneurial mindset?

Our culture has helped us break free of the idea that everything has to be a home run on the first shot. PureFill, which launched in 2017, is a great example. It was built with off-the-shelf equipment parts, and the company agreed up front that it didn’t need to be perfect right away. We knew we wanted to get it in front of consumers to test the concept and gather insights before moving to a 2.0 version. And that’s what we did.

Another first for the brand is the introduction of aluminum cans and bottles ?something we’re seeing more and more of in other beverage categories.

Indeed. Sales of wine in aluminum cans were up significantly in 2018. This is a great example of how categories not traditionally associated with aluminum packaging are embracing this material. Craft beer is another example. And, perhaps most relevant, more than 40% of sparkling water in the U.S. is sold in aluminum cans. From our testing, we’ve found that DASANI tastes great in a can or a bottle and provides another great option for consumers.

Is aluminum more sustainable than plastic?

Both PET plastic and aluminum have various environmental benefits. Most important, they are both fully recyclable and, when collected and recycled, can be remade into new cans, bottles and many other valuable products. We have to continue to drive awareness that both PET and aluminum are valuable, and we want the material back.

The sustainability benefits ?and support of the company’s World Without Waste goals ?are clear. Why is this a smart business move?

Anything we do from a sustainability point of view has to contribute to the bottom line. The work we’ve done to lightweight our half-liter bottle ?which accounts  for the majority of DASANI sold in the U.S. ?is a true win-win, for example. We’re planning to take 20 to 30% of the gram weight of plastic out of that bottle while maintaining its rigidity of how it feels in your hand. And it takes unnecessary costs out of our system.

How important is marketing and messaging?

Incredibly important, especially when you consider the fact that HybridBottles will look and feel the same as our traditional 20-oz. PET bottles made with up to 30% plant-based material. Our packaging delivers billions of impressions each year and is, by far, our most valuable communications asset. We are updating our graphics to prominently feature HybridBottle branding, explain how these bottles are made, and how they can be recycled. We will also communicate via the DASANI website and social media and digital channels, including a tracker of how many virgin PET bottles these efforts are taking out of our supply chain. Combined, these will help solidify our story and hopefully inspire action. And while we of course want to be number-one, we want a vibrant category. We welcome competition, because when our peer brands join us on this journey, they bring more attention to our platform and, ultimately, to the impact we can all have over the long run.

Your role is a complex one that touches branding, marketing, manufacturing, supply chain, packaging, customer/commercial and more. What excites you most about the opportunity you and your team have to continue to build the brand’s legacy of sustainable innovation?

We’re humbled to guide our brand and company on this path, and to contribute to the DASANI story and what it means in the minds of consumers. Because of our brand’s scale, we have the ability to make a big impact through relatively small changes. And the opportunity to take our journey a step further ?and the potential of what we can explore in the future ?is incredibly exciting.

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The Coca-Cola Company to Participate in Barclays Global Consumer Staples Conferencehttp://www.pangen1.net.cn/press-center/press-releases/the-coca-cola-company-to-participate-in-barclays-global-consumer-staples-conferenceATLANTA, Aug. 8, 2019 ?The Coca-Cola Company today announced that President and Chief Operating Officer Brian Smith and Chief Financial Officer John Murphy will present on Sept. 5 at 9:45 a.m. ET at the Barclays Global Consumer Staples Conference in Boston. The company invites investors to join ...Thu, 08 Aug 2019 20:04:00 GMThttp://www.pangen1.net.cn/press-center/press-releases/the-coca-cola-company-to-participate-in-barclays-global-consumer-staples-conference2019-08-08T20:04:00ZATLANTA, Aug. 8, 2019 ?The Coca-Cola Company today announced that President and Chief Operating Officer Brian Smith and Chief Financial Officer John Murphy will present on Sept. 5 at 9:45 a.m. ET at the Barclays Global Consumer Staples Conference in Boston.

The company invites investors to join a webcast of the event at www.pangen1.net.cn/investors. A downloadable file, as well as a transcript, will be available within 24 hours after the event on the company’s website.

About The Coca-Cola Company

The Coca-Cola Company (NYSE: KO) is a total beverage company, offering over 500 brands in more than 200 countries and territories. In addition to the company’s Coca-Cola brand, our portfolio includes AdeS, Ayataka, Costa, Dasani, Del Valle, Fanta, Georgia, Gold Peak, Honest, innocent, Minute Maid, Powerade, Simply, smartwater, Sprite, vitaminwater and ZICO. We’re constantly transforming our portfolio, from reducing sugar in our drinks to bringing innovative new products to market. We’re also working to reduce our environmental impact by replenishing water and promoting recycling. With our bottling partners, we employ more than 700,000 people, helping bring economic opportunity to local communities worldwide. Learn more at Coca-Cola Journey at www.pangen1.net.cn and follow us on Twitter, Instagram, Facebook and LinkedIn.

The fairlife] brand is owned by fairlife LLC, our joint venture with Select Milk Producers Inc. Products from fairlife are distributed by our company and certain of our bottling partners.

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Breaking Bad Biases: Dr. Steve Robbins on the Power of Inclusion and Mindful Engagement in the Workplacehttp://www.pangen1.net.cn/stories/breaking-bad-biases-dr-steve-robbins-on-the-power-of-inclusion-and-mindful-engagement-in-the-workplaceDr. Steve Robbins is widely known as a diversity expert, but the consultant, motivational speaker and author is not entirely comfortable with the title. He considers himself more of an “experienced student of human behavior,?he says. His life experiences and academic background in communication ...Mon, 05 Aug 2019 13:08:00 GMThttp://www.pangen1.net.cn/stories/breaking-bad-biases-dr-steve-robbins-on-the-power-of-inclusion-and-mindful-engagement-in-the-workplace2019-08-05T13:08:00ZDr. Steve Robbins is widely known as a diversity expert, but the consultant, motivational speaker and author is not entirely comfortable with the title.

He considers himself more of an “experienced student of human behavior,?he says. His life experiences and academic background in communication science, social psychology and cognitive neuroscience serve as the foundation of his talks, writings and education and trainings on inclusion.

Dr. Robbins, who consults with multinational companies and organizations around the world on diversity and inclusion-related topics, spoke with us before leading a workshop on “Breaking Bias?at The Coca-Cola Company’s headquarters in Atlanta.

What is your definition of diversity and inclusion?

Diversity is when you have more than one person in the room. Inclusion is the condition where “insider-ness?is maximized and “outsider-ness?is minimized. Inclusion is not the absence of exclusion; it is the intentional and deliberate acts undertaken to ensure others have a sense of belonging.

Here at Coca-Cola, gender diversity and women’s empowerment are key business priorities. And we know that in order to continue improving in these areas, we need to foster an environment where everybody feels included. What are some tangible steps each of us can take to be more mindful and intentional about inclusion and valuing others?

Few people wake up in the morning and say to themselves, “I hope I get the chance to exclude somebody today.?For most people, it’s very unintentional and mindless. So to battle that mindless type of unintentional intolerance, you have to become more mindful.

There are three R’s of Mindful Engagement. The first is Recognition, which is the practice of self-awareness. Are you even aware of your own thoughts or your own emotions when you encounter somebody or some idea? Because whether you’re aware of them or not, they influence what you say and do next. So if somebody says something you don’t like, and you get angry but you don’t recognize your anger, you still act out of anger. If you don’t have good self- awareness, you will have a low emotional intelligence quotient.

The second is Reflection. Do you pause to reflect? When pausing, do you think about your options for action there? If you don’t pause, your ancient brain would only give you one option based on what it did last time. But if you pause, your modern brain can come online and say, “I have option one, but I also have two and three that might work.?It doesn’t guarantee that you choose the right option, but at least you give yourself more options. So it’s the practice of pausing to give your modern brain the chance to get online. As I like to say, think of your ancient brain as the Hulk. And your modern brain is Dr. Banner.

The third R is Response. The practice of responding from a positive stance, with positive intent. Here’s the key: Does your response elevate the group and not just yourself? The brain has an uncanny ability to be selfish. It takes effort to think of the group rather than yourself. You may have to sacrifice self-gratification for group health. The best leaders will not take credit for what the group did.

In your sessions, you talk about ancient brain vs. modern brain. Can you explain the concept?

Our “ancient brain?is mindless and reactionary; it was designed for its own set of purposes. Once your brain finds a pattern, it locks in and stops thinking critically. When you use your ancient brain, which typically kicks in immediately, you are much more mindless and end up taking shortcuts to conserve energy. We spend about 70 to 80% of our time each day in our ancient brain. This isn’t necessarily bad because your ancient brain can do lots of things that help you to be efficient. But nowadays, we live in a very modern world where our society asks us to use our “modern brain?more. Our modern brain is much more mindful and thoughtful and was designed to think through and analyze things.

Why do you think gender bias is so hard to identify and prevent?

Because insiders tend to believe everything is fair and equal. They don’t consider what it’s like to be an outsider... because they don’t have to. Insider privilege is whenever we’re the home team, so to speak. When you have privilege, you don’t recognize what outsiders face. You think they face the same things you do, or you don’t put much thought into it. The example I give that’s kind of innocuous is that in our world, right-handers are the insiders. If you’re right handed, everything is kind of built for you. Until we’re put in a position to consider what it’s like to be left-handed, we don’t consider what left-handers go through. So all the things that make our lives easier as right-handers make other people’s lives harder as left-handers. We don’t think of that. We are not cognizant. And that’s how privilege works.

When it comes to gender, we males go, “Everything’s fair, right? Those women just have to work as hard as I do? We don’t consider that there are other obstacles and hurdles women face. That we, with the power and ability to create the environment we want to operate in, didn’t build hurdles for ourselves. Insiders generally don’t do that.

What do you think is the inflection point to move faster on gender diversity?

The inflection point is when a critical mass of men or people with power recognize that there is an issue. And then, do they make it personal? When they see gender inequality or gender imbalance, do they think of their wife, girlfriend or daughter? Because until you put a face on inequality and injustice, you’re only in it for so long. You get passionate about it when it becomes personal and there is that emotional connection.

You’ve said that people have a hardwired bias to be cautious and skeptical about people, places and things with which we are unfamiliar. Is that true for everyone?

It is built-in, but you can overcome it. Your brain hates uncertainty. Your brain hates ambiguity. Because uncertainty and ambiguity raise the probability that something bad will happen. You don’t know what’s going to happen, so your brain is always trying to find patterns and fill in the blanks. It’s hard-wired in us...it has allowed us to stay alive. And it’s still in us.

What are our most basic human needs, and what happens when these needs are not met? How does this translate to the workplace?

Belonging and psychological safety are our greatest needs. The brain is hard-wired to belong. Research has shown that when someone feels excluded or isolated, their brain’s physical pain receptors actually light up, and that sets off alarms in your brain and parts of your body. You don’t experience it like being slapped, but the same circuitry lights up. An inclusive workplace frees people’s cognitive resources and energy to put into the skills they have. Otherwise, we’re using up a lot of that energy dealing with being outsiders, and we have less energy to do the work we already know how to do.

Can you explain the ‘insider vs. outsider?lens?

An outsider longs to be part of a group, or is supposed to be part of a group, but the group doesn’t let them in physically, psychologically... or both. Insider versus outsider is the root of every diversity problem. All of us have experienced both conditions. Each one of us knows what it’s like to be an insider, and each one of us knows what it’s like to be an outsider. From a neuroscience perspective, insider versus outsider is the first judgement your brain makes about a person when you encounter them. Is she inside or outside? Is she part of my tribe or not? That first initial decision ?which your ancient brain makes ?has a huge impact on the subsequent ways you think about that person. Insiders and outsiders can do the same things, but we have the great tendency to give the insider the benefit of the doubt while we criticize the outsider. We have a positive bias towards the insider.

What steps can those who feel like outsiders on their own teams take?

Find an insider who is sympathetic to their situation and create a relationship with them. Because realistically, it’s the insiders who make the final decision whether or not to let you in. You can’t force yourself in. So find someone who will vouch for you and say, “I know this person. Let’s invite them and at least give them a chance.?/p>

You teach the unique concept of ‘unintentional intolerance? What is it, and how does it work?

We live life rather mindlessly ?78% of our working days. Our awake time is rather mindless. The patterns we follow generally end up benefitting us. But often times, the things that benefit us insiders don’t benefit the outsiders. Most people we meet are very nice. They don’t intend to treat people poorly, but their actions can lead to a bad outcome for other people. I like to say that the word “nice?is an acronym for Not Inclined to Critically Examine. We don’t critically examine what’s in our head, our environment, people in our environment. We tend to do things that are natural to us that may have negative effects on other people.

How we can practice open-mindedness?

Be really present and pay close attention to other people when they are talking. When you encounter someone who has different ideas, thoughts and beliefs than you, ask yourself: “What journey do they walk? What journey do I walk? And why am I so certain that I’m right??It’s just a practice that leads to better understanding. It doesn’t mean you have to agree with them. You just have to try to understand where they are coming from. You have to step out of your comfort zone. That’s vulnerability. Another big piece leaders don’t talk about is humility. Humility sounds like a weakness, but it’s actually a strength. Let’s say you have two leaders who deliver the exact same types of results. Would you rather follow one who’s arrogant, or one who’s humble? The humble leader! Because around a humble leader, you feel valued. 

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Coke Bottles to Sport College and Pro Football Logos This Fallhttp://www.pangen1.net.cn/stories/coke-bottles-to-sport-college-and-pro-football-logos-this-fallOne of the most successful campaigns in Coca-Cola history is shifting seasons in 2019 to tap into one of America’s deepest passions: football. That’s right: Share a Coke is hitting the gridiron this fall by featuring nearly 60 college and professional football team logos on 20-oz. bottles of Coca...Tue, 30 Jul 2019 13:22:00 GMThttp://www.pangen1.net.cn/stories/coke-bottles-to-sport-college-and-pro-football-logos-this-fall2019-07-30T13:22:00ZOne of the most successful campaigns in Coca-Cola history is shifting seasons in 2019 to tap into one of America’s deepest passions: football.

That’s right: Share a Coke is hitting the gridiron this fall by featuring nearly 60 college and professional football team logos on 20-oz. bottles of Coca-Cola and Coke Zero Sugar. Football-related nicknames like “Squad,??1 Fan,?“Pro?and “Legend?also will appear on a variety of packages like 7.5-oz. mini cans, 12-oz. cans, 1.25-liter, 1.75-liter and 2-liter bottles of Coca-Cola and Coke Zero Sugar. The campaign runs from Aug. 5 through Oct. 20, or while supplies last.

“We’re excited to give consumers the opportunity to share some team spirit when they Share a Coke this football season,?said Oana Vlad, director, Coca-Cola Trademark. “We hope to unite friends, fans and even rivals through the power of Share a Coke.?/p>

But not to worry: Mascots are not replacing monikers. More than 950 of the most popular first and last names in the U.S. will once again appear on select packages of Coke and Coke Zero Sugar. Fans also can visit CokeStore.com to purchase team logo or personalized 8-oz. glass bottles of Coca-Cola, Diet Coke and Coke Zero.

For the last five summers, Share a Coke has become a seasonal pastime ?along with baseball games, backyard barbecues and family reunions ?as Americans seek out bottles with their names or the names of friends and loved ones. And every year since 2014, the brand team has introduced new innovations and surprise-and-delight experiences to keep fans coming back ?from adding more brands and names on more packages (including tie-ins with passion points like NCAA March Madness and the FIFA World Cup), to launching an e-Commerce site (ShareaCoke.com) where fans can order custom glass bottles, to introducing a first-ever sticker label, to finding fun ways to weave music into the campaign.

Share a Coke college football bottles debuted on Cokestore.com in 2017 based on a successful March Madness promotion earlier that year.

“Throughout our Share a Coke journey, we’ve constantly challenged ourselves to evolve and offer new ways to engage and connect fans,?Vlad said. “As we continue to reinvent what the Share a Coke experience can be, we’re leaning into what our fans love most. While the campaign has been a summer rite of passage, it’s not a seasonal concept ?it’s a powerful, evergreen idea about sharing special moments over an ice-cold Coke. And when you consider that football is both one of America’s biggest passion points and top times of year for enjoying a Coke, the decision to bring Share a Coke to life through the lens of football was a natural one.?/p>

Share a Coke will play a prominent role in the brand’s longstanding partnership with ESPN College GameDay. Weekly GameDay broadcasts will feature authentic Share a Coke moments, shareworthy content and fun experiences to delight fans at home, online or in the stadium. For example, 50 passionate fans at each GameDay host site will be hand-picked to get the VIP treatment ?and stay cool and refreshed with an unlimited supply of ice-cold Coke.

Fans also can unlock local football-themed experiences to share with friends or family by scanning the Sip and Scan?icon on Coca-Cola packaging and limited-edition fountain cups at participating McDonald’s restaurants.

This year’s Share a Coke campaign also is the most localized yet. Packaging with college and pro logos will appear prominently in their home markets. Customized out-of-home, digital and radio creative will target hometown fans, too, supporting a national TV commercial debuting at the start of football season. The lighthearted campaign will celebrate the highs and lows of rooting on your favorite teams throughout the football season.

Pulling off such a regionalized program required several supply chain innovations ?including developing custom labels with codes identifying correct team logos in each market before producing and shipping the product.

“Shifting from a national to a hyper-local approach is incredibly complicated and could only happen with the partnership of our bottlers,?Vlad added. “Last summer we made the decision, together as a system, that Share a Coke would be our biggest push for 2019. Collectively, we believe in the power of our football assets at the local level.?/p>

Share a Coke was first introduced in Australia in 2011. Since then, the company has helped people Share a Coke ?and special moments of togetherness ?in more than 100 countries worldwide.

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Global Women’s Leadership Council Chair Focused on Driving Impact and Awareness of Coca-Cola Women’s Empowerment Workhttp://www.pangen1.net.cn/stories/global-womens-leadership-council-chair-focused-on-driving-impactAs president of The Coca-Cola Company’s Central and Eastern Europe (CEE) Business Unit, Lana Popovic leads a diverse territory of 26 countries spanning from Russia to Italy. Women represent 60% of the CEE Business Unit workforce, which is driven by a gender-balanced leadership team. With this pro...Mon, 29 Jul 2019 14:34:00 GMThttp://www.pangen1.net.cn/stories/global-womens-leadership-council-chair-focused-on-driving-impact2019-07-29T14:34:00ZAs president of The Coca-Cola Company’s Central and Eastern Europe (CEE) Business Unit, Lana Popovic leads a diverse territory of 26 countries spanning from Russia to Italy.

Women represent 60% of the CEE Business Unit workforce, which is driven by a gender-balanced leadership team. With this proof point, the 18-year Coca-Cola veteran is well-equipped to chair the company’s Global Women’s Leadership Council (GWLC), which since 2008 has shaped strategies to develop and advance female talent, and ensure gender balance across the organization.

The council, which works directly with The Coca-Cola Company's Diversity & Inclusion office, is comprised of 15 senior executives ?10 women and five men ?who share a passion for diversity and the development of the company’s future leaders. Their mission? To advise and counsel Chairman and CEO James Quincey and his executive leadership team on strategies to accelerate the development and movement of female talent into roles of increasing responsibility and influence, and to ensure that the company is 50% driven by women. 

So far, their work is effective. Women today represent 34.7% of Coke’s senior leadership roles globally, up from 23% in 2008. The company’s mid-level pipeline is 44.8% women, up from 28% in 2008. In the first quarter of 2019, women accounted for half of all new hires. 

But despite this progress, Popovic says there’s more work to do. 

We spoke with her immediately after the last council meeting to get her take on the GWLC’s priorities.

What strategic initiatives are the GWLC focused on?

The work we do is only valid because of the efforts of previous councils. Since 2008, the council has set the path for us to continue this journey to demonstrate equal leadership, where Coke is 50% driven by women.

How do we get there? This year, we are advancing a strategic framework anchored in four “big bets”?sponsorship; mobility and experiences; storytelling; and bias awareness. In our last meeting, we reconfirmed our commitment to accelerate this work ?creating quick wins and challenging ourselves to find better and more transformational ways to share our progress. I left the meeting inspired by the council’s commitment to act quickly and create a meaningful impact on the organization. Our members are open to new ways of working and problem solving. We are putting the Coca-Cola associate at the center of our work, in addition to the executive leadership team and the Board. We’re committed to communicating our progress and impact ?because we have a great story to share!

What is your picture of success for the council?

I truly believe in constantly testing ideas, measuring, learning, adjusting and sharing quick wins. If we increase the pace at which we run this cycle, we’ll be able to course-correct more rapidly and accelerate towards our goal. I also want to open up our work to the organization so everyone can feel the impact of our efforts.

What excites you most as you assume leadership of the council?

I’ve admired the work of the council from afar for several years. I joined just over a year ago and got to see first-hand the great work the council does to develop women leaders and drive our business. Now, as chair, I get to do more. I see an opportunity to leverage my peer business unit president network and help translate the council’s thinking into action.

What inspires and motivates me is that I see an opportunity for fast action. I want to engage associates across the organization and help them understand both the value of this work and how an inclusive organization can make a difference in a growth organization. I’m a very informal and inclusive leader. I want to bring the work of the council down to earth and spread this interest and excitement to the full organization.

So driving awareness is priority one?

Awareness, yes, but also relevance. We want everyone to see the practical impact this work has on them as individuals ?and why it matters to them. One of the first things I will try to do is to identify early wins we can communicate to the organization to reinforce the council’s credibility. While we’re proud of our statistics and the progress we’re making, we need to do more than share numbers. We need to change the language, effectively communicate the “so what?and share a practical game plan with a focus on today and tomorrow. We’re working on how we can advance the council’s agenda in both the short and long term.

Storytelling is another key ?and related ?priority. The power of human stories cannot be underestimated. Highlighting the leadership journeys of women across the business helps inspire the next generation of leaders. I’m now president of the CEE Business Unit. This may be surprising to some because I started in marketing in a small Eastern European country: Croatia. I love the sea. People may also not know I’m a single mother. I love chips and Coke Zero Sugar. My story ?and the story of countless other leaders ?can show that regardless of your department, location or situation, you can grow and make a difference.

Does the council benchmark with companies? What have you learned?

Absolutely. Our eyes are open to best practices beyond Coca-Cola. We’ve accelerated our journey by looking outside to identify and learn from role model companies, who helped shape our four strategic priorities. This commitment to “outside-in?innovation helped us win the 2013 Catalyst Award.

When the GWLC was created in 2007, all members were women. Today, five male leaders are part of the team. Why?

Simply put, we’re more successful when we have balance. It’s about more than statistics. We’re a stronger organization when we embrace diversity ?not only in terms of gender, generations, race and other areas ?but also in diversity of thought. The inclusion of men has helped position the council less as an exclusive women’s club and more as a multifaceted team committed to achieve our strategic objectives. We’ve gotten clearer on our big bets, and our male peers are adding tremendous value to our discussions and strategies

How can all Coca-Cola employees champion gender equality?

Every associate has a role to play in championing gender equality. One of our growth behaviors is Inclusion, and we need to be intentional about creating inclusive environments at work where gender balance is something we all care because we understand and acknowledge the value it brings to our business.

We want to mirror the markets where we operate and reflect our consumers in our workforce. If this is part of our DNA, we can drive innovation and growth for the company and promote a sense of belonging for our associates.

Also, be open minded and conscious of our own bias. This simple action alone can help create more diverse teams and foster a more inclusive culture.

Finally, it’s not about men versus women or women versus men. It’s about providing fair opportunities to everyone because diversity and gender balance is not only good for our business; it also creates the right atmosphere for our teams to succeed.

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Our Actions and Way Forwardhttp://www.pangen1.net.cn/transparencyAt The Coca-Cola Company, we’ve continued our journey to be a more helpful and effective partner in efforts to address the serious problem of obesity around the world. Over the past three years, we’ve listened and learned from the public health community, our customers, associ...Fri, 26 Jul 2019 20:51:00 GMThttp://www.pangen1.net.cn/transparency2019-07-26T20:51:00ZAt The Coca-Cola Company, we’ve continued our journey to be a more helpful and effective partner in efforts to address the serious problem of obesity around the world. Over the past three years, we’ve listened and learned from the public health community, our customers, associates and our consumers to understand the most appropriate role we can play to support the fight against obesity in a way that is credible, transparent, and beneficial for everyone. We plan to continue this effort as we endeavor to meet the changing needs of our consumers and the communities we serve.

We have made the decisive shift to become a total beverage company and we are giving people around the world more of the drinks they want and how they want them ?whether that means less sugar, more natural sources, or organic. Because we agree that people should not eat or drink too much sugar, we are taking specific, meaningful actions, including introducing more low- and no-sugar brands globally, investing in sugar alternatives and continuing to expand the availability of smaller packages like mini-cans across our markets.

We launched about 600 new products in the past year. Of those, more than 250 were low- or no-sugar, and more than 400 were juices, teas, waters and other non-sparkling beverages. We’re also making reduced-sugar products more available through reformulation and we’re making our zero-sugar products taste even better and promoting them more.  Consumers are responding to the actions we’re taking and we continue to see strong growth in our zero-sugar portfolio as well as in smaller pack sizes.

In addition to the actions we are taking in the marketplace, we have implemented our guiding principles that define how we provide financial support for well-being partnerships and scientific research. As we follow these guidelines, we continue to have fewer items to disclose in our transparency report during each reporting period.

We remain committed to disclosing, at regular intervals, any financial commitments we make to health and well-being scientific related scientific research or partnerships that meet the criteria outlined in our transparency website. The updated report reflects investments in scientific research and partnerships from January 1, 2010 through December 31, 2018. You may view the updated report here.

We invite you to read more about the steps we are taking to fight obesity and help consumers reduce consumption of added sugars in our latest sustainability report.

 

VIEW ALL OF OUR FREQUENTLY ASKED QUESTIONS HERE

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Frequently Asked Questionshttp://www.pangen1.net.cn/transparency/transparency-faqAbout this Update: 1. What are you disclosing in this six-month update? As part of our ongoing journey to be a credible and effective partner in the important fight against obesity, we are sharing the sixth update to our financial report of our health and well-being related scientific resea...Fri, 26 Jul 2019 15:19:00 GMThttp://www.pangen1.net.cn/transparency/transparency-faq2019-07-26T15:19:00ZAbout this Update:

1. What are you disclosing in this six-month update?
As part of our ongoing journey to be a credible and effective partner in the important fight against obesity, we are sharing the sixth update to our financial report of our health and well-being related scientific research and partnerships. This update includes financial support from Jan. 1, 2010 through Dec. 31, 2018. This six-month update includes the following:

  • $812,400 in health and well-being related partnership activities.
  • $254,100 in health and well-being related research activities.
  • Our updated total investment in well-being related scientific research, partnership and health professional activities is $146.7 million for the reporting period from Jan. 1, 2010 to Dec. 31, 2018.

We will continue to disclose, at six month intervals, all relevant funding of well-being related research, partnerships and health professionals and scientific experts that meet the criteria identified in the transparency website.

2. Why are there fewer disclosures reported during this 6-month reporting period? 
If you’ve been following these reports, you’ll note that we continue to have fewer investments to disclose. This is due in part to the application of new guiding principles that we began to implement in early 2016. The new principles define how we will provide financial support for well-being related scientific research and partnerships. While our previous support of well-being related research produced scientifically valid results, we recognized an opportunity to avoid some of the questions that result when we are the sole provider of funding.

The new guiding principles serve as our roadmap for well-being scientific research and partnerships. While they do not replace our transparency reporting, we expect there will continue to be fewer activities in the future to report.

3. Does this mean that you will no longer need to report funding of well-being scientific research and third party engagement on your transparency website?
No, we will continue to provide regular updates on our funding of well-being scientific research and partnerships that meet the inclusion criteria outlined in the Transparency disclosure. We are evaluating all future investments in health and well-being related programs and research to ensure that any financial support provided is in accordance with our Guiding Principles.

4. How do the new guiding principles apply to funding for well-being scientific research and third party engagement?
The new guiding principles serve as our roadmap for well-being scientific research and partnerships. They define our engagement and ensure that our intentions are sufficiently clear and transparent. All future well-being related partnerships will be evaluated against the new guidelines.

5. Why do you still have some items in your disclosure list that are incongruent with the new guiding principles?
The application of these new guidelines across our organization began in 2016 and is ongoing. There may be items on the disclosure list that occurred prior to the implementation of our guiding principles. Those items are disclosed, as part of our ongoing commitment to disclosure at regular intervals, all funding of well-being scientific research and partnerships from Jan. 1, 2010 to Dec. 31, 2018 that meet our inclusion criteria on this website. This website is updated twice yearly.

6. Why do you continue to support research at all? 
The Coca-Cola Company is long-time supporter of education and we believe it is imperative to support the work of universities in ongoing scientific inquiry related to our beverages, ingredients and people’s health. However, we are evolving our approach to funding well-being scientific research and partnerships. In early 2016, we began to implement a set of new guiding principles to better define how our Company will provide financial support of well-being scientific research and partnerships. Under these new guidelines the Company will not provide, either directly or through a third party (such as a trade association), all of the funding for well-being scientific research. We will instead provide financial support for such research only if a non-Coca-Cola entity funds at least 50% of the cost.

For more information please visit, Guiding Principles

General Questions about Transparency

1. What is the purpose of this website? 
This website is critical for The Coca-Cola Company to transparently share its financial support of well-being scientific research, partnerships and health professional and scientific experts from Jan. 1, 2010- Dec. 31, 2018. While we have always been open about such funding, this website makes the information easily accessible and searchable. This site is updated every six months.

2. Why are you releasing this information?
We understand people have questions about our support of well-being related scientific research, partnerships and health professionals and scientific experts. We are committed to, and are delivering on, the actions highlighted in Muhtar Kent's August 20th, 2015 Op-Ed in the Wall Street Journal. This website aims to provide clarity and transparency. We update this site twice yearly.

3. What does the word “partnership?mean in this list?
For purposes of this list, we use the term ‘partnership?in reference to our relationships with U.S.-based organizations that have received funding from Coca-Cola North America (CCNA), or The Coca-Cola Company’s U.S. corporate headquarters to support health and well-being programs and communications activities conducted from Jan. 1, 2010 to Dec. 31, 2018.

4. Why did you develop guiding principles for research and partnership? 
We developed new guidelines to help us evaluate and define our support of well-being scientific research and third-party engagement. While our previous support produced scientifically valid research results, we recognized an opportunity to avoid some of the questions that result when we are the sole funder.

For more information, please click here.

5. When you publish your funding efforts on your website, what assurance do we have that the list is complete?
We have made a good-faith effort to disclose all funding that meets the inclusion criteria. If we have omitted something that meets those criteria, we will disclose it in one of our future updates, which we plan to provide twice yearly.

6. Why does Coca-Cola fund health and medical organizations? Will you stop funding these organizations going forward?
We provided funding to support such organizations through The Coca-Cola Foundation, The Coca-Cola Company and Coca-Cola North America because they create, execute and promote health and wellness advocacy programs that helped to strengthen local communities. We also provided funding to organizations that are focused on raising awareness and providing education to people about how to practice healthy, active lifestyles.

In early 2016, we began to implement a new set of guiding principles that better define how our Company will provide financial support of well-being scientific research and third-party engagement. Please click here for more information.

7. Do you expect the organizations that received financial support from Coca-Cola to endorse your products?
No. Funding is provided on an unconditional basis to support the mission and goals of the organization. 

 

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Coca-Cola Reports Continued Momentum in Second Quarter; Updates Full Year Guidancehttp://www.pangen1.net.cn/press-center/press-releases/coca-cola-reports-continued-momentum-in-second-quarterNet Revenues Grew 6%; Organic Revenues (Non-GAAP) Grew 6% Operating Income Grew 8%; Comparable Currency Neutral Operating Income (Non-GAAP) Grew 14% Operating Margin Was 29.9%; Comparable Operating Margin (Non-GAAP) Was 30.3%, Including the Impact from Currency Headwinds and Acquis...Tue, 23 Jul 2019 04:00:00 GMThttp://www.pangen1.net.cn/press-center/press-releases/coca-cola-reports-continued-momentum-in-second-quarter2019-07-23T04:00:00Z

Net Revenues Grew 6%; Organic Revenues (Non-GAAP) Grew 6%

Operating Income Grew 8%; Comparable Currency Neutral Operating Income (Non-GAAP) Grew 14%

Operating Margin Was 29.9%; Comparable Operating Margin (Non-GAAP) Was 30.3%, Including the Impact from

Currency Headwinds and Acquisitions

EPS Grew 12% to $0.61; Comparable EPS (Non-GAAP) Grew 4% to $0.63, Despite a 9% Currency Headwind

ATLANTA, July 23, 2019 ?The Coca-Cola Company today reported strong operating results in the second quarter of 2019, driven by consumer-centric innovation, solid core brand performance and improved execution in the marketplace. Reported net revenues and organic revenues (non-GAAP) both grew 6% through balanced volume and price/mix, with all operating segments contributing to organic revenue (non-GAAP) growth. The company continued to gain global value share. The company’s performance year-to-date led to an update in full year guidance.

"Our strategy to transform as a total beverage company has allowed us to continue to win in a growing and vibrant industry," said James Quincey, chairman and CEO of The Coca-Cola Company. "Our progress is positioning the company to create more value for all of our stakeholders, including our shareowners."

Highlights

Quarterly Performance

  • Revenues: Net revenues grew 6% to $10.0 billion. Organic revenues (non-GAAP) grew 6%. Revenue growth was driven by concentrate sales growth of 4% and price/mix growth of 2%.
  • Margin: Operating margin, which included items impacting comparability, was 29.9% versus 29.4% in the prior year. Comparable operating margin (non-GAAP) was 30.3% versus 30.6% in the prior year. Strong underlying operating margin (non-GAAP) expansion was offset by an approximate 185 basis point negative impact from currency headwinds and net acquisitions.
  • Earnings per share: EPS grew 12% to $0.61. Comparable EPS (non-GAAP) grew 4% to $0.63. Comparable EPS growth included the impact from a 9-point currency headwind.
  • Market share: The company continued to gain value share in total nonalcoholic ready-to-drink (NARTD) beverages.
  • Cash flow: Year-to-date cash from operations was $4.5 billion, up 68% largely due to strong underlying growth, working capital initiatives and the timing of tax payments. Year-to-date free cash flow (non-GAAP) was $3.7 billion, up 87%.

Company Updates

  • Driving sparkling: Strong performance for the quarter was driven by sparkling soft drinks, led by 4% volume and transaction growth in trademark Coca-Cola. Coca-Cola Zero Sugar continues to perform well, with a seventh consecutive quarter of double-digit volume growth globally. Quarterly performance was further driven by innovation, such as Coca-Cola Plus Coffee, and a modernized marketing strategy for today's consumers. The company reached a first-of-its-kind partnership with Netflix to temporarily bring back 1985’s New Coke for the July 4 debut of season 3 of the hit series "Stranger Things."
  • Growing coffee: During the quarter, the company launched the first-ever Costa Coffee ready-to-drink (RTD) chilled product in Great Britain, marking the first major introduction since Coca-Cola acquired Costa earlier this year. The company plans to roll out the product in additional markets in the second half of the year. The brand delivers an authentic coffee taste experience with 30% less sugar than most RTD coffees in Costa’s core market of Great Britain. The Costa Coffee brand is also expanding through a new agreement with Coca-Cola HBC AG. The agreement will address a broad range of consumer and customer needs across multiple channels and occasions, including roast and ground coffee, RTD offerings and vending. The bottler plans to introduce Costa Coffee in at least 10 markets in 2020.
  • Expanding energy: The first energy drink under the Coca-Cola brand launched in select European countries during the quarter. Coca-Cola Energy features caffeine from naturally derived sources, guarana extracts, B vitamins and no taurine, all with the great Coca-Cola taste and feeling that people know and love. The product has shown early signs of success. Coca-Cola Energy is now available in 14 countries, including recent launches in Japan, Australia and South Africa. The company expects to offer Coca-Cola Energy in 20 markets by the end of 2019, including Mexico and Brazil.
  • Lifting, shifting and scaling: Since the company's initial investment in the innocent business in 2009, the innocent team has taken the business from the #1 smoothie brand in the U.K. to the #1 chilled juice brand across Europe. The brand is now expanding into Asia for the first time through a targeted rollout, starting in Tokyo. Innocent is loved by consumers who want more functional and nutritional benefits in their daily diet, in addition to those who enjoy natural, delicious and healthy juices and smoothies.
  • Making progress in packaging: The company continues to make progress on its World Without Waste goals for recycling, recyclable packaging and the use of recycled materials, including these recent milestones:

- Bottlers worldwide continue to introduce more brands in 100% recycled PET (rPET) packaging. Recent launches include the green tea brand Hajime Ichinichi Ippon in Japan; the Romerquelle and Valser water brands in Austria and Switzerland, respectively; Viva water in the Philippines; and San Luis water in Peru. In Western Europe, 100% rPET bottles will be launched for smartwater, Chaudfontaine and Honest by the end of 2019.

- Coca-Cola Amatil and Coca-Cola Australia announced that 70% of all PET bottles in the market will be made from 100% rPET by the end of 2019.

- Coca-Cola European Partners and Coca-Cola Great Britain announced a switch from green to clear bottles for Sprite in their markets as a way to improve recycling. Other markets are making this change as well.

- Coca-Cola Beverages Philippines, the bottling arm of Coca-Cola in the Philippines, announced that it will lead the investment in a $19 million state-of-the-art, food-grade recycling facility that will collect, sort, clean and wash post-consumer recyclable plastic bottles and turn them into new bottles using advanced technology. It is    Coca-Cola’s first major investment in a recycling facility in Southeast Asia.

- Coca-Cola Vietnam led the launch of an industry-backed packaging recovery organization alongside other companies. The organization will initially focus on increasing recovery and recycling rates for three materials: PET, aluminum and Tetra Pak].

Notes

  • All references to growth rate percentages and share compare the results of the period to those of the prior year comparable period.
  • All references to volume and volume percentage changes indicate unit case volume, unless otherwise noted. All volume percentage changes are computed based on average daily sales, unless otherwise noted. "Unit case" means a unit of measurement equal to 24 eight-ounce servings of finished beverage. "Unit case volume" means the number of unit cases (or unit case equivalents) of company beverages directly or indirectly sold by the company and its bottling partners to customers.
  • "Concentrate sales" represents the amount of concentrates, syrups, beverage bases, source waters and powders/minerals (in all instances expressed in equivalent unit cases) sold by, or used in finished beverages sold by, the company to its bottling partners or other customers. In the reconciliation of reported net revenues, "concentrate sales" represents the percent change in net revenues attributable to the increase (decrease) in concentrate sales volume for the geographic operating segments and the Global Ventures operating segment (excluding Costa) (expressed in equivalent unit cases) after considering the impact of structural changes. For the Bottling Investments operating segment, this represents the percent change in net revenues attributable to the increase (decrease) in unit case volume computed based on total sales (rather than average daily sales) in each of the corresponding periods after considering the impact of structural changes. The Bottling Investments operating segment reflects unit case volume growth for consolidated bottlers only.
  • "Price/mix" represents the change in net operating revenues caused by factors such as price changes, the mix of products and packages sold, and the mix of channels and geographic territories where the sales occurred.
  • First quarter 2019 financial results were impacted by one less day as compared to the same period in 2018, and fourth quarter 2019 financial results will be impacted by one additional day as compared to the same period in 2018. Unit case volume results for the quarters are not impacted by the variances in days due to the average daily sales computation referenced above.

Tetra Pak] is a U.S. registered trademark of Tetra Laval Holdings & Finance S.A.

Download the full earnings release (PDF)

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Coca-Cola CFO Talks Progress, Priorities Following Strong Q2 Results http://www.pangen1.net.cn/stories/q-a-with-coca-cola-chief-financial-officer-john-murphyJohn Murphy took over as Coca-Cola’s chief financial officer on March 16. He’s held a host of roles in his 31 years with the company, from his early days as an auditor to leading operations in parts of Latin America to overseeing the vast Asia Pacific group. He’s a native of Ireland whose work ar...Mon, 22 Jul 2019 21:42:00 GMThttp://www.pangen1.net.cn/stories/q-a-with-coca-cola-chief-financial-officer-john-murphy2019-07-22T21:42:00ZJohn Murphy took over as Coca-Cola’s chief financial officer on March 16. He’s held a host of roles in his 31 years with the company, from his early days as an auditor to leading operations in parts of Latin America to overseeing the vast Asia Pacific group. He’s a native of Ireland whose work around the world has also included a range of different responsibilities, from strategic planning to finance to operations.

We asked John for a few thoughts about the company, including his top priorities as CFO.

How has Coca-Cola changed over time? And what’s unique about the company right now?

I think one of the reasons Coca-Cola has been so enduring for more than 130 years is we have always been willing to embrace change in the world around us ?and adapt to it. Our longtime CEO Robert Woodruff famously said, “The world belongs to the discontented.?I believe it is this mindset that has allowed us to stay relevant for such a long time.

Right now, under James Quincey’s leadership, the company and its bottling partners are embracing a new era of change. It is rooted in our Beverages for Life vision, which, simply put, has the aspiration for our system to become the most preferred option for every beverage occasion in nonalcoholic drinks. In other words, to become a total beverage company.

We’re also doing this with the goal of serving all stakeholders, not just shareowners. For example, we’re making steady progress with our World Without Waste initiative, which focuses on reducing packaging waste.

What have you learned from people inside and outside the company during your first few months as CFO?

When I talk about Beverages for Life, people understand what we mean and like where we’re going. They get the vision, and it doesn’t need a lot of explanation.

However, there’s often a “but?in these conversations. There are many questions and, at times, doubts about whether or not we can deliver. Can we expand our portfolio profitably? Are we able to be efficient and effective? Are we moving fast enough? The list is a long one! Nonetheless, I find this outside-in provocation very healthy, as it helps us focus on what really matters.

I think we’re moving in a good direction, but we’ve got a lot to do to meet the high expectations we have for ourselves and that others have for us. This will take the right people and the right culture in our organization. It’s going to require us to step up and, above all else, it requires much sharper line-of-sight up and down the organization on those things that really create value that can be sustained over time.

What are your main financial priorities?

I have five priorities. The first is that we continue to deliver strong revenue growth that, in turn, delivers margin expansion. On revenue, we need to continue what we’ve been doing over the last seven quarters ?and now eight, including the second quarter of 2019 ?which is to make sure our vision translates into higher, more sustained topline growth.*

Second is improving cash flow, because it’s critical to the long-term health of our business and to our ability to invest for growth. We’re taking concrete actions to  optimize our working capital and our levels of capital expenditure, while at the same time reducing one-time cash outlays that have been part of recent restructuring and refranchising activities.

Third is capital allocation. We’re very clear about our priorities and how we will use our capital. One is to invest in growing our existing businesses. Another is to continue to look at bolt-on acquisitions of complementary brands and/or businesses. We’ll also continue to grow our dividend. And last, but not least, will be to get our debt back into our target range, post this year’s Costa Coffee acquisition.

My fourth priority is to continue building the talent and capabilities in our finance organization. What got us here today won’t get us where we need to be tomorrow. We need a bold agenda to become the partners and stewards our organization needs, and I am very excited with some of the work we already have underway.

Finally, my fifth priority is to be a great ambassador for the company. I have come to appreciate quickly the high expectations there are in representing The Coca-Cola Company, both externally and internally. In every sense of the word, it is a humbling role, and the day I stop learning how to do it better will be my last day!

You’ve worked at Coca-Cola for 31 years. How do you feel about what’s ahead?

I was struck by a meeting I had in China late last year when one of our employees told me that working for The Coca-Cola Company there today feels like working for the oldest start-up in the world. I am not naïve enough to take this comment literally, but I find it invigorating to think that, on our good days, I work for a company that at its core feels like it’s 133 years young, not 133 years old. So, as I look ahead, I have never been so enthused about our company’s prospects, and I feel extremely privileged to be a part of the team James has put together to carry the baton forward to the next generation of leaders.

Note: John Murphy became CFO on March 16. His full bio is available here

*This refers to organic revenue, which is a non-GAAP financial measure. See our GAAP/non-GAAP reconciliation schedule here.

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Coca-Cola Board of Directors Declares Regular Quarterly Dividendhttp://www.pangen1.net.cn/press-center/press-releases/coca-cola-board-of-directors-declares-regular-quarterly-dividendATLANTA, July 18, 2019 ?The Coca-Cola Company Board of Directors today declared a regular quarterly dividend of 40 cents per common share. The dividend is payable Oct. 1, 2019, to shareowners of record of the company as of the close of business on Sept. 16, 2019. Earlier this year, the board app...Thu, 18 Jul 2019 20:00:00 GMThttp://www.pangen1.net.cn/press-center/press-releases/coca-cola-board-of-directors-declares-regular-quarterly-dividend2019-07-18T20:00:00ZATLANTA, July 18, 2019 ?The Coca-Cola Company Board of Directors today declared a regular quarterly dividend of 40 cents per common share. The dividend is payable Oct. 1, 2019, to shareowners of record of the company as of the close of business on Sept. 16, 2019.

Earlier this year, the board approved the company’s 57th consecutive annual dividend increase, raising the quarterly dividend from 39 cents to 40 cents per common share.   

About The Coca-Cola Company
The Coca-Cola Company (NYSE: KO) is a total beverage company, offering over 500 brands in more than 200 countries and territories. In addition to the company’s

Coca-Cola brand, our portfolio includes AdeS, Ayataka, Costa, Dasani, Del Valle, Fanta, Georgia, Gold Peak, Honest, innocent, Minute Maid, Powerade, Simply, smartwater, Sprite, vitaminwater and ZICO. We’re constantly transforming our portfolio, from reducing sugar in our drinks to bringing innovative new products to market. We’re also working to reduce our environmental impact by replenishing water and promoting recycling. With our bottling partners, we employ more than 700,000 people, helping bring economic opportunity to local communities worldwide. Learn more at Coca-Cola Journey at www.pangen1.net.cn and follow us on Twitter, Instagram, Facebook and LinkedIn.

The fairlife] brand is owned by fairlife LLC, our joint venture with Select Milk Producers Inc. Products from fairlife are distributed by our company and certain of our bottling partners.

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Denver Launches Recycling Education Campaign Through Grant from The Coca-Cola Foundationhttp://www.pangen1.net.cn/stories/denver-launches-recycling-education-campaign-through-grantA new public education campaign in Denver aims to boost the city’s recycling rate from 23% to the national average of 34%, thanks to a $250,000 recycling grant from The Coca-Cola Foundation. Billboards, bus shelter signs, digital advertising and postcards will get residents thinking more about re...Thu, 18 Jul 2019 17:06:00 GMThttp://www.pangen1.net.cn/stories/denver-launches-recycling-education-campaign-through-grant2019-07-18T17:06:00ZA new public education campaign in Denver aims to boost the city’s recycling rate from 23% to the national average of 34%, thanks to a $250,000 recycling grant from The Coca-Cola Foundation.

Billboards, bus shelter signs, digital advertising and postcards will get residents thinking more about recycling. The Recycling Partnership and Denver Public Works will tag trash carts with informational cards starting in eight east Denver neighborhoods, reaching approximately 22,000 households.

“We want recycling to be top of mind for our residents and visitors, so clear and concise information is critical,?said Denver Mayor Michael B. Hancock, who announced the campaign during a June 18 press event. “Denver has made great strides over the years educating people about the benefits of recycling and composting. Now, we have the opportunity to amplify this approach. We want our residents to be thinking about recycling every day whether they’re on a commute, taking out the trash, getting the mail, or going online.?/p>

Denver is one of seven cities receiving a recycling grant through The Coca-Cola Foundation as part of an effort to improve recycling rates, reduce waste and help make communities more sustainable. The grants support innovative pilots to help address some of the barriers to public recycling in the United States ?including a lack of understanding of what can be recycled (and how).

“The Coca-Cola Foundation places a priority on helping communities become more sustainable by supporting innovative recycling solutions at a local level,?said Helen Smith Price, president, The Coca-Cola Foundation. “We hope this new program in Denver serves as a catalyst to drive increased recycling rates in the city becomes a model for other communities to follow.?/p>

This education program builds on a successful pilot program from The Recycling Partnership that in 2017 resulted in a 57% decrease in overall recycling contamination and a 27% increase in recycling participation in select areas of Denver, Atlanta and Chicago.

Swire Coca-Cola USA, the local Coca-Cola bottler, will amplify the campaign through many of its partnerships and customer relationships. Safeway grocery shoppers, for example, will be reminded to recycle through in-store advertising and promotions mirroring the city’s education effort. The retail campaign is designed to help residents think about recycling not just at home, but also when they are out shopping and exploring the entertainment scene in Denver.

 “Swire Coca-Cola and our local partners like Recycle Colorado, Safeway, and Denver Arts & Venues are being very creative in our approach to recycling in Denver,?said Scarlett J. Moss, vice president of public affairs and government relations, Swire Coca-Cola USA. “As the local bottler and distributor of Coca-Cola and other beverage brands, we care deeply about this community and are acutely aware of the need to maximize recycling rates for all kinds of waste, including plastics. We believe we can, through partnership and innovation, increase local recycling rates more quickly and more holistically.?/p>

Learn more about recycling and see a list of all items the city accepts for recycling at denvergov.org/DenverRecycles.

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Coca-Cola HBC to launch Costa Coffee in multiple markets in 2020http://www.pangen1.net.cn/press-center/press-releases/coca-cola-hbc-to-launch-costa-coffee-in-multiple-markets-in-2020ZUG, SWITZERLAND and DUNSTABLE, BEDFORDSHIRE, ENGLAND, July 18, 2019 ?Coca-Cola HBC ?one of the largest Coca-Cola bottlers in the world ?plans to launch Costa Coffee in at least 10 of its 28 markets next year, including Bulgaria, Greece, Hungary, Poland, Romania, Russia and Switzerland. This w...Thu, 18 Jul 2019 16:00:00 GMThttp://www.pangen1.net.cn/press-center/press-releases/coca-cola-hbc-to-launch-costa-coffee-in-multiple-markets-in-20202019-07-18T16:00:00Z

ZUG, SWITZERLAND and DUNSTABLE, BEDFORDSHIRE, ENGLAND, July 18, 2019 ?Coca-Cola HBC ?one of the largest Coca-Cola bottlers in the world ?plans to launch Costa Coffee in at least 10 of its 28 markets next year, including Bulgaria, Greece, Hungary, Poland, Romania, Russia and Switzerland. This will address a broad range of consumer and customer needs across multiple channels and occasions, in line with Coca-Cola HBC’s leading 24/7 beverage partner vision.

“This is fantastic news that will build genuine value for our customers and for us,?said Coca-Cola HBC CEO Zoran Bogdanovic. “Adding a brand as strong as Costa Coffee to our portfolio will allow us to capture more consumer occasions, to partner even more closely with our customers across all channels and strengthen our ability to address every drinking moment throughout the day. Our well-established infrastructure, processes and capabilities around coffee means that we will hit the ground running with this exciting opportunity.?/p>

Coffee is one of the most lucrative and fast-growing revenue and profit pools within commercial beverages. It is a multi-billion dollar category across Coca-Cola HBC’s 28 markets and is forecast to grow 4% annually.

The Coca-Cola Company acquired Costa Coffee in January 2019 and has accelerated the business, focusing on expanding in vending and ready-to-drink products. Costa Coffee is the leading coffee company in the United Kingdom, with a strong presence in Europe, Asia Pacific, the Middle East and Africa.

“We’re thrilled to partner with Coca-Cola HBC to bring our great coffee to more consumers,?said Jennifer Mann, president of Global Ventures for The Coca-Cola Company. “This new agreement is another example of how Costa Coffee is helping Coca-Cola become a total beverage company.?/p>

About Coca-Cola HBC 

Coca‑Cola HBC is a high-growth FMCG business and a strategic partner of The Coca‑Cola Company with an annual sales volume of more than 2 billion unit cases. It has a broad geographic footprint with operations in 28 countries serving a population of more than 600 million people. Coca‑Cola HBC offers a diverse range of primarily non-alcoholic ready-to-drink beverages in the sparkling, juice, water, sport, energy, tea and coffee categories. Coca‑Cola HBC is committed to promoting sustainable development in order to create value for its business and for society. This includes providing products that meet the beverage needs of consumers, fostering an open and inclusive work environment, conducting its business in ways that protect and preserve the environment and contribute to the socio-economic development of the local communities. Coca‑Cola HBC is ranked among the top sustainability performers in ESG benchmarks such as the Dow Jones Sustainability Indices, CDP, MSCI ESG and FTSE4Good, among others.

Coca‑Cola HBC has a premium listing on the London Stock Exchange (LSE: CCH) and its shares are listed on the Athens Exchange (ATHEX: EEE). For more information, please visit http://www.coca-colahellenic.com.

About The Coca-Cola Company

The Coca-Cola Company (NYSE: KO) is a total beverage company, offering over 500 brands in more than 200 countries and territories. In addition to the company’s

Coca-Cola brand, our portfolio includes AdeS, Ayataka, Costa, Dasani, Del Valle, Fanta, Georgia, Gold Peak, Honest, innocent, Minute Maid, Powerade, Simply, smartwater, Sprite, vitaminwater and ZICO. We’re constantly transforming our portfolio, from reducing sugar in our drinks to bringing innovative new products to market. We’re also working to reduce our environmental impact by replenishing water and promoting recycling. With our bottling partners, we employ more than 700,000 people, helping bring economic opportunity to local communities worldwide. Learn more at Coca-Cola Journey at www.pangen1.net.cn and follow us on Twitter, Instagram, Facebook and LinkedIn.

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Diet Coke Takes on Complex Topic of Labels By Taking Off its Ownhttp://www.pangen1.net.cn/stories/diet-coke-takes-on-complex-topic-of-labels-by-taking-off-its-ownDiet Coke is removing its labels to help Americans start a conversation about theirs. A limited-edition run of label-less Diet Coke cans signals the launch of [unlabeled], a multi-year platform intended to spark an ongoing and authentic conversation about the complex ?and often sensitive ?topic...Mon, 15 Jul 2019 12:11:00 GMThttp://www.pangen1.net.cn/stories/diet-coke-takes-on-complex-topic-of-labels-by-taking-off-its-own2019-07-15T12:11:00ZDiet Coke is removing its labels to help Americans start a conversation about theirs.

A limited-edition run of label-less Diet Coke cans signals the launch of [unlabeled], a multi-year platform intended to spark an ongoing and authentic conversation about the complex ?and often sensitive ?topic of societal labels. The 12-oz. sleek cans of Diet Coke and its six new flavors are showing up exclusively at select cultural events this summer, including Essence Fest, Girlboss Rally, the National Urban League’s annual conference and Pride parades in Los Angeles, New York City and San Diego.

The first phase of [unlabeled] will explore the nuances of labels and what they mean to different people. Certain labels are empowering and earned, and others are unwarranted and imposed. Some people fight for and embrace labels as a means of self-expression and even protection, while others reject divisive labels that are loaded with stigma and reinforce negative stereotypes. 

“There’s no one-size-fits-all perspective, but we believe that openly and honestly discussing labels ?both positive and negative ?can lead to a better understanding of others,?said Kerri Kopp, group director, Diet Coke. “The [unlabeled] platform is meant to facilitate a conversation across a variety of groups and mediums to explore the complexities of labels. By unpacking various labels, we hope to champion acceptance and create more meaningful connections.?/p>

The [unlabeled] campaign supports The Coca-Cola Company’s legacy of celebrating diversity and inclusion by empowering Diet Coke drinkers to live their lives boldly and authentically. It also aligns with Diet Coke’s longstanding values and commitment to individuality.

“In today’s culture, people believe in a world where everyone can be their true, best selves ?and Diet Coke wants to celebrate that,?Kopp said. “We’ve been our fans?wingman since the ?0s, and we continue to listen to what’s important to them and honor who they are.?/p>

Social media chatter around stereotypes and discrimination has increased almost five-fold over the last three years, Kopp said. Recognizing the opportunity to authentically lean into this topical and timely space, Diet Coke consulted with community partners including American Association of People with Disabilities, the American Indian College Fund, Ascend, Essence Communications, Human Rights Campaign, National Urban League, Hispanic Federation, Essence Communications and GLAAD.

Representatives from several of these organizations, as well as Coca-Cola employees, are featured in a series of short Diet Coke [unlabeled] films.

“We hope that by showcasing the beautiful diversity that lives within the walls of The Coca-Cola Company, we can inspire others to continue the discussion,?said Danielle Henry, group director, integrated content, Diet Coke.

Diet Coke also has pledged to use its resources, relationships and reach to create [unlabeled] “safe spaces?where people are free to be themselves ?starting with its own assets. The brand is dedicating high-profile real estate in New York City to a diverse group of [unlabeled] voices and faces who are living their lives with unbridled confidence. Diet Coke’s social channels will become venues for self-expression and healthy dialogue, with representatives from many of the aforementioned partner organizations taking over the handles to curate an honest conversation about labels and share their own #unlabeled stories.

The launch of [unlabeled] comes on the heels of a breakout year for Diet Coke, which in 2018 unveiled a new look, campaign and flavors.

“As part of our brand recast, we set out to recruit the next generation of Diet Coke drinkers, including millennials and Gen We,?Henry said. “These generations expect brands to reflect their core values take a stand on issues that matter to them. Having a credible and relevant personality and point of view is now the cost of entry. With [unlabeled], we’re seizing a unique and powerful opportunity to use the Diet Coke voice for good and to show our fans that we see ?and celebrate ?them.?/p> ]]>Small Decision, Big Impact: Creative Campaign Highlights all the Good That Comes From Drinking Honest Beverageshttp://www.pangen1.net.cn/stories/small-decision-big-impact-creative-campaign-highlights-all-the-good-that-comes-from-drinking-honest-beveragesChoosing an Honest beverage may seem like a relatively simple decision. But the seemingly small action of reaching for a bottle of Honest Tea or a multipack of Honest Kids juice drink pouches can actually make a big impact ?not only in the wellbeing of those who enjoy these delicious lower- or n...Thu, 11 Jul 2019 14:46:00 GMThttp://www.pangen1.net.cn/stories/small-decision-big-impact-creative-campaign-highlights-all-the-good-that-comes-from-drinking-honest-beverages2019-07-11T14:46:00ZChoosing an Honest beverage may seem like a relatively simple decision.

But the seemingly small action of reaching for a bottle of Honest Tea or a multipack of Honest Kids juice drink pouches can actually make a big impact ?not only in the wellbeing of those who enjoy these delicious lower- or no-sugar organic beverages, but also in the lives and communities of the supplier farmers who help produce them.

That’s the message behind Honest’s new “small decision. BIG impact?campaign, which showcases the brand’s purpose-driven DNA and longstanding mission to democratize organics and promote economic opportunity ?as well as its expanding portfolio.

“We’re witnessing the rise of the citizen consumer,?said Honest Co-Founder and TeaEO Emeritus Seth Goldman. “People today want to express the power they have to vote with their wallets by supporting brands they respect and trust, and that share their values. They also want to feel like they’re making a difference, but don’t always believe the many everyday choices they make actually count. This campaign reminds them that every time they choose to drink an Honest beverage, they’re choosing to make an impact.?/p>

A series of short films uses beautifully handcrafted, stop-motion animation to bring to life Honest’s Fair Trade Certified?ingredient sourcing practices and show how they benefit farming communities. They also will highlight the fact that Honest Kids has half the sugar of leading kids?juice drinks and are sweetened only with fruit juice.

The creative will run on streaming media platforms, and additional social and digital content will extend the #smalldecisionbigimpact message across Honest’s channels.

“Our ‘small decision. BIG impact.?campaign gives Honest the opportunity to talk about the breadth of our portfolio ?from bottled teas to organic youth juice drinks to lemonades and beyond,?said Clare Verdery, general manager of the Honest brand. “We’re showing consumers how their small choice of an Honest beverage ?no matter which one it is ?can create a ripple effect of change.?/p>

If it's Not Organic, it's Not Honest.

All Honest products are certified organic, which means they’re made with ingredients grown without unauthorized chemical pesticides. And, when possible, Honest sources Fair Trade Certified ingredients. This means that every time Honest purchases Fair Trade Certified ingredients like cane sugar and tea leaves, supplier partners around the world receive extra money known as Fair Trade premium dollars.

Since 2005, Honest has contributed more than $2.5 million in Fair Trade premiums that have been reinvested back into supplier communities to provide clean water, school supplies, tuition, bicycles, healthcare, farming equipment and much more. Many premium funds support farmer education initiatives such as professional management programs and technical/agricultural training. Communities vote on how to spend these funds based on need.

Up Your Impact

Honest also is installing immersive vending machines in its hometown of Bethesda, Md., plus New York City, Philadelphia and Los Angeles, to further demonstrate the impact people can have just by choosing an Honest beverage. Consumers who stop by one of the machines from July 16 through Aug. 30 can learn about the projects Honest’s partners at Fair Trade USA?and Organic Farming Research Foundation support, vote which ones they think provides the biggest impact, and have the opportunity to “up their impact?and donate a tad more by increasing their transaction amount. All proceeds from sales of Honest Tea at these machines will be donated to Fair Trade USA, and all proceeds from sale of Honest Kids will support the Organic Farming Research Foundation.

“Research shows that most of our consumers don’t fully understand how the fair trade model works,?Goldman said. “By featuring real examples of what Fair Trade Community Development Funds have supported ?such as new bicycles and school roofs ?we’re able to demonstrate the process and its impact in a simple, tangible way.?/p>

The campaign also “connects the dots?across the full Honest portfolio, Goldman added, and positions Honest as an organic “masterbrand?with something for everyone.

Honest’s partnership with Coca-Cola has expanded distribution of its organic products to more than 150,000 retail and foodservice locations across the United States, and more than 40 European countries. “It’s so exciting to see the brand flourish in international markets and not only get such a warm welcome overseas,?Goldman concluded, “but also to see Coke’s continued adoption of Honest as a platform for organics.?/p> ]]>Gold Peak] Real Brewed Tea Launches Summer Campaign to Bring Fans Even Closer to Homehttp://www.pangen1.net.cn/stories/gold-peak--real-brewed-tea-launches-summer-campaign-to-bring-fanGold Peak] Real Brewed Tea is rolling out a new, modern look and marketing campaign to deliver the “Real Comforts of Home?as summertime heats up. “The Real Comforts of Home?campaign features a new TV commercial, refreshed packaging and an experiential sampling tour showcasing Gold Peak’s commit...Tue, 09 Jul 2019 12:18:00 GMThttp://www.pangen1.net.cn/stories/gold-peak--real-brewed-tea-launches-summer-campaign-to-bring-fan2019-07-09T12:18:00ZGold Peak] Real Brewed Tea is rolling out a new, modern look and marketing campaign to deliver the “Real Comforts of Home?as summertime heats up.

“The Real Comforts of Home?campaign features a new TV commercial, refreshed packaging and an experiential sampling tour showcasing Gold Peak’s commitment to delivering the authentic comforts of the modern-day home along with authentic, real brewed tea.

“Home is a feeling, not just a place,?said Jessica Wood, senior brand manager, Gold Peak. “This new campaign supports our brand promise by celebrating our fans?unique and personal interpretations of the comforts of home and reminding them that wherever they are ?and whatever home may mean to them ?Gold Peak Real Brewed Tea takes them there.?/p>

“The Feeling of Home Tour?will make stops at family-friendly events across the Southwest and East Coast. There, fans can sample real-brewed iced tea and participate in an interactive, multi-sensory experience tapping into the sights, sounds, smells and, of course, taste of Gold Peak Real Brewed Tea.

Crafted with high-quality, mountain-grown black and green tea leaves, Gold Peak Real Brewed Tea conveniently offers delicious home-brewed taste in single-serve (18.5-oz. and .5-liter) and multi-serve (52-oz., 64-oz. and 89-oz.) bottles in a variety of sweetened and unsweetened flavors. The brand, which debuted in 2006, is showcasing its beloved taste with a reimagined logo and communications anchored by a contemporary mountain landscape.

Gold Peak’s new look and positioning support tea drinkers?desire for authenticity, Wood said.

“America has always been drawn to our home-brewed taste and friendly, inviting feel,?she added. “Gold Peak Real Brewed Tea delivers a taste of tea brewed at home, now with a refreshingly modern look that should stand out on both the screen and shelf by simultaneously leaning into our heritage and looking to the future.?/p>

The brand is encouraging fans to create their own comforting feeling of home by introducing the TEA Shed ?the ultimate backyard sanctuary for kicking back, relaxing and savoring the taste of Gold Peak Real Brewed Tea. Gold Peak tapped home design expert Egypt Sherrod (pictured above) to outfit a custom TEA Shed ?a creative take on the popular “he shed?and “she shed?trend ?with the comforts of what home means to her. Sherrod drew inspiration from nature, using her signature craftsmanship and authentic materials as a nod to Gold Peak Real Brewed Tea.

“We hope to inspire fans to curate a space where they can escape the chaos of daily life, enjoy the real comforts of home and be their authentic selves ?whether through a TEA Shed, or bringing the essence of the TEA Shed into a comforting respite in their home or yard,?Wood said.

Fans can follow Sherrod’s pro tips and see shots of home decorators and DIYers designing their own TEA Shed-inspired retreats on Gold Peak’s social channels: @GoldPeak (Instagram), @GoldPeakTea (Facebook) and @GoldPeak (Twitter).

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Party With a Purpose: Coca-Cola Toasts To The 25th Anniversary of ESSENCE Festivalhttp://www.pangen1.net.cn/stories/party-with-a-purpose-coca-cola-toasts-to-the-25th-anniversary-of-essence-festivalWhen the 2019 ESSENCE Festival kicks off Friday in New Orleans, Coca-Cola will once again be there to help celebrate, empower and refresh African-American women. Coca-Cola has been the longest presenting sponsor of the ESSENCE Festival for 24 of its 25 years. With three days and nights of concert...Tue, 02 Jul 2019 19:20:00 GMThttp://www.pangen1.net.cn/stories/party-with-a-purpose-coca-cola-toasts-to-the-25th-anniversary-of-essence-festival2019-07-02T19:20:00ZWhen the 2019 ESSENCE Festival kicks off Friday in New Orleans, Coca-Cola will once again be there to help celebrate, empower and refresh African-American women.

Coca-Cola has been the longest presenting sponsor of the ESSENCE Festival for 24 of its 25 years. With three days and nights of concerts, inspirational speakers, networking sessions and community volunteerism opportunities, the festival continues to grow both in prominence and mission with more than half a million attendees annually.

Coke will have a major presence at this year’s festival, anchored by its partnership with ESSSENCE on the “If Not For My Girls?campaign showcasing the power of friendship and sisterhood. A four-part video series on ESSENCE’s Facebook Watch platform features real-life friends Actress LeToya Luckett-Walker, R&B Singer Keri Hilson and Influencer Eudoxie Bridges, who share how their own incredible bond helped to serve as a strong and uplifting foundation in each of their lives.

“If Not for My Girls?will come to life at Coke’s official festival booth through the lens of art celebrating sisterhood. The booth also will feature energetic dance lessons, lip-sync battles and the Girlfriends Collection Photo Booth and sampling bars featuring refreshing Coca-Cola beverages.

We spoke with Helen Smith Price, vice president of global community affairs and president of The Coca-Cola Foundation, to learn more about the history of the partnership and how it brings to life the values ESSENCE and Coca-Cola share.

How did this partnership come to be?

ESSENCE Festival was first held in 1994 to celebrate the 25th anniversary of ESSENCE magazine, which has long served as the definitive media outlet for African-American women. They wanted to hold a one-time event ?a party with a purpose ?to mark the milestone. Our competitor was the marketing sponsor that first year. Ingrid Saunders Jones, who at the time was the company’s senior vice president for community affairs and chair of The Coca-Cola Foundation, decided we should check it out for community engagement.

So a few of us made the trip down to New Orleans. It was a small, but impactful celebration of African-American women. I remember it being fun and entertaining, but with a strong sense of purpose, pride and connection. It celebrated the fact that black women are special, strong and beautiful in many ways ?from hair to music, from financial expertise to fashion and entertainment. It affirmed that, “Yes, we’re unique and accomplished across the spectrum of business, health, education, law and more." It was a validating moment of empowerment for black women to embrace our unique style and culture.

Ingrid saw the event’s impact on the community, as well, and imagined what it could be with the support ofCoca-Cola’s marketing power. Based on the success of the first year, ESSENCE decided to bring the festival back in 1995. We worked out a deal to serve as a sponsor. Adding our brand and marketing execution took the marketing and community impact to a different level. And we were able to help attract additional sponsors, like McDonald’s and Walmart. Over the years, the festival and our partnership have grown astronomically.

Why does it make sense for Coca-Cola to play such an active role in the ESSENCE experience?

The festival is the country’s largest gathering for African-American women’s empowerment. It’s not just an event ?it’s an institution. Attendees are consumers who care about the companies that care about them. Everyone in New Orleans knows Coca-Cola is the presenting sponsor of the festival; our presence is powerful and authentic. Hundreds of thousands of people who attend every year ?our consumers ?associate our brand, company and bottling partners at Coca-Cola UNITED with women’s empowerment. It’s a wonderful venue for us to share our story of community engagement and women’s empowerment, and to engage fans through interactive experiences. 

Who attends the festival, and why does the content resonate with its audience?

It’s a celebration of all things related to African-American women and our culture. The crowd cuts across generations. During the day, there are empowerment sessions at the convention center with noted speakers and opinion elites. These events are free and open to the public. We talk about fashion and music and food, but also education, finance, careers and our current  challenges in politics, education, financial markets, religion, health and more. At night, concerts at the Superdome are a hot ticket. The agenda is all-encompassing and shifts year after year based on the national dialogue.

What someone my age gets out of the experience may be different than that of a 25-year-old. For example, some women may gravitate to sessions on financial stability, health and wellbeing, while others may be more interested in kickstarting their careers, or finding the right love interest. And because the focus is on women’s empowerment, it’s a sisterhood. The weekend is a fun, friendly and supportive occasion. 

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Trash to Treasure: How Coke Scholar Samuel Alemayehu is Revolutionizing his Hometown with Africa’s First Waste-to-Energy Facilityhttp://www.pangen1.net.cn/stories/trash-to-treasure-how-samuel-alemayehu-is-revolutionizing-his-hometown-with-africas-first-waste-to-energy-facilityAustralia has them. Canada has them. Denmark, Finland and Japan do, too. The United States has more than 70. So why, wondered 2004 Coke Scholar Samuel Alemayehu, didn’t Africa have any waste-to-energy facilities? “When we wanted to build a facility in Africa, I was told it could not be done beca...Mon, 01 Jul 2019 20:43:00 GMThttp://www.pangen1.net.cn/stories/trash-to-treasure-how-samuel-alemayehu-is-revolutionizing-his-hometown-with-africas-first-waste-to-energy-facility2019-07-01T20:43:00ZAustralia has them. Canada has them. Denmark, Finland and Japan do, too. The United States has more than 70.

So why, wondered 2004 Coke Scholar Samuel Alemayehu, didn’t Africa have any waste-to-energy facilities?

“When we wanted to build a facility in Africa, I was told it could not be done because it would be too expensive,?Alemayehu said. “There are a lot of them in Europe, but nobody had done anything like it in emerging markets.?/p>

But in the mountains of garbage overwhelming landfills in his native Ethiopia, he saw potential.

“Going back to the place where I grew up, seeing kids who look like me living in garbage dumps that everybody has ignored ?I looked at the pile of garbage and thought, ‘You know, there’s this huge complex mountain... 3,040 football fields long, 70 meters high. People are eating from there. How can I make it better?’?/p>

“Make it better?is a theme woven throughout Alemayehu’s life.

Iamfinethankyou

As a child, Alemayehu saw his father go to prison for political reasons. He ultimately lived with his mother, a teacher, and his four siblings in a single room. When his family moved to the United States, he started high school as a freshman lacking a vital skill: English.

“I used to think ‘I am fine, thank you?was one word, as in ‘Iamfinethankyou,?until a teacher explained to me it was five,?he recalled.

He began his studies in an ESL (English as a Second Language) program, but met with his teachers for extra tutoring, thinking he’d never catch up to his peers unless he put in extra effort.

This mindset paid off big time. During his senior year, he was named school valedictorian and competed in national math and physics Olympiads. 

“I’m grateful for the teachers who gave me extra help," he said. "Without it, I wouldn’t have become valedictorian. And then Coca-Cola gave me a $20,000 college scholarship because they believed in me. That helped shape the rest of my life. When I started my businesses, I remembered how an organization that has a lot can also give back a lot. It made me want to make sure the things I do have the biggest, real impact."

Alemayehu attended Stanford University and created a tutoring program for students at the nearby Boys & Girls Club with fellow Coke Scholar Mike Woodward.

“We emulated a popular MTV show and gave the kids a beat-up golf cart and told them to transform it into a souped-up car," he said. "The catch was, for everything they put on it, they had to learn how it worked.?After raising $20,000 for the modifications and other activities, they brought in Stanford professors, including Nobel laureates, to teach them about all the upgrades they wanted to add, including solar panels, TVs and more.

Opening the Roof

After graduating, Alemayehu's first venture was in the mobile phone industry in Silicon Valley. He had an idea to help pregnant women in Africa through text messaging, sending health information in small, incremental messages translated into different languages.

But he ran into some difficulties. Frustrated, he vented to his parents, and his mother shared a story that changed his life.

A young Ethiopian woman is desperately looking for something outside, and a wise old man asks what she is doing. “I lost my sewing needle inside the house,?she said. The man asked, “What are you doing outside??and she said, “Because it’s dark inside.?/i>

“My mom explained that the way business is done in Africa is exactly where the challenge is ?on the ground. I had to identify what my role was," Alemayehu said. "My role was to open up the roof and let the light in. And that proverbial needle can only be found by that lady that goes back and tries to find it. How can I empower her? I didn’t want to pretend to be the local when I was in Silicon Valley. So, two weeks later, I packed up and went to Africa."

After he arrived, he helped start 4AFRI and LotoPhone, successful mobile service operations, in more than a dozen African countries. While there, he noticed prominent landfills and became consumed with how they could be turned into energy. So much that someone had actually saved him as “Garbage Sam?in their phone.

“All I could talk about is what could be done with garbage," he said. "How could we turn it into electricity? How many light bulbs is that??nbsp;

The idea seemed doable. Waste-to-energy facilities were located all over the world. But there was a reason there wasn’t one in Africa: the types of trash in these landfills made it too expensive. Plastic and paper create a lot of energy, but Ethiopians are more likely to use reusable glass bottles than plastic bottles. The landfills didn’t have enough high-energy materials to make it financially feasible.

Undeterred, Alemayehu co-founded Cambridge Industries Ltd. and continued to research the idea, uncovering some game-changing intel.

“We found that the facilities in Europe are not only designed by engineers," he said. "They’re also designed by politicians who are focused more on how the facility looks than what it does."

Working together with engineers, he and his team created an innovative and ambitious plan, and began construction in Addis Ababa in September 2014. Three years later, their facility was ready, and the impact has been enormous.

Fulfilling the Promise

The facility, called Reppie, takes not only 80% of the city's garbage and turns it into 25% of its electricity, but also has created 20,000 jobs in total. These jobs employ workers to clean up their community.

“I know where I came from, and it was very important to me to go back and do something about where I had grown up ?that’s what I’ve always wanted," Alemayehu said. “When I look back, my life would not be possible without the generosity of strangers. I was fortunate to win a lot of scholarships. But the Coca-Cola Scholars program ?it was not separated by gender or separated by race. It’s not separated by income level. It’s about the person.

“The scholarship money was very, very helpful. But beyond the money are the resources and the validation that what you’re doing matters. Someone thought I was going to do great things, and they wanted to help me go do them. And I want to fulfill that promise."

He’s paying it forward and empowering others, too. He helped finance the Peabody Award-winning documentary The Judge, which tells the story of Kholoud Faqih, the first female Sharia-Court judge in the Middle East.

He’s also a passionate investor and partner in the Pitch & Flow movement, which connects emcees with entrepreneurs at business plan competitions presented in a rap battle format.

So what’s next for Samuel?

Bugs.

“We’re researching feeding food waste to insects that grow extremely fast," he said. "Black Soldier Flies consume a huge amount of food waste, grow really fast, and they’re fantastic chicken feed. They substitute soy and are higher in protein. In one facility that costs about $30 million, we’re producing a revenue of $20 million per year while removing garbage. The vision began in Africa, but it’s translating into a lot of projects all over the world."

Just call him Bug Sam.

Learn more about Samuel and the Reppie waste to energy plant in his interview with BBC.

The Coca-Cola Scholars Foundation celebrates and empowers visionary leaders who are refreshing the world. With its 31st class of Coca-Cola Scholars, the Foundation has provided more than $69 million in scholarships to more than 6,150 program alumni who together have become a powerful force for positive change.

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