Our 2012 Targets: Progressive

corporate responsibility report 2011
our CR strategy
progressive
Harnessing the power of our brands to help address relevant social and environmental issues
sustainable
Investing and innovating to minimise our impacts and secure our long term future
responsible
waste to landfill absolute tonnes
Making a positive contribution to the lives of our employees and our local and global communities
waste to landfill
3000 2400 1800 1200 600 0 03
litres of over a m
2010-11 variance*
1.8 1.6
-40.3%
-5.5%
2010-11 varia
litres product
04 05 06 07 08 09 10 11
1.4 1.2 1.0 03
04
05
contents
waste to landfill absolute tonnes efuent ratio m3/tonne
2400 1800 1200 600 0
140 130 120 110 100 03 04 03 05 04 06 05 07 06
-40.3% +4.74%
2010-11 variance* 2010-11 variance*
waste to landfill absolute litres product tonnes net carbonlandfill absolute waste to emitted kg absolute (manufacturing sites only) tonnes
1.0 0
1 2 3 4 4 6 9
highlights about Britvic introduction from Paul Moody about this report Britvic corporate and CR governance lifecycle of a Britvic soft drink our performance so far and progress against 2011 targets
3000
waste to landfill delivered energy usage 2002-09 (kWh/tonne of product)

150
3000 3000 15 2010-11 variance* 2010-11 varia 1.8 2400 2400 14 1.6 1800 1800 13 1.4 1200 1200 12 1.2 600 600 11 0 10 04 03 03 04 03 03 05 06 05 06 04 05 04 05
litres landf waste toof pro waste to la CO emiss over 2a mult (Kg carbon absolute)
-5.5% -2.2%
10 progressive 13 encouraging healthy lifestyles 14 packaging and recycling 16 sustainable 18 waste, water and energy CO2 21 global supply chain
08 07
09 08
10 09
11 10
11
delivered energy usage 2002-09 (kWh/tonne of product)

efuent ratio m3/tonne
140 130 120 110 100 80
22 responsible 24 our communities 26 our employees 28 future plans from John Gibney 29 our 2012 targets 29 performance data
+4.74%
employee engagement index score 2007-2011
2010-11 variance*
net carbon emitted kg absolute efuent ratio m3/tonne (manufacturing sites only) efuent ratio m3/tonne
150
15 150 150 2010-11 variance 14 140 140 13 130 130 12 120 120 11 67 110 110 10 100 100 64 03 03 04 03 04
Kg of carbon figu CO2 emission delivered ene delivered Climate Change (Kg 2002-09 carbon 2002-09 emis (part of UK ton absolute) o (kWh/tonne (kWh/tonn
-2.2%
work-life score 200
75 03 73 70
04
05
06
07
08
09
10
11
05 05 04
06 06 05
Kg of carbon figures a 61 Climate Change Levy (part of UK emissions 60
re
highlights
energy reduction in one of our french factories
25%
five
playgrounds given a 15,000 bursary for repair and renewal
63,000
coupons redeemed for Robinsons No Added Sugar Change 4 Life activity
30%
reduction in accident severity rate in our french factories
7%
188,000km
road miles reduced by Britvic Ireland since consolidating load planning
of our employees now volunteering their time to local projects
18
enterprise teacher training events held with our partner, BSDA, in our learning zones
Britvic plc CR Report 2011 1
about Britvic
Britvic is one of the leading branded soft drinks businesses in Europe. Operating in England, Scotland and Wales as Britvic Soft Drinks, we are the largest supplier of branded still soft drinks and the number two supplier of branded carbonated soft drinks. We are an industry leader in Ireland with our own brands, which include local brands such as MiWadi, Club and Ballygowan. Additionally in GB and Ireland, we have exclusive bottling agreements with PepsiCo for global brands such as Pepsi, Gatorade, Lipton Ice Tea and 7UP. We also have operations in France where we produce a number of brands, including Teisseire and Fruit, and through Britvic International, we are growing our reach into other territories through export, licensing and franchising. Collectively we employ approximately 3,500 people and in 2011 sold over 2bn litres of soft drinks. We offer a wide variety of drinks for different needs and occasions and help our consumers to make informed choices about what they choose to drink. Investment in product and packaging innovation lowers our carbon footprint, whilst working in partnership with our suppliers to address sustainability issues will ensure that Britvic is an essential and welcome part of family life for decades to come.
Britvic plc CR Report 2011
introduction
from Paul Moody, Chief Executive

Welcome to our annual Corporate Responsibility (CR) report, the first for the Britvic group in its entirety, as this year, we are able to include CR activities for both Britvic Ireland and Britvic France.
Britvic plc is proud to make, market and sell some of the best-known and best-loved drinks brands in Great Britain, Ireland and France and license and export them around the world. We endeavor to operate as a progressive, sustainable and responsible business in everything we do. This past year, we have worked to embed our new CR vision and strategy (introduced in last years report) throughout our business; in other words, harnessing the power of our brands to help address relevant social and environmental issues, investing and innovating to minimise our impacts and ensure a sustainable future for our business and making a positive contribution to the lives of our employees and supporting the communities around us.
There is always more to be achieved, but some high points for me this year have been: Continuing to reduce our GB energy and water usage, as well as the generation of waste, including achieving our zero to landfill targets Reducing our mileage by around 188,000km in Britvic Ireland through load consolidation Achieving a 25% energy reduction in one French factory, with similar techniques now being rolled out across the others Launching a comprehensive employee health and wellbeing programme in GB Increasing the number of our GB employees volunteering their time, energy and expertise on local projects Health is very high on the national agenda everywhere we operate, and we continue to address these issues with our commitment to the UK Governments Responsibility Deal, via our work with the Irish Nutrition and Health Foundation (NHF), an innovative public private partnership which aims to address Irelands health challenges, and in France with our introduction of plant based sweetener, Stevia.
Over the past year, our work in GB with Change4Life continued with the Great Swapathon and Really Big Summer Adventure, and the success of our Robinsons Street Tennis and Fruit Shoot Champion of the Playground campaigns has been a great foundation on which to continue promoting healthier behaviours through our marketing campaigns, particularly relating to those brands consumed by children. In 2012, we will be looking at more ways to reduce the sugar content of our full sugar drinks and will continue to support the PepsiCo Health and Wellbeing manifesto. The coming year promises to be an exciting time for Britvic on its CR journey, and I remain proud to be part of it.
Paul Moody Chief Executive
overview
about this report

Reporting boundaries
Given that 80% of our sales come from Britvic Soft Drinks (our GB business) we will be using Britvic to represent the GB business unit throughout this report. If we are talking about our operations in Ireland or France, we will make that clear. Our full time CR Advisor manages the community and employee aspects of our CR agenda and our Sustainability Manager, working alongside our Head of Quality, Safety and Environment, focuses on our environmental impact.
Our relationship with PepsiCo
Britvic and CR
London Benchmarking Group
Our Corporate Responsibility Committee (CRC) was established five years ago (when we only had operations in GB) to ensure that CR was embedded throughout Britvic. As our business has since evolved into a group, we recently reconstituted the CRC and also established a separate Sustainability Committee. The members of both groups are senior managers across a number of different functions, meeting four times a year to review strategy and report back to our Executive Committee members.
Britvic is a member of the London Benchmarking Group (LBG) and uses this as a measurement standard for our charitable giving. As a result of LBGs timelines compared with our year-end, LBG has only been able to verify data from Oct 2009-Sept 2010. Therefore, for the purposes of this, and forthcoming CR reports, it is worth noting that the official audited figures will be for the previous 12 months. However, we have kept our own tally of our charitable contributions for the 10/11 financial year, which we will reference in the report.
We have exclusive manufacturing and distribution agreements with PepsiCo in GB and Ireland for a number of brands (Pepsi, 7UP, Lipton Ice Tea, Mountain Dew Energy, SoBe and Gatorade). As a result, we are committed to working in partnership with PepsiCo to support their CR objectives.
Britvic corporate and CR governance

At Britvic we have a number of mechanisms in place to ensure our business is accountable and operates transparently.
Corporate Responsibility Committee
Stakeholders
Directors
Our board of directors oversees the companys entire performance and management. Its members include our Chief Executive and Group Finance Director, as well as a Non-Executive Chairman and a number of Non-Executive Directors, one of whom is nominated by PepsiCo. They meet ten times a year.
As noted, we have reconstituted our Corporate Responsibility Committee (CRC) to develop and own Britvic plc group strategy and key policies. The new committee will work on group CR strategy, long-term targets and objectives that enable CR to be more fully embedded throughout the Britvic business.
Our stakeholders views help to shape our approach to corporate responsibility. Employee surveys, customer feedback and focus groups are all used to inform our business operations, as is information gleaned from our investors, suppliers and government, or any groups that influence our business or those that we affect through our business operations.
Sustainability Committee
We also have a newly formed Sustainability Committee. This comprises a relevant group of senior managers working specifically on our long-term sustainability and environmental performance throughout the supply chain.
commitment to sustainability
We endeavour to operate as a progressive, sustainable and responsible business in everything we do.
overview
lifecycle of a Britvic soft drink

ORANGES ORANGES
APPLES APPLES
ORANGES ORANGES PASSION FRUIT FRUIT PASSION
APPLESAPPLES
MANGOES MANGOES
PASSION FRUIT FRUIT PASSION
Some of our fruits are shipped fromfrom overseas. Some of our fruits are shipped overseas. ThisThis yearaim aim to work with AfricaJUICE to supply year we we to work with AfricaJUICE to supply us with with passion fruit (and other exotic juices) from us passion fruit (and other exotic juices) from Ethiopia. ThisMANGOES aims to develop the local project Ethiopia. ThisMANGOES aims to develop the local project economy, providing money and and sustainable economy, providing money sustainable employment in the area. employment in the area. Some ofto work withare shipped fromfrom overseas. fruit Some of our fruits are shipped overseas. aim our fruits AfricaJUICE to supply us with passion This(and other aim tojuices)work Ethiopia. This projectto supply This yearexotic work from with AfricaJUICE aims to year we we aim to with AfricaJUICE to supply develop passion fruit (and other exotic juices) from us with with the local economy, providing money and sustainable us passion fruit (and other exotic juices) from employment in the area. Ethiopia. ThisThis project aims to develop locallocal Ethiopia. project aims to develop the the economy, providing money and and sustainable economy, providing money sustainable employment in the area. employment in the area.
Some of our fruits are shipped from overseas. This year we
Barley, vitamins and and other ingredients from UK UK Barley, vitamins other ingredients from the the are transported by lorrylorry to factories. Our Our lorry are transported by to our our factories. lorry fleetfleet is all Euro 5 compliant - meeting strictest is all Euro 5 compliant - meeting strictest European standards on air pollutants and and carbon European standards on air pollutants carbon emissions. emissions. Barley, vitamins andour factories.ingredients from UK UK Barley, vitamins other ingredients from is all transported by lorry to and other Our lorry fleetthe the Euroare transported by strictest our factories. Our 5 compliant meeting to our European Our lorry are transported-by lorrylorry to factories. standards lorry on airis all Euroand carbon emissions. pollutants 5 compliant - meeting strictest fleetfleet is all Euro 5 compliant - meeting strictest European standards on air pollutants and and carbon European standards on air pollutants carbon emissions. emissions.
Barley, vitamins and other ingredients from the UK are
Our qua are poli
Our qua are poli
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Our customers include supermarkets,convenience Ourcustomers include include supermarkets, pubs Our customers supermarkets, pubs pubs stores, newsagents, schools, restaurants and theme parks. convenience stores, newsagents, schools,are at convenience stores, newsagents, schools, They, and the consumers who visit these outlets, restaurants and and theme parks. They, and we restaurants theme parks. They, and role the heart of our business and we recognise the the the can play in addressing visit these outlets, at the the heart consumers whowhothe social issues that affect at heart consumers visit these outlets, are are them. of our business and andrecognise the role rolecan can of our business we we recognise the we we playplay in addressing social issues that that affect them. in addressing the the social issues affect them.
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Our Our customers include supermarkets, pubs customers include supermarkets, pubs convenience stores, newsagents, schools, convenience stores, newsagents, schools, restaurants and and theme parks. They, and the restaurants theme parks. They, and the consumers who who visit these outlets, at the heart consumers visit these outlets, are are at the heart
Fro rela som imp
2 2
4 4
4
1 1 2 2 3 3 4 4 5 5
1 1
Our Our ingredients all sourced fromfrom shortlist of of ingredients are are all sourced our our shortlist quality-assured suppliers, and and all of suppliers quality-assured suppliers, all of our our suppliers are expected to comply with with Britvics ethical trading are expected to comply Britvics ethical trading policy. policy.
Our ingredients are all sourced from our shortlist of
3 3
5 5
We have completed many projects to reduce We have completed many projects to reduce bothboth primary and and secondary packaging our our primary secondary packaging including removing weight fromfrom cans, glass including removing weight our our cans, glass and and plastic bottles and continue to focus on this plastic bottles and continue to focus on this kind kind of light-weighting across range. of light-weighting across our our range. We secondary packaging including removing weight from our and have completed many projects to reduce We have completed many projects to reduce cans, our our primary secondary packaging on glass and plastic bottles secondary to focus bothboth primary and and and continue packagingthis kind of light-weighting across our range. including removing weight fromfrom cans, glass including removing weight our our cans, glass and and plastic bottles and continue to focusthis this plastic bottles and continue to focus on on kindkind of light-weighting across range. of light-weighting across our our range.
We have completed many projects to reduce both our primary
Our Our ingredients all sourcedall of our suppliers are of ingredients are are all sourced from our shortlist quality-assured suppliers, and from our shortlist of expected to comply with and and all of suppliers quality-assured suppliers, Britvics ethical trading policy. quality-assured suppliers, all of our our suppliers are expected to comply with with Britvics ethical trading are expected to comply Britvics ethical trading policy. policy.
GLASS GLASS PLASTIC PLASTIC CANS CANS
rt n em.
From the breakfast table-to the gym, on-the-go enjoying From the breakfast table to the gym, on-the-go to with family and friends someone, somewhere is to a Britvic brand. We think its friends - to give relaxing with with family and important someone, relaxing family and friends - someone, consumers choice, which is enjoying a Britvic brand. of think somewhere is enjoying a producebrand. rangeWedrinks its somewhere is why we Britvic a wide We think its for every important to occasion, including choice, which is why why give consumers drinks with no added sugar. important to give consumers choice, which is we produce a widewide range of drinksevery we produce a range of drinks for for every occasion, including drinks with with no added sugar. occasion, including drinks no added sugar. From the breakfast table to the gym, on-the-go to to From the breakfast table to the gym, on-the-go relaxing with with family and friends - someone, relaxing family and friends - someone, somewhere is enjoying a Britvic brand. We think its its somewhere is enjoying a Britvic brand. We think important to givegive consumers choice, which is why important to consumers choice, which is why
From the breakfast table to the gym, on-the-go to relaxing
Part Part of dutyduty GLASS suppliers and consumers to of our our to encourage PLASTIC to encourage sustainableCANS waste is to encourage our employees, sustainable waste recycle more. All our is to educate employees, suppliers management is topackaging features recycling information management educate our our employees, suppliers and and consumers to recycle more.Recycle Now logo and we are in the process of includingAll our packaging consumers to recycle more. the All our packaging across our whole portfolio. features recycling information and andare in the the features recycling information we we are in process of including the Recycle Now logologo across process of including the Recycle Now across our whole portfolio. our whole portfolio. PartPart of dutyduty to encourage sustainable waste of our our to encourage sustainable waste management is tois to educate employees, suppliers management educate our our employees, suppliers Britvic plc CR Report 2011 7 and and consumers to recycle more.our packaging consumers to recycle more. All All our packaging features recycling information and andare in the the features recycling information we we are in
Part of our duty to encourage sustainable waste management GLASS PLASTIC CANS
rt
healthy options
We have successfully introduced a number of incentives and activities to support our wellness@work initiative with our employees.
our performance so far progress against 2011 targets

Here is a snapshot of how weve performed against the targets listed in our 2010 CR Report. A fuller explanation of activity can be found in the pages that follow. Please note that since the publication of our annual results (30 November 2011) and the Annual Report there have been changes to a number of our sustainability targets, due to further internal verification. Those featured here are the most up to date.
progressive
Introduce at least two new low sugar products as part of a balanced portfolio Promote healthier behaviours by launching at least two marketing initiatives encouraging active lifestyles Work with the Department of Health to participate in a large scale Change4Life initiative Support the delivery of PepsiCo Health and Wellbeing manifesto pledges relating to Britvics PepsiCo portfolio Encourage on-the-go recycling by piloting a branded reverse vending machine project
sustainable
Contribute to an absolute target to reduce water use by 20% by 2020, compared to 2007, with water ratio reduction of 4% targeted vs 09/10 Reduce liquid effluent waste ratio by 2.5% vs 09/10 Aim to reduce CO2 emissions by 30% by 2020, compared to 1990 per tonne of product, with a 2.5% reduction targeted vs 09/10 Contribute to WRAPs Courtauld II industry wide targets to reduce, reuse and recycle by end 2012 vs 2009 Commit to two more factories sending zero to landfill Continue to roll out our new more efficient chiller equipment Work with AIM-progress group to ethically audit our suppliers and create appropriate action plans
responsible
Launch an employee health & wellbeing programme, improving work-life balance throughout the business Encourage personal growth through continued support for employee volunteering by increasing the number of those who participate Support disadvantaged children by increasing our fundraising for Barnardos Continue to support our charitable partners on relevant health, social and environmental issues Deliver at least 18 Teacher, School and NEETs programmes at our three Britvic Learning Zones
Green means we delivered against our target Amber means we are on target Red means we are currently off target.
our performance
progressive
For Britvic, being progressive means going beyond legislation to proactively identify social and environmental issues and respond to them in a creative and inspiring way through our brand activity. For example, with regards to health, we introduced two new low sugar products last year and supported marketing campaigns like Champion of the Playground, Cycle Confident and Parents for Playgrounds to encourage active lifestyles. We also partnered with the Department of Health in its Change4Life movement through our Fruit Shoot My-5 and Robinsons brands.
the year in numbers

63,000 coupons for Robinsons No Added Sugar and a further 14,000+ for Fruit Shoot My-5 were redeemed as part of the Change4Life Swapathon last January 85% of our sales of Fruit Shoot continue to come from the low sugar range Through our Fruit Shoot Ready for Ten website, five playgrounds around Great Britain were given a 15,000 bursary each for repair and renewal in time for the 2011 summer holidays By launching Robinsons Double Concentrate we cut over 14,000 tonnes of CO2 every year Britvic France launched Mon Jus dici in 100% recyclable cartons, made from locally sourced fruits and supporting local agriculture
10 Britvic plc CR Report 2011
Parents for playgrounds

Working with Play England, Parents for Playgrounds was a project sponsored by our Fruit Shoot Ready for Ten website and backed by celebrity mum Patsy Kensit. We asked people to nominate neglected local playgrounds to make them safe and inspiring places to play. We received more than 1100 nominations, and the winning five playgrounds were given a 15,000 bursary each for repair and renewal in time for the 2011 summer holidays.
11
In GB, Britvic has been actively supporting the governments social marketing campaign Change4Life, which aims to get the British public eating less and moving more.
12
our performance - progressive encouraging healthy lifestyles
encouraging healthy lifestyles

Britvic is committed to providing a broad range of soft drinks that meets peoples different requirements. We recognise that health is a significant social issue and through our brands are helping to address this. Our portfolio includes natural and spring waters, low-sugar drinks for those who want extra flavour but wish to limit their calorie intake, as well as drinks sweetened with sugar, for those who prefer no artificial sweeteners, and fruit juices. We believe that providing clear nutritional information enables our consumers to make informed choices, so that our drinks can be enjoyed as part of a balanced diet and lifestyle. We market our drinks responsibly and work with our partners to promote healthy and active lifestyles as part of our belief in the need to balance energy in and energy out. For example, Britvic France offers a 0% syrup through its Teisseire brand and is introducing products containing plant-based sweetener stevia into its portfolio. Additionally, Britvic Ireland works with the Nutrition and Health Foundation (NHF) to help address Irelands health challenges and in GB, we continue to introduce more low sugar options into our range and encourage activity through our marketing initiatives. Britvic France has also further developed its dilutable no sugar range, a range initially launched five years ago. No sugar is now a significant market segment which represents nearly 9% of the total dilutable category. PepsiCo, for whom we make a number of drinks, has made a series of health and wellbeing pledges which we support including sugar reduction, a greater choice of portion sizes and the promotion of physical activity. In line with the commitment to deliver progress on smaller portion sizes, we have launched a range of 250ml can multipacks, to offer a smaller alternative to the 330ml cans. A number of our adult brands have been associated with healthy activities too. For example, Gatorade is the official hydration partner for The British Road Cyclings Team Sky and promoted a number of Skyride cycling events around the UK. Through our Ballygowan brand, Britvic Ireland continued to provide sponsorship of Munster Rugby and Tesseire, our syrup brand in France, was a major sponsor of the Tour de France.
Change4Life
Promoting healthy lifestyles
In GB, Britvic has been actively supporting the governments social marketing campaign Change4Life, which aims to get the British public eating less and moving more. Britvic took part in the Change4Life Swapathon, by offering money off vouchers on two of its products: Robinsons No Added Sugar and Fruit Shoot My-5, which counts as one of a childs 5-a-day. At the end of the campaign, more than 63,000 coupons for Robinsons No Added Sugar and a further 14,000+ vouchers for Fruit Shoot My-5 were redeemed. We also supported Change4Lifes Really Big Summer Adventure through two of our brands. Fruit Shoot My-5 continued its partnership with the Play Providers Association to promote the Really Big Summer Adventure Loyalty Card. This card was stamped every time a child visited any play centre and enabled them to have a free play session in addition to gifts, like frisbees, which we provided. We also donated 100 Robinsons street tennis kits to act as prizes for children taking part in various online competitions which ran over the summer on the Change4Life website.
Energy, freedom and space to play are vital for childrens health and happiness, so many of our marketing campaigns, especially those for our childrens drink Fruit Shoot, seek to get people out and about and more active. Champion of the Playground, which ran this summer, was an on-pack Fruit Shoot campaign in which children could win activity toys like skipping ropes and hacky sacks with digital counters. They were then encouraged to log the results of their play online and earn the title Champion of the Playground. More than 100,000 kids interacted with the site and 10,000+ kits were distributed. Also, as part of the Fruit Shoot Hydro launch, we sponsored free Bikeability cycling proficiency lessons with every multi-pack purchased. Free two-hour cycling lessons, which covered basic safety and improving confidence, were promoted in 21 Tesco stores around the UK over the summer, and free reflective stickers were also handed out in-store to be used on helmets and bags. Shoppers could enter a free prize draw to win bikes for the family.
Nutrition
We continue to evolve our portfolio to play our part in promoting energy balance and optimum hydration. In the past year, we have introduced two additional low sugar products: Mountain Dew Sugar Free and Fruit Shoot Hydro, a fruit flavoured, no added sugar, spring water drink. 85% of sales of our core Fruit Shoot range continues to come from the low sugar variant, and our marketing campaigns always highlight our low sugar options.
our performance - progressive packaging and recycling
packaging and recycling

We believe in using the popularity of our brands, which is how people know us best, to address some of the environmental issues around soft drinks, such as packaging. We were the first soft drinks company to sign WRAPs Courtauld Commitment, amongst the first to sign up to Phase 2 of the Commitment and the first British company in our sector to use UK-only sourced recycled plastic when we designed the packaging for our water brand Drench. Tapping into the expertise of WRAP, we discovered that carbonated soft drinks are the second liquid after milk, which consumers most readily dispose of. To help our consumers avoid wastage we recently launched a 250ml can across our Pepsi range, giving them an option for a smaller drink when 330ml is too much. Additionally, the cardboard packaging for these mulitipacks is also easier to carry home, store and recycle than the previous plastic packaging. As per the targets we set ourselves last year, our aim was to launch a recycling pilot scheme using Reverse Vending Machines (RVMs). However, working closely with our partners and recycling experts, it became apparent that these machines were not going to be available to use as we wished, nor did the consumer research support the kind of outlet trials we were proposing. As a result we took the decision to focus on on-the-go recycling and have just commenced our Recycling Hub pilot recycling programme, delivered in partnership with Recoup to trigger awareness, drive behaviour change and deliver volume of collected recyclables. Our first trials are now underway. Britvic France has also undertaken significant work in this area. For example, we have set up a partnership between Teisseire and Eco Emballage to explain to our consumers (through an internet game) how to sort waste; 2012 will see Britvic France supplying recycling information on its redesigned packaging, similar to our GB packaging, which carries the Recycle Now logo. Additionally, all the steel cans used by our factories in Britvic France are made of 60% recycled steel and are 100% recyclable. Mon Jus dici cartons are 100% recyclable in FSC-certified material, which can be transformed into products such as kitchen paper or furniture. Our packaging has also evolved in Ireland, where we have introduced straight wall bottles to reduce packaging weight, more easily recycled single piece caps, thinner film on multi-packs and eco-friendly returnable intermediate bulk containers rather than barrels. Reducing the weight of our 600ml PET bottles in GB has saved Britvic about 140 tonnes of PET, which equates to 5.4 million bottles a year. Using the new and eco-friendly R-Flute cardboard has helped us to avoid using 7,500 pallets, which means 300 fewer lorries on the road. But its not just our packaging waste we aim to reduce and recycle. We also refurbish and recycle 85% of our chiller equipment with help from service technicians who identify relevant machines. Anything damaged or inefficient is crushed and recycled, and even the refrigerant gases in old cabinets that are beyond repair are sent to Ghana for reuse in school refrigerators. Any new assets we buy come from the most sustainable sources, which means our environmental impact continues to decrease.
concentrate pays dividends

This year, we launched Robinsons and Mi Wadi Double Concentrate, which has significantly saved plastic and cardboard packaging as well as transport use. It has also helped to dramatically reduce the amount of water we use. For example, producing the new 1.25L and 1.75L bottles of Robinsons Double Concentrate is cutting more than 14,000 tonnes of CO2 every year - the equivalent of taking 3,300 family cars off UK roads for a year. It is reducing CO2e (carbon dioxide equivalent) in packaging by over 55% each year compared to the 2L, 3L and 4L Robinsons bottles it replaces, and the new packaging format uses less than a third of the materials usually required, for every litre drunk. With more than 1,500 tonnes less PET used and more than 8,600 tonnes less card used per annum on packaging, the benefit to the roads is also significant, with the number of lorry loads reduced by over half.
15
our performance
sustainable
Sustainability is all about ensuring that the decisions taken now will safeguard our global future. Britvic is investing and innovating within our business to minimise our impacts and secure our long-term future. We recognise that energy is a key global issue and Britvic is planning a strategic review of our energy procurement and consumption. Working through the Sustainability Committee we are reviewing alternative technologies, looking for potential solutions to fill the energy gap in 10-15 years.
the year in numbers

22% energy consumption saved by our new refrigerators, chilled by hydrocarbon refrigerant 188,000km the road mileage Britvic Ireland has reduced since consolidating load planning 385,000 cubic metres less water used in Britvic GB than last year 150 Olympic swimming pools worth! 25% energy reduction in one factory in one year achieved by Britvic France 2,000 the number of vending machines that can be powered carbon neutral for four years thanks to carbon offsetting 32% reduction made in waste to landfill by Britvic Ireland
skip sort
At our Leeds site a skip sort team was created and was set the task of filtering the various kinds of waste from glue buckets to contractors waste.The team had to arrange for the 40 cubic metre open top skip to be emptied, and sort all the materials into waste streams.The team received a tool box talk prior to starting the waste session and risk assessments and method statements were reviewed to ensure the task was performed in the safest possible manner. They found a total of ten tonnes of waste had been deposited in a factory skip. The result of the sort was that, once recyclable materials had been identified and sorted, only 5% of the skip contents were sent to landfill. They compiled a report and action plan to address the issues found and finally communicated this to rest of the site so the changes to ways of working would be permanent.
17
our performance - sustainability waste, water and energy CO2
waste, water and energy CO2

Waste
Britvic is minimising waste in our factories and our offices, both by educating our employees, suppliers and partners, by working with government agency WRAP and introducing a rigorous reduce, re-use and recycle campaign. In our GB factories, we created the role of environmental champions; nominated employees who ensure that waste is keenly monitored. The result has been remarkable, with all of our factories now achieving zero waste to landfill. Reductions across our GB factories include: Our Rugby factory where waste is converted locally to energy and re-used to power Rugbys cement works. The site was keen to learn how it could avoid incineration of waste and get involved with converting waste into Climafuel - a waste derived fuel, which is made using household residual and commercial waste, substantially reducing what is sent to landfill. Because it is made using dry waste, this meant dividing our waste up into wet and dry, and this identified another recycling stream for our wet food waste which is now sent to a food rendering processor and used to power their boilers Our Widford factory has seen a 25% reduction in non-recyclable waste and a significant effluent reduction has also been achieved at Widford through optimising the rinsing and cleaning cycle In addition, less than 10% of Britvic Frances waste goes into landfill, and Britvic Irelands waste stream management and waste segregation has improved, allowing us to deliver a 32.5% reduction in waste to landfill year on year. Further work by Britvic Ireland is being planned for waste segregation on site, with the aim of effecting a further reduction of 25% waste to landfill in 2012. Britvic Ireland has also committed to its two factories sending zero waste to landfill and to reduce effluent waste by 2.5%. Overall, our GB target for reducing waste to landfill was a reduction of 30%, and we are delighted that we have managed to reduce waste to landfill by 62.9%.
Water
Water is set to become more and more of a valuable commodity as the world changes, so the way we use water continues to be a vital issue for Britvic. The use of water is an essential part of what we do, and how we do it, and we have put stringent measures in place to target the reduction of water consumption across our business. We have committed to an absolute target to reduce water use by 20% by 2020. This year we have made a significant step towards that by reducing overall consumption by 11%, assisted by our Robinsons brand moving to double concentrate. Our GB water ratio has also reduced by 5.8% against the target of 4% reduction this year. Our GB sites have made an enthusiastic contribution to water reduction: Beckton hosted a training day for other sites to learn how to value-stream map water on site Phase one of a water saving project at Beckton delivered overall water and energy savings by reducing our CIP (cleaning in place) times At Rugby, we have replaced all existing can rinsing nozzles for water efficient nozzles and use air rinsing on PET lines Our Norwich factory achieved a 3.6% reduction in water ratio Our Widford factory achieved a 4.7% reduction in water
giving the green light

There are many projects across the business driving down our usage of energy. At our Beckton and Rugby factories high-energy usage metal halide lamps have been replaced with energy efficient T5 units. More than 1200 have been changed which means we can save an impressive 2140 tonnes of CO2 per year. The new lamps have an increased life of six years, compared to the two year lifespan of the halide lamps, which reduces waste and resource depletion.
Britvic Ireland achieved an overall water reduction of 9.0% through substantial savings in water abstracted from the ground, and a reduction in its water ratio of 5.3%. A significant investment in the improvement of our processing capability will deliver further positive results in the forthcoming year. We are making excellent progress in water consumption at Britvic France. Between 2002-2010 the water consumption by Britvic France for 1 litre of juice was reduced by 46%, and we will work hard to bring this down even further over the next year. Each production worker at Britvic France is encouraged to meet targets of water consumption through a quarterly bonus; the success of this strategy is illustrated by the reduction of 20.8% in non-product water produced by Britvic France.
Energy
Teaming efficiency in supply and demand with responsibly sourced energy and transportation is our big challenge, and one we are dedicated to meeting. The nature of our business means there is fluctuation in our volume forecasts, which makes our usage of energy difficult to predict. For example, our energy ratio reduction aim for our Rugby factory was 2.5%. In actual fact we increased Rugbys energy usage by 3.3% as a result of our decision to run on a 24/7-shift system to improve output and efficiency. Despite having made a real reduction in energy use in GB overall of 0.6%, our GB energy ratio (per litre of product produced) has increased by 5.4% because our Robinsons squashes are now twice as concentrated. In Ireland, Britvics efforts to minimise energy consumption have paid off with a reduction of its energy ratio by 3.3%. Consolidating load planning has also meant Britvic Ireland has been able to reduce its road mileage, and we estimate that this has led to a reduction of about 188,000 km this year.
Britvic France has made a reduction of 5.8% in energy use per litre of juice produced, and has achieved a 25% energy reduction in one factory in one year and intends rolling out the same techniques across our other factories in France in order to achieve a similar reduction. For Mon Jus dici, in 2011, we also partnered with GERES (Groupe Energies Renouvelables, Environnement et Solidarites), an organisation that helps with climate change mitigation. In GB, offsetting our carbon usage enables us to combine efficiency with our sustainability values. We offset enough energy to power 2000 of the vending machines we supply to our customers for four years thanks to a carbon offsetting plan devised for us by the Carbon Neutral Company which enables a methane collection project in the Far East. In addition, replacing high-energy lighting units at our factories with energy-efficient T5s has saved 1070 tons of CO2. Looking ahead, Britvic has put in place a strategic review of our overall energy procurement and consumption and we are reviewing alternative technologies, looking for potential solutions to fill the energy gap in 10-15 years.
africaJUICE
We have been working closely with Dhler, one of our juice suppliers, which has a longterm strategic co-operation agreement with africaJUICE and plans to supply us with passionfruit (and other exotic juices) from Ethiopia. africaJUICE aims to develop the production of Fair Trade and conventional passionfruit and mango products in Ethiopia and other African countries. The first project is being implemented primarily in the Upper Awash valley, Ethiopia and one of its key advantages is that it can produce fruit all year round. It helps by bringing business into a deprived area of the world, which provides a sustainable way of life for its local communities. africaJUICE is planning to complete similar projects across Africa by 2014 including an evaluation of fruit such as lemon, limes, pomegranate, acerola and pineapple.
20
our performance - sustainability global supply chain
global supply chain

Like many businesses, ours impacts on both the lives and livelihoods of thousands of people in communities across the globe. We aim to treat these communities fairly by committing to high ethical standards. Britvic has maintained its 100% level of direct (ingredient and packaging) suppliers adhering to our ethical trading policy, allowing us to use only packaging and ingredients suppliers which understand our expectations from an environmental, health and safety and human rights standards point of view and are able to comply. Full compliance by all other suppliers is scheduled for December 2014. We also require all our material suppliers to sign up to Sedex, an ethical data exchange that enables our suppliers to provide compliance information to all their customers. Membership has increased from 65% to 75% this year, with the aim of reaching 90% by the end of 2012. This year saw the launch of a crossfunctional programme to ensure the sustainable sourcing of raw materials. Representatives from production, logistics, procurement, finance, legal, innovation, marketing, and corporate responsibility have worked together to produce a roadmap looking at short term, medium and long term initiatives around climate change, water, product ingredients and packaging. We will be implementing these initiatives by working hand in hand with our supplier base, in order to make the supply chain more secure and agile and with the flexibility required to keep the assurance of supply of raw materials in the future. At the end of 2012 we will roll out our sustainability strategy and detailed targets.
our performance
responsible
As a market leader in the markets in which we operate, we are committed to having a positive impact on community, whether that is Britvics employee community, the local communities around us or the global communities with whom we work. Initiatives like our charitable giving to Barnardos, our wellness@ work programme, investment in local projects for schools and youngsters, our health and safety projects and our commitment to using Sedex approved global suppliers mark us out as an employer of integrity with a commitment to social improvement.
the year in numbers

40 health and wellbeing screenings taken up by employees in our northern GB region 30% reduction in accident severity rate in our French factories since acquisition 70 Solihull employees competed to raise the most money in Barnardos shops 18 Enterprise teacher-training events held with our partner BSDA across our Britvic Learning Zones
mentoring opportunities
Britvic has partnered with Sir George Monoux College in Beckton to open up a spectrum of opportunities for young people and staff including educational factory site visits, mentoring opportunities and inspirational talks to students led by visiting speakers from Britvic. This has presented us with an invaluable opportunity to engage with the future workforce and for young people to truly understand the needs of a business such as ours. Paul Moody, Britvics Chief Executive was a guest of honour at the Colleges Leadership Conference organised for the students in February this year, and collected an award on behalf of Britvic for being Best New Employer.
23
our performance - responsible our communities
our communities
Britvic believes in being an active member of the communities in which we operate. We support those communities through schemes such as matched funding, training, and employee volunteering which increased by 5% in GB compared with last year.
Employee contributions
Reporting/measurement
We are members of The London Benchmarking Group (LBG), which helps FTSE companies accurately measure their community investment. As part of this membership, our commitment is to report on the past 12 months donations of our GB business. (See about this report page 5). Due to LBGs mid-year capture deadlines which do not correspond with our current financial year, they were only able to analyse our full year giving for the October 2009 to September 2010 financial year. For that reason our measured contributions have dropped from 341,000 last year to 270,000, as a number of the initiatives we had promised to put in place in our 2010 CR Report, to grow our contributions, had not been completed within this reporting timescale. However, based on our own calculations for the 2011/11 financial year, we have donated circa 416,000 (although this will not be verified by LBG until the end of 2012).
Volunteering - Britvic employees are given two paid days a year to use for volunteering opportunities - either individually or as part of a team. This year, 50 employees from our Beckton site rejuvenated the outside area of a local school, and a 70 strong group from finance in Solihull divided into teams and worked in different Barnardos charity shops, competing to raise the most money. Payroll giving - The Quality Mark Awards reward employers for fostering a culture of committed giving in the workplace by actively promoting payroll giving. Awards (bronze, silver and gold) are available for organisations that achieve minimum staff participation rates. Despite the tough economic times, our employees have continued to support payroll giving and their efforts have resulted in us shifting from bronze to this years silver status. We are hoping to achieve gold in 2012.
Between the tickets sold, used clothing donated in exchange for raffle tickets and matched funding from the business, we raised more than 5,000 for the charity
Health
We have again partnered with MEND (Mind, Exercise, Nutrition, Do-it), an organisation that works with families with overweight children, teaching them how to choose healthier foods and spend more time being active. This year we worked together to produce a pack of ten healthy recipes that would be easy for children to make as well as economical for their families. These were distributed to 15,000 families and also distributed to Britvic employees across all sites and available on our intranet site.
Education
Barnardos
Barnardos is Britvic GBs company charity, and our aim this year was to increase our funding to them. Alongside our donation lottery, which we have been running for the past two years, we also organised a month-long Big Britvic Barnardos Raffle, offering staff the chance to win exciting prizes donated by the company.
Our enterprise learning programme in conjunction with the British Soft Drinks Association (BSDA), now runs across our three learning zones in Beckton, Norwich and Leeds and has continued to be popular with teachers and students alike. This year we ran six sessions at each of our sites, training approximately 270 teachers and students. The programme was recently presented with the Institute for Education Business Excellences (IEBE) award for Enterprise and Innovation in Education and Business Partnerships.
Working with educational experts, we have helped develop a programme to help our partner Barnardos target key youngsters who, for a range of reasons from learning difficulties to problems in their home lives, are experiencing problems due to not being in education, employment or training. Barnardos has now received government funding to deliver a pilot of this programme in North London. Our programme will serve as an induction to their own workshops for this identified group. We will report on the outcome of this in next years report. Irelands commitment to their local community and education is also strong and they have just signed an agreement with Junior Achievement, which allows employees to volunteer in local schools. Junior Achievement Ireland encourages young people to remain in education and teaches them the skills they need to succeed in a changing world.
Our Beckton site makes the most of its Learning Zone, working closely with The George Monoux College - also located in East London - offering both employees and students new work-related learning opportunities.
Global support
Working with a charity partner, this year we have chosen to support a water project in Ethiopia, which is one of the countries where we source our fruits. As many as four in ten Ethiopians lack basic access to a protected water supply and sanitation facilities, and this contributes to more than 17,000 children under five dying in Ethiopia annually. Our support of a community project in Ethiopia aims to help combat this major issue, paving the way to healthier futures. A full update on the project impacts will be given in our next report. We continue to support UNICEF by donating to its Emergency Relief Fund and Irelands support for the Marie Keating breast cancer charity, through its brand Ballygowan Pink, is now entering its third year. Our Newcastle West plant participated for the fourth year running in The Schools Partnership Skills @ work programme which gives students an insight into life after school. School visits that incorporate learning about careers in manufacturing and a tour of our Ballygowan facility have been extremely popular.
Local support
Britvic continued to support local groups through the Britvic Community Fund held at The Essex Community Foundation. Grassroots projects, such as local breakfast clubs, received much needed funding, and a host of local charities and schools close to our factories also received funding. Our Widford factory for example has worked with Hopewood School helping to facilitate the transition from junior school to senior school that some youngsters find daunting.
our performance - responsible our employees
our employees
Employees need to feel supported, safe, healthy and able to balance the demands of work and family. Our aim is to empower our employees to make positive choices to improve their own wellbeing, whilst providing a safe and supportive environment from which to do so. Britvic Ireland has also undertaken employee satisfaction surveys across their locations and for the first time taken part in the Great Places to Work initiative. This involves all employees completing a survey that measures trust in an organisation and benchmarks it against other similar companies. An encouraging 65% of the Britvic Ireland workforce agree that it is a great place to work.
Health and safety
Work life balance
Open channels of communication are essential to create a supportive work environment and we regularly survey the wellbeing of our employees. Most importantly, we then respond to the results. Our most recent employee wellbeing survey showed that 60% of our employees felt they had achieved the right balance between their work and home lives, which although lower than we would like, still puts us ahead of CIPD Employee Outlook research from Spring 2011. This revealed that only 56% of the employees in the companies surveyed nationally felt they had achieved the right work/life balance. We are keen to improve the work/life balance of our employees even further, so we are emphasising different solutions from shift pattern reviews through to flexible working and video / audio conferencing as an alternative to travel. For those employees able to do so, we also support home-working as an alternative to commuting and this has proved especially beneficial when there have been adverse weather/travel conditions or when employees are trying to balance increased caring commitments on a short-term basis. Our new head office in Hemel Hempstead will be more accessible to the majority of employees, reducing the average journey times of those who frequently travel between the Midlands and Chelmsford today by around an hour. However some Chelmsford-based employees will now need to commute more frequently than before, so, for those who will be impacted, we are offering them flexible working options, car sharing incentives and travel assistance.
Health and wellbeing at work
In January 2011, using Change4Life collateral as a basis, Britvic launched a new workplace health programme, wellness@work, to encourage all of its employees to lead healthier lifestyles. Wellness packs were sent to every GB employee and contained walking maps, a pedometer, passwords to a new online wellness@work site, and information on our new and improved employee assistance programme. We also successfully piloted health and wellbeing screenings at our Leeds site with 40 employees. Showers were refurbished at many of our sites to encourage lunchtime activities, and an improved careline was established to provide musculoskeletal and mental health support to employees, enabling them to get more immediate referrals for physiotherapy or counselling as necessary - a valued service for our employees. In June, we ran a 10,000 steps a day walking challenge, which saw employees across our GB sites pitted against each other to increase their physical activity levels throughout the day for four weeks. Some 25 teams took part, representing 250 (more than 10% of our employees), and together they completed more than 50 million steps. The challenge was very successful and we have been asked by the participants to repeat the activity again next year.
Health and safety is crucial to us and we have a good record of extensive training, employee engagement and behavioural safety programmes. This year in GB, we won the European Health and Safety award for Health and Safety Practices in Autonomous Maintenance Projects. Our Norwich facility was singled out to host a visit with the Health and Safety Executive to demonstrate best practices in UK soft drinks manufacturing. Our Rugby factory won its 3rd RoSPA (The Royal Society for the Prevention of Accidents) gold award and Beckton won silver for the first time. Rugby also hosted training for CCFRA EU HACCP (Europes largest food research associates, and hazard analysis critical control point). Our already excellent accident frequency rate has reduced even further, and the severity of accidents has decreased by 53%, with three of our manufacturing sites, Leeds, Huddersfield and Norwich, experiencing no accidents resulting in lost time at all. Accidents per 100,000 hours of work have been reduced by 35% in our Widford factory and by 29% in Norwich. Accidents reported by Britvic Ireland are down 2%, and the severity rate has decreased by 28%. Our two distribution centres maintained their OHSAS ISO 18000 certification, and Ballygowan has become the first of our Irish factories to achieve this standard. Our aim is for our Dublin factory to achieve the same in early 2013. We have been working hard to raise awareness and improve the culture of health and safety in Britvic France, with all employees completing awareness sessions and implementing health and safety processes. Initial results are encouraging, with the accident severity rate dropping by 79% and 38% in two of our French factories over the last twelve months. Safety is a priority for the management of Britvic France and factory employees and we are working hard to maintain that.
food for thought

In line with the Department of Healths Responsibility Deal a series of pledges by companies to improve public health, where Britvic agreed to: actively support our workforce to lead healthier lives and to implement healthier staff restaurants, we worked with our catering provider to get our employees thinking about living healthier lives. Weve applied the same rules to our in-house food as we do to our products, so people can see the nutritional content of their food, as GDAs are now provided. We believe in informed choice so we still offer treats; however, these are now always offered alongside healthier snacks too. Loyalty cards for porridge in the morning and fruit with lunch are an added incentive to encourage healthier choices. We now have more GDAs displayed across more menus, including our breakfasts, than any of our catering suppliers other clients. Working together we have committed to remove all trans-fats by the end of 2011 and to reduce salt by end of 2012 by 15% versus our targets for 2010. These targets will give a total salt reduction of nearly 1g per person per day compared to 2007 levels in food. A new trial of weigh and pay salad is due to take place soon, and healthy oil based dressings are offered as well as lowcalorie mayonnaise/salad cream options. Vending machines now dispense skimmed milk, and chips have been taken off the breakfast menus. We are committed to a healthy, happy workplace by providing healthier options.
27
future plans
future plans
from John Gibney, Group Finance Director

Whilst I am delighted with the progress weve made each year on our CR journey, I fully recognise we have further to go.
What has become clear is that we need a longer term, more challenging vision, which fully reflects the ambition we have for CR within our business. Whilst our vision will outline our ambition to play our part in a changing environment, it will also reflect the need for us to mitigate business risk and identify related commercial opportunities for the entire Britvic group. This piece of work will undoubtedly challenge us but will also give us greater focus and purpose around areas such as the role our brands can play and the relationship we wish to have with our local and global communities. Despite the uncertain economic environment, we will continue to demonstrate our commitment to our CR programme during 2012, remaining true to our values and aims.
John Gibney Group Finance Director and CR Board Representative
future plans
our 2012 targets

progressive
Promote healthier behaviours through our marketing campaigns, especially relating to those brands consumed by children Continue to encourage on-the-go recycling through our packaging and other projects Support the delivery of PepsiCos Health and Wellbeing manifesto pledges where we bottle their drinks brands Look at ways to reduce the sugar content of our full sugar drinks
sustainable
Maintain full compliance from packaging and ingredient direct suppliers to our ethical trading policy Through our membership with AIMPROGRESS and work with Sedex, we will continue our focus to enable and promote responsible sourcing practices and drive efficiencies in the assessment of our supply chain Achieve full compliance by indirect suppliers to our ethical trading policy by December 2014 Reduce our energy ratio by 2.5% Reduce water and effluent waste by 2% compared to 2010/11
responsible
Continue to work with schools, students and young people not in education through our Britvic Learning Zones and other partnerships Promote employee health and wellbeing through dedicated activities throughout the year Support charitable partners on relevant health, social and environmental issues, especially in areas where we have a strong local presence
financial year
performance data
0 5 10 15 20 25 30 35
progressive
packaging percentages for GB

primary 91.27% secondary 7.77% tertiary 0.96%
How we cont
What we cont
sustainable
waste to landfill global sourcing expenditure for GB

3000 2400 1800 1200 600 0 3000 3000
indirect 38.14% packaging 28.95% 2010-11 variance* ingredients - juices 3.56% ingredients - other 29.35%
How we cont
-40.3%
waste to landfill waste to landfill
waste to landfill absolute tonnes waste to landfill absolute tonnes
2010-11 varia How How we cont we cont 2010-11

2400 2400 04 05 06 07 08 09 10 11
water usage 2002-09 oduct produced waste to landfill of water (cubic metres tiyear period used/tonne of product) waste to landfill
3000 2.5
Britvic GB
Britvic GB and Ireland
*variance percentages include GB and Ireland figures
1800 1800 water usage 2002-09 litres of energy waste to landfill litres of product produced (cubic metres of water usage delivered product produced e effluent ratio per unit deliveredover aproduct) 2003-2011 energy usage over a multiyear period used/tonne1200 1200 2002-09 multiyear period volume Age of (kWh/tonne of product effluent ratio per unit volume UK Employees by (kWh/tonne ofAll employees by v product)
03
-40.3% -40
1.1
litres product efuent ratio m3/tonne
1800 2.1 1200 1.9
see note blow
03
04 05 see 06 05 03 04 note
blow
07 06
1.6 0.9 1800 1.4 0.8 1200 1.2 0.7 600 0 1.0 0.6 04 04 05 03 03 03
2.1 1.9 1.7 1.5
1.6 130 1.4 120 1.2 110 1.0 100 03 04 03 05

11
efuent ratio m3/tonne litres product
2400 2.3
-40.3% +23.9%
1.1 3000 2010-11 variance*
1.8 1.0 2400
-5.5%
-40.3% +11.2%
2.5 2.3
150 1.8 140
-5.5% +23.9% +4.74%

0 0
600 600 2010-11 variance* 2010-11 variance*
gender
2010-11 variance*
1.0 08 09 10 07 08 0 0.9
water ratio
water ratio
600 1.7 0 1.5 04 03 03
UK Employees by Age 150 150

efuent ratio m3/tonne efuent ratio m3/tonne
140 140 04 05 06 06 07 08 130 130 07 09 08 10 09 11 10
delivered energy usage delivered energy usag 2002-09 2002-09 0.8 (kWh/tonne of product) (kWh/tonne of product
0.6
07
08
09
10
11
uct produced dfill2003-10 ns ear period onnes emitted
carbon product litres emissions (kg c / tonne)
efuent ratio m3/tonne carbon emissions (kg c / tonne)
water usage 2002-09 litres of product produced litres of of water (cubic metresproduct produced deliveredproduced over a carbon multiyear litres ofused/tonne ratio forperiod productmultiyearusage over a energy GB over 2002-09 a of product) period production sites 2003-11 multiyear period (kWh/tonne of product)
efuent ratio m3/tonne litres product water ratio
05 06 07 04 05 06
08 07
09 08
10 11 09 10 11
2010-11 variance* e* 2010-11 variance*
2.1 1.6 1.6 130 10.4 1.9 1.4 1.4 120 9.6 1.7 1.2 1.2 110 8.8
note blow
water ratio efuent ratio m3/tonne
-40.3% -40.3%
+23.9% +3.5% -5.5% +4.74% -5.5%
net carbon emitted3 kg absolute efuent ratio m /tonne water ratio (manufacturing sites only)
0.9 2.1 2.1 130 13 0.8 1.9 1.9 120 12 0.7 1.7 1.7 110 11
Senior +23.9% +4.74% +11.2% +23.9% +11.2% -2.2% +11.2%Board by gender -2.2% +3.5% managers
14 13 100
note note blow blow
efuent ratio m3/tonne net carbon emitted kg absolute (manufacturing sites only)
2.5 150 12.0 2010-11 2010-11 variance* variance*2010-11 variance* 2010-11 variance* 2010-11 variance* 2.3 1.8 1.8 see 140 11.2
water usage 2002-09 water usage 2002-09 (cubic metres of2003-10 (cubic metres of water effluent ratio perwater usage delivered unit CO2 emissions energy metres water usage 2003-2011 (cubic used/tonnetonnesproduct) volume 2002-09 (Kg used/tonneproduct) carbon of of emitted of water used/tonne of product) (kWh/tonne of product) absolute)
04 06 05
05 07 06
06 08 07
07 09 08
08 10 09
09 11 10
10 11
11
03
+4.74% +4.7
11
0.7 2010-11 varia 2010-1
1.1 2.5 2.5 150 1.1 12.0 1.1 15 2010-11 variance* 2010-11 2010-11 variance* 2010-11 variance* 2010-11 variance*variance* 1.0 2.3 2.3 140 1.0 11.2 1.0 14 see see 0.9 10.4 0.9 0.8 9.6 0.8 0.7 8.8 0.7
CO2 ratio unit effluent ratio Employees by Age carbon UK perper unit co2 effluent emissionsUK Employees by emissions for GB 2003-10 2003-2011 (Kg volume carbon tonnes emitted production120 120 emitted (kg volume tonnes2003-11 absolute) carbon sites absolute)
15 110 110 2010-11 variance* 2010-11 variance* 2010-11 variance* 2010-11 variance* 100 03 04 05 06 03 04 05
12 index 80 11
employee engagement score 2007-2011
gender
07 06
08 07
09 08
10 0
7 7
08 08 07 07
09 10 09 10 08 09 08 09
11 11 10 10
11 11
1.5 1.0 1.0 100 8.0 04 03 03 04 03 03
05 05 04 04
06 06 05 05
07 07 06 06
08 09 10 11 08 09 10 11 07 08 09 10 11 08 09 10 11 07 08 09 10 11
index score
net carbon emitted kg absolute carbon emissions (kg c / tonne) (manufacturing sites only) er 100,000net carbon emitted kg absolute hours (manufacturing sites only)
carbon emissions (kg c / tonne) re mber of days lost carbon emissions (kg c / tonne) ours
are based on 2003-10 the gy usagefactors nergy usage y conversion es emitted ns trading) roduct) of product)
carbon emissions 2003-10 CO2 GB for GB carbon CO2 emissions 2003-10 sites ratio forratioproduction production sites emitted (Kg carbon tonnes 2003-11 2003-2011 (Kg carbon tonnes emitted absolute) absolute)
12.0 15 11.2 14 10.4 13 15 2010-11 variance* 2010-11 variance* 2010-11 variance* 14 13
0.6 1.5 1.5 100 0.6 8.0 0.6 10 10 75 04 04 05 06 07 08 09 10 11 03 04 05 06 07 08 09 10 11 03 04 05 04 06 07 07 08 09 10 11 04 05 06 07 08 09 10 11 03 04 05 05 06 07 08 09 10 11 11 04 06 07 08 09 10 11 03 03 03 04 05 06 07 08 09 10 06 07 08 09 10 03 03 03 05 05 06 08 09 10 11 11 73 note: due to rebasing of water use to include all kg of carbon figures are based on the Kg of carbon figures are based onfactors Kg ofborehole water are based on the if only used for carbon figures abstracted (even Climate Change Levy conversion the employee engagement 70 Climate Change Levy conversion factors employee engagemen carbon ratio conversion factors carbon ratio GB Climate Change Levy for forbasis ratio reduced -5.7% cooling), on a like for like GB (part of UK emissions trading index trading) (part of UK emissions score 2007-2011 index score 2007-2011 production sites 2003-11 (part of UK emissions trading) production sites 2003-11
Board by gender
80
+4.74% +4.74%
12.0 12.0
65
-2.2% -2.2% +3.5%
11.2 11.2 10.4 10.4
+3.5% +3.5%
60 07
Board Board by gender by gender

75 73 08 75 73 09 10
80
index score
er 100,000 hours
08 08 07
09 09 08
10 10 09
11 11 10
11
60 0.10
ore
based on the nversion factors ding)
8.0 10 10 12 75 03 04 05 06 07 08 09 10 11 04 04 06 07 08 09 10 03 03 05 05 06 07 08 09 10 11 11 73 GB & Ireland 2010-11 variance 9 Kg ofKg of carbon figures are based on the carbon figures are based on the 70 Climate Change Levy Levy conversion factors Climate Change conversion factors 6 of UK emissions trading) (part (part of UK emissions trading)
2010-11 variance
-0.8% -4.4%
8.0 0.20 75 8.0 64 04 04 03 03 05 73 0.15 70 61
06 07 08 09 10 11 05 06 07 08 09 10 11 GB & Ireland 2010-11 variance
-53.4% -45.1%
2010-11 variance
12 9
64
2010-11 variance 60 60 07 07 08 08 09 GB & Ireland 2010-11 variance
61 60
-0.8% -4.4%
mber of days lost ours
8.8 80 11
15 11
67 8.8 8.8 0.25
80
15
67
65
index score
alance 2011
9.6 12 12 index
employee engagement rate Accident frequency score 2007-2011 2003-2011
9.6 9.6 scoreindex score 2007-2011
employee engagement work-life balance Accident severity rate 2007-2011 2003-2011
70 work-life70 balance Accident frequency rate score 2003-2011 2007-2011 65 0.25
09 10
0.20 10 0.15 0.10
responsible
0 5 10 15 20 25 30 35
employee engagement index score 2007-2011

0 5 10 15 20 25 30 35
work-life balance score 2007-2011

67 80
employee engag Accide index score 2007 2003-2

accidents per 100,000 hours worked
80
0 5 10 15 20 25 30 35
0 5 10 15 20 25 30 35
GB spend on community investment

cash 54% in-kind 18% time 15% management costs 13%
balance score
75
64
75
15 employee engag em index score 2007 ind 12
0 5 10 15 20 25 30 35
how we contribute
0 5 10 15 20 25 30 35
80 arts & culture 1% global 0.02% 80 9 education & 70 local 27.5% 61 70 young people 25% 75 national 72.5% 75 6 emergency relief 1% 65 work-life balance 58 employee engagement 65 environment 12% 3 70 70 score 2007-2011 index score 2007-2011 what we health 42% where we 55 litres of product produced litres of product60 produced0 60 to landfill waste to landfill waste social welfare 12% 67 contribute 07 80 09 07 contribute 10 08 multiyear period 09 11 10 08 09 11 65 overover a multiyear65 07 a period 08 03 04 other 7% to
index score index score
index score
How we cont
What we
0 5 10 15 20 25 30 35
How we cont Where we
What we cont
2400 2400
index score litres product
litres product
index score
balance score
balance score
What we cont 1.6

litres product
1.4
Where we
water ratio
1.8
-5.5%
less than 18 0.09% 2.5 18-24 5.19% 2010-11 variance* 25-34 28.04% 2.3 35-44 34.47% 45-54 25.02% 2.1 55-64 7.05% litres litres of product produced by age band of product produced 65period 0.13% and above over a multiyear over a multiyear period 1.9
1.7 1.5
net carbon emitted/tonne efuent ratio m3 kg absolute (manufacturing sites only)
efuent ratio m3/tonne water ratio
litres product
litres product
0 09
ge
2.1 13 1.9 12
carbon emissions (kg c / tonne)
net carbon emitted kg absolute (manufacturing sites only) net carbon emitted kg absolute (manufacturing sites only)
% 74%
03
14 1.5 14 10 03 04 05 06 07 08 09 10 04 03 04 05 06 07 08 09 10 05 06 07 08 09 10 11
-2.2% -2.2%
employees by gender
11 0.6 8.0 03 03 11.2 11.2 04 05 06 04 05 06 10.4 10.4 07 07 08 08 09 09
0.7 8.8
12.0 12.0
t)
All employees by 15 1.7 15 11 ance* 2010-11 variance* 1 variance* 2010-11 variance* gender All by All Age employeesemployees by gender gender
12.0 11 11
blow by gender chain by 0.9 10.4 CO2 CO2 emissions 2003-10 emissions 2003-10 carbon carbon ratio for gender ratio for GB GB (Kg carbon tonnes emitted (Kg carbon tonnes emitted0.8 production sites 2003-11 9.6 production sites 2003-11 absolute) absolute) By Ethnicity Non supply chain
efuent ratio m (kg c / carbon emissions3/tonnetonne)
net carbon emitted kg absolute (manufacturing sites only) water ratio
water usage 2002-09 1.6 1.6 (cubic per unit CO2 emissions 2003-10 carbon effluent ratio for GB per unit effluent ratio metres of water used/tonne 1.9 120 12 By by 120 Non supply chain 0.8 (Kg 1.4 1.4 by Age Non supply production volume 1.9 sites 2003-11 UK Employeesof product) chain All employeesEthnicity volume carbon tonnes emittedfemale 27.42% female 42.06% absolute) employees by gender male 72.58% male 57.94% employees by gender
03
04
07
08
09
10
11
03
By Ethnicity 0.8 9.6 12 female 14.29% male 85.71% gender12.0 1.7 1.7 1.2 1.2 0.7 0.7 2.5 1.1 110 110 8.8 11 15 11 2010-11 2010-11 variance* By 2010-11 variance* 2010-11 variance* variance* Non supply chain Non chain All All 1.5 by UK Employees Employees by Ageemployees employees 2010-11 variance* supplyNon supply chainBy EthnicityBy Ethnicity Ethn UK by AgeUK Employees by Age by 1.5 All employees by 1.0 1.0 0.6 0.6 2.3 100 100 10 11.2 14 10 +23.9%05 06see08 gender101.0 11gender03 04gender05 0706employees10employeesemployees05by06gender 1009 1110 1111 8.0 gender 11 03 non supply06 07 0807 0908 10 09 11 by1111 board 05 06 07 08 09 11 04 03 +11.2% 10 11-2.2% 04 05 06 07 note 05 03 05+11.2% 09 10 07 09 10 11 08 09 10 03 04 04 0504 06 06 07 08 09 11 08 10 gender03by03 05 06 07 08 09 10 03 04 +3.5% 04 07 08 03 04
Kg of carbon carbon figures are on the on the Kg of figures are based based Climate by gender Change Levy conversion factors Climate Change Levy conversion factors (part of(partemissions trading) UK of UK emissions trading)
efuent ratio m3/tonne water ratio
% 0.3%
1.0
What 2010-11 variance* What we cont we cont 1.8

1.8 05 06
-5.5% -5.5%
2010-11 variance*
Where we Where we
+23.9% +4.74% +23.9% +4.74%
net carbon emitted kg absolute efuent ratio m3/tonne (manufacturing sites only)
1.2 ance* 1 variance*
UK Employees by Age
-2.2% -2.2%
All emplo +11.2% gender +11.2%
members

10 10
+3.5% +3.5%
11 11
13 13 Kg of carbon figures are based on the carbon ratio conversion Climate Change Levy for GB factors female 28.26% 12 12 (part of UK emissions trading) production sites 2003-11male 71.74%
Non employee engagement By supply chain By Ethnicity Non supply chain engagement index score Ethnicity Board by gender work-life balance work-life score employee employee engagement work-life balance balance 9.6 index score 2007-2011 score 2007-2011 9.6 score 2007-2011 employeesemployees by score 2007-2011 by gender 2007-2011 index gender 2007-2011
80 8.8 80 8.8 67 67 64 64
Senior gende
11 11
70 any other Asian background 0.04% black/black British Caribbean 0.71% 600 600 1.7 1.2 1.1 1.2 any other black background 0.13% Chinese 0.13% 2010-11 variance* 2010-11 variance* 58 58 65 any other ethnic group 2.44% 65 mixed white and Asian 0.27% 0 1.5 1.0 1.0 0 1.0 any other mixed background 0.40% mixed white and black African 0.27% see 03 04 05 06 07note 07 09 10 11 03 04 05 06 07 08 09 10 11 08 09 10 11 03 04 05 06 08 03 04 05 06 07 08 09 10 11 55 55 60 60 any other white background 4.26% mixed white and black Caribbean 0.44% blow water usage 2002-09 water usage 2002-09 07 08 0.9 07 09 07 10 10 08 09 07 10 08 11 09 84.96% 11 by ethnicityenergyof water (cubic metres of waterAsian/Asian British Bangladeshi 0.09% 2 white British unitunit (cubic delivered metres usage CO2 CO white per emissions 0.98%2003-10 delivered energyAsian/Asian British Indian 2.17% effluent ratio per usage emissions effluent ratio Irish 2003-10 used/tonne of product) used/tonne of product) 0.8 2002-09 (Kgvolume tonnes emitted carbon 2002-09 (Kg carbon tonnes emitted Asian/Asian British Pakistanvolume not reported 1.33% 0.62% (kWh/tonne of product) absolute) (kWh/tonne of product) British African 0.75% absolute) black/black 2.5 2.5 1.1 1.1 150 150 12.0 15 15 0.7 2010-11 variance* 2010-11 variance* 2010-11 variance* 2010-11 2010-11 variance* variance* 2010-11 variance* 2010-11 variance* 2010-11 variance* 2.3 2.3 1.0 1.0 140 140 11.2 14 14 0.6 see see note note 03 04 05 06 07 08 09 10 11 04 05 06 07 08 09 10 11 blow blow 2.1 2.1 0.9 0.9 130 130 10.4 13 13
07
water ratio
water usage 2002-09 1800 1800 litres of product produced (cubic GB employee data cont we cont we cont metres of water cont How What we How we cont we period What over a How multiyear What we of product) Where we used/tonne cont 1200 1200
Where we 80 -40.3% -40.3%

70 65 75
index score
3000 3000
2010-11 variance* index 2010-11 variance*
1.8 1.6
1.8 80
75
-5.5% -5.5%
1.6
balance score
75
work-l 60 work-life balance employee employee engagementengagement 60 2.5 07 08 score 2 09 score 2007-2011 07 index score score2010-11 variance* 2007-2011 2007-2011variance* 2010-11
61 67 58 64 55 61 67
64
index score
2.3 2.1 1.9
effluent ratio per unit Where we Where we 1.4 60 volume 1.4 07 10 08 70 09 11
64 61 09
08
10
+23.9%
+11.2%
0 09
balance score
balance score
index score
index score
8.0 10 gender 11.2 by 04 05 06 07 08 09 10 75 s by Board by 0310 04 05 +3.5%09 Senior managers8.0 04 05 06 07 08 09 10 11 75 11 03 10 11 managers 10 03 05 06 07 08 10 09 11 03 04 06 07 08 11 73 73 by gender of carbon figures are based gender 10.4 Kg of carbon figures are based on theon the Kg 70 work-life balanceby conversion bySenior Accident 70managers managers by Board Climate Change Levy Levy conversiongender Climate Board by genderChangegenderfactorsfactors managersfrequency rate Board Seniorby Senior by (part of UK of UK 9.6 score 2007-2011 emissions trading) (part emissions trading) 2003-2011 gender gender gender
senior
2010-11 variance*
11
61 Accident 61 severity rate 60 60 2003-2011 58 58
8.0 64
12 9 6 3 0
60
balance score
nt 1
61 60 58
Senior managers by work-life balance gender work-life balance

score 2007-2011 score 2007-2011
67 67
03
04
05
06
07
08
09
10
11
Britvic GB
2003-2011 accident frequency rate 2003-2011

accidents per 100,000 hours worked accidents per 100,000 hours worked
15 15 12 12 04 05 06 9 9
-0.8% Accident frequency raterate Accident frequency -4.4% 2003-2011

60 07 07 08 08 09 09 10 GB & Ireland 2010-11 variance 07
2010-11 variance
average number of days lost per 1000 hours
67 8.8
15
65
65
0.25
0.20 10 11 11
55
0.15 Britvic GB and Ireland 0.10
55 07 07 08 08 09 09 10 GB & Ireland 2010-11 variance
2003-2011 accident severity rate 2003-2011

average number of days lost per 1000 hours average number of days lost per 1000 hours
0.25 0.25 0.20 0.20 04 05 06 0.15 0.10 0.05 0.00 0.15 0.10 0.05 0.00 03 04 05 06 03 04 05
-53.4% Accident-45.1% rate severity rate Accident severity 2003-2011

07
2010-11 variance
10 11
Senior managers by Senior managers by 55 gender 10 gender64 08 64 09 07 11

balance score balance score
0.05 2010-11 variance 2010-11 variance 0.00
03
08 09 10 11 03 GB & Ireland 2010-11 variance GB & Ireland 2010-11 variance
61 Accident61 frequency rate Accident severity rate 60 60 2003-2011 2003-2011
Accident severity rate 6 6 2003-2011

mber of days lost ours
0.25 0.20 11 0.15 0.10 3 0 3
-0.8% -0.8% -4.4% -4.4%
08 09 10 11 GB & Ireland 2010-11 variance GB & Ireland 2010-11 variance
-53.4% -53.4% -45.1% -45.1%

08 09 10 11 07 08 09 10
2010-11 variance 2010-11 variance
er 100,000 hours
15 12 11 9 6
58
58
0 11
55 07 07 08 08 09 09 10 GB & Ireland 2010-11 variance GB & Ireland 2010-11 variance
55
-0.8% -53.4% -4.4% -45.1%
2010-11 2010-11 variance variance
10 11
0 03 04 05 06 07 08 09 10 11 03 04 05 06 07 08 09 10 GB & Ireland 2010-11 variance
-53.4% -45.1%
2010-11 variance
11
07 06
accidents per 100,000 hours

12 9 6 3 0
15
Britvic plc Britvic House Broomfield Road Chelmsford Essex CM1 1TU Tel: +44 (0)1245 261871 www.britvic.com
Britvic takes care of the environment by choosing pureprint environmental print technology. All the electricity used in the production of this report was generated from renewable sources and vegetable oil based inks were used throughout. The printer is a CarbonNeutral company and certificated to Environmental Management System, ISO 14001 and registered to EMAS, the Eco Management and Audit Scheme. The paper used in this production is made from 50% recycled waste and 50% virgin fibre product with FSC certification. Designed by sg design [sg-design.co.uk] With thanks to our colleagues, business partners, friends and families who feature throughout this report.

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corporate responsibility report 2011

1.4 1.2 1.0 03

2400 1800 1200 600 0

140 130 120 110 100 03 04 03 05 04 06 05 07 06

2010-11 variance* 2010-11 variance*

waste to landfill delivered energy usage 2002-09 (kWh/tonne of product)

delivered energy usage 2002-09 (kWh/tonne of product)

work-life score 200

Kg of carbon figures a 61 Climate Change Levy (part of UK emissions 60

energy reduction in one of our french factories

playgrounds given a 15,000 bursary for repair and renewal

coupons redeemed for Robinsons No Added Sugar Change 4 Life activity

reduction in accident severity rate in our french factories

of our employees now volunteering their time to local projects

Britvic plc CR Report 2011

from Paul Moody, Chief Executive

Paul Moody Chief Executive

Britvic plc CR Report 2011

about this report

Our relationship with PepsiCo

London Benchmarking Group

Britvic corporate and CR governance

Corporate Responsibility Committee

Britvic plc CR Report 2011

lifecycle of a Britvic soft drink

ORANGES ORANGES PASSION FRUIT FRUIT PASSION

PASSION FRUIT FRUIT PASSION

Our qua are poli

Our qua are poli

Fro rela som imp we occ

Fro rela som imp

GLASS GLASS PLASTIC PLASTIC CANS CANS

From the breakfast table to the gym, on-the-go to relaxing

our performance so far progress against 2011 targets

Britvic plc CR Report 2011

the year in numbers

Parents for playgrounds

our performance - progressive encouraging healthy lifestyles

encouraging healthy lifestyles

Promoting healthy lifestyles

Britvic plc CR Report 2011 13

our performance - progressive packaging and recycling

packaging and recycling

14 Britvic plc CR Report 2011

concentrate pays dividends

the year in numbers

our performance - sustainability waste, water and energy CO2

waste, water and energy CO2

18 Britvic plc CR Report 2011

giving the green light

Britvic plc CR Report 2011 19

our performance - sustainability global supply chain

global supply chain

Britvic plc CR Report 2011 21

the year in numbers

our performance - responsible our communities

24 Britvic plc CR Report 2011