coca cola india csr case study

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Coca-Cola India’s CSR Report Highlights Peaceful Coexistence of Business, Community and Environment

Coca-cola india private limited is a subsidiary of the coca-cola company which manufactures and sells concentrates and beverage bases and powdered beverage mixes. with an aim to ‘refresh the world and make a difference’, the company works to preserve the synergistic interconnectedness of its communities and activities., through its corporate social responsibility (csr) initiatives, coca-cola india has been setting clear and measurable targets against the united nations’ sustainable development goals and is measuring its progress against the targets. it focuses its csr initiatives on waste management and recycling, sustainable supply chain, water conservation and optimisation, and community welfare., the below video highlights the csr initiatives of coca-cola india:, 1. csr at coca-cola india, coca-cola india private limited recognizes the impact it has on communities in which it operates. the company believes that it has a tremendous opportunity to change the lives of these communities and it aims to contribute to the social, economic and environmental progress of india. as part of its dedicated approach to create economic opportunity in the communities in which it operates, the company has been contributing its time, expertise and resources to help communities and undertaking a series of initiatives that are locally relevant., as a responsible corporate citizen, the company is committed to sustainable development and inclusive growth. it has been focusing on issues relating to water, environment, healthy living, music, grassroots education, social advancement and promoting gender equality and empowerment of women over the past several years. however, its key areas of focus include waste management and recycling, sustainable supply chain, water conservation and optimisation, sustainable product categories and community welfare. these areas are mapped with the activities as prescribed in schedule vii to the companies act, 2013., 2. csr policy, at the beginning of each financial year, the csr committee of the board of the company prepares a list of csr projects/activities/programmes which the company proposes to undertake during the financial year, specifying the modalities of execution in the areas/sectors chosen with implementation schedules for approval of the board. in order to monitor these programmes, the board has devised a “transparent monitoring mechanism” for various which includes the conduct of impact studies on a periodic basis, through independent third party agencies as and when necessary. in addition to this, the company also strives to obtain feedback from various beneficiaries of its csr projects to measure its impact., the board of directors of the company have the powers to revise/modify/amend the csr policy of the company from time to time, as they may think fit, based on the recommendations made by the csr committee or to conform to the amendments made to the csr rules by the ministry of corporate affairs under the companies act., 3. coca-cola india’s world without waste initiative, packaging waste is a major challenge in the current times for the environment as well as the economy. coca-cola india is actively involved in ensuring that it provides safe and hygienic packaging to its consumers while maintaining the quality and affordability of its products. the company is also engaged in dealing with the waste generated by its products across its lifecycle and reducing plastic waste in the environment and oceans., in lieu of this vision, the company launched ‘world without waste’, a global initiative, in 2018. through this initiative the company is radically rethinking the design of its bottles, its recycling and sustainable means of distribution., the company has set a target of making its packaging 100 per cent recyclable globally by 2025. in addition to this, it aims to collect and help recycle the plastic waste that is 100 per cent equivalent to its production of packaging material. in short, it aims to create a plastic circular economy., 3.1 creating a plastic circular economy, the company is looking to convert plastic waste into wealth. the coca-cola system in india, along with partners is working to develop sustainable, community-led programmes for integrated plastic waste management and promote efficient recycling in india. the company has launched various projects and campaigns across the country to create awareness about segregation of waste at source, streamline collection mechanisms and help build infrastructure to recycle post-consumer packaging into value-added products. these initiatives will also create better livelihoods and provide better social security for the marginalized waste workers in the existing largely informal economy., through these projects the company intends to:, – develop, support and implement an economically sustainable model for plastic waste management, – design and implement material recovery facilities(mrfs)/swachhta kendras for improved plastic waste management, – improve socio-economic conditions of waste workers and enhance their access to institutionalized benefits, – knowledge management, traceability, monitoring and communication mechanisms, the projects aimed at creating a plastic circular economy in india include:, project prithvi: project prithvi was implemented by hindustan coca-cola beverages private limited (hccbpl) in partnership with united nations development programme (undp), indian centre for plastics in the environment (icpe), stree mukti sangathana and mindtree. the project has been able to collect over 42000 metric tonne (mt) of waste across 28 cities. it has also resulted in the formation of about 100 self help groups (shgs) to mainstream men and women waste workers. more than 4200 waste workers have been benefited through this project., integrated plastic waste management project: integrated plastic waste management project is implemented in partnership with prayas juvenile aid centre to work towards social and economic upliftment of more than 1,000 ragpickers in and around jahangirpuri area., women waste recycler upliftment programme: women waste recycler upliftment programme is implemented by coca-cola india foundation in partnership with mahila sewa trust (sewa) to improve the standard of living of 200 vulnerable women waste recyclers by providing sustainable livelihood, enhanced income, nutritious food and safety gears..

4. Fruit Circular Economy

Consumers throughout the world are increasingly becoming conscious of the social and environmental impact of foods and beverages they consume. over the past years, coca-cola india has built significant inroads into the farming community with its focus on good agricultural practices that provide forward linkages to the indian farmers. fruit circular economy (fce) is a step towards addressing the issues of low farm productivity, poor technology adoption and fruit wastage by harnessing the higher productivity potential of fruits – both at the farm as well as processing level., the company’s efforts are focused on improving the overall fruit availability, increasing farming efficiency as well as building food processing capacity in the country, thereby helping farmers increase their income., 4.1 project unnati, under project unnati, the company and its partners train the farmers to become better entrepreneurs by deploying techniques such as ultra-high-density plantation, drip irrigation, good agricultural practices and high-yielding cultivars to increase their fruit productivity and then take a decision whether to sell the produce to processors or in the market for the best return on their investments. it also creates a positive impact across many other sustainability focus areas, including women’s empowerment, community wellbeing and water stewardship..

The first phase of Project Unnati was launched in 2011 with ‘Project Unnati Mango’ in Andhra Pradesh. The success of Unnati Mango and ever encouraging response from farmer partners motivated us to not only scale up the project to build capabilities of more and more farmers but also diversify into other fruits with the launch of Unnati Orange and Apple in 2018 and most recently with Unnati Litchi and Grapes in 2019. The project aims to benefit more than 2,00,000 fruit farmers by 2022.

5. water stewardship, water is an indispensable resource for coca-cola india. considering the alarming decline in water availability and impact to the community as a result of it, the company began its water stewardship journey as a forward-looking endeavour to build a successful, resilient business that adds value to the communities and restores the ecosystems where it operates. it has been working since more than a decade to ensure sustainable availability of water, not only for its own business operations but also for the communities around it through its water strategy which focuses on reduce, reuse, recycle and replenish., 5.1 anandana – the coca-cola india foundation, in 2007, the coca-cola company made a pioneering commitment to replenish 100% of the water it uses. to meet this target, anandana—the coca-cola india foundation and the company’s bottling partners work along with regional ngo partners and community members to restore neglected and deteriorated watershed areas and other water conservation projects in remote and water-stressed areas across the country. the projects pay special attention to community participation with a focus on women, who often reach supervisory roles in the village “pani samitis” (water committees) to ensure maintenance and sustainability of community water projects..

Maharashtra has battled drought for many years and as a result of which the rivers have ebbed, water in dams and reservoirs has depleted and over-exploitation of groundwater has resulted in limited availability of water. Anandana has partnered with Haritika to improve water availability through run-off water harvesting measures. This helps in increasing groundwater recharge in the watershed area and improves access to water for agricultural and domestic use. This results in higher agricultural productivity and creating better employment opportunities for the local communities.

6. community welfare initiatives, 6.1 women empowerment, in 2010, the coca-cola company made a commitment to enable the economic empowerment of 5 million women entrepreneurs across its global value chain by 2020. through this initiative, the company enables women entrepreneurs to overcome social and economic barriers to succeed by providing them business skills training, access to financial services and assets, and access to mentoring networks. the initiative has been able to benefit over 120,000 women in india since its inception in 2010. more than 20,000 women benefited from it in 2019 alone. globally it has been beneficial to over 4.6 million women in 96 countries., 6.2 developing sustainable entrepreneurial spirit among youth, coca-cola india partnered with jagriti sewa sansthan to launch ‘sustainable enterprise award’ in 2017 to intensify the dialogue on critical sustainability issues and motivate youth towards purpose-driven entrepreneurship. the annual programme recognizes and supports entrepreneurs especially in the fields of water, agriculture and recycling. through this programme, the company aims to inspire youth to become job-creators while making a positive impact on society and environment..

6.3 Nutrition Support through Enhancement of Midday Meals

With a view to enhance enrollment, retention, attendance and simultaneously improve the nutritional status of children, government of india launched the national programme of nutritional support to primary education (np-nspe) in 1995, popularly known as the midday meal programme. coca-cola supports this program in india by partnering with ngos to provide nutritious meals to children in government and government-aided schools., in partnership with the akshaya patra foundation, the company has supported the midday meals of 12,000 school-going children in bhubaneshwar and rourkela districts of odisha for an academic year. earlier, similar programmes were implemented to support nutritional needs of 25,000 children across karnataka, telangana and andhra pradesh., in addition to this, the company in association with manthan sansthan, aims to address undernourishment in children among the ages 5–13 years that enrolled in government schools of rural rajasthan by supplementing midday meals through daily distribution of super5—a mix of five ingredients (wheat grains, peanuts, sesame seeds, bengal grams and jaggery). in its pilot phase in 2019, the project nourished 1,000 students in 20 schools., 7. covid-19 support csr initiatives, in response to the covid-19 pandemic, the company has pledged inr 100 crores towards relief measures to support vulnerable and most impacted communities across india., 7.1 healthcare infrastructure, the company contributed in augmenting the healthcare infrastructure in the country in order to enable it in dealing with the pandemic more effectively. in association with united way mumbai the company supported about 60 public hospitals across 7 states and a union territory by the provisioning of personal protective equipment (ppe) comprising n95 masks, 3-ply disposable masks, surgical caps, surgical goggles, waterproof gowns, shoe covers, gloves for the safety of healthcare workers, sanitizer dispensers, additional icu beds, and non-contact thermometers for medical preparedness. it has estimated that over 10 lakh patients will be benefitted through the company’s interventions., 7.2 contributing to food security, the company in association with care india provided dry-ration kits to meet specific nutritional needs of various underprivileged groups such as migrant workers, daily wage earners and people living with hiv/aids across the country, benefiting over 1.8 lakh people through a three-month-long programme..

7.3 Hydration to Corona Warriors

The company distributed hydrating beverages to the communities living on the margins and frontline warriors serving the nation during the hot weather conditions., in addition to these initiatives, the company is working with several civil society organizations (csos) and ngos such as akshaya patra foundation, vanarai, chintan, hasiru dala, manthan sansthan and american india foundation among others towards providing free meals to the distressed communities and relief to waste workers through provisioning of dry rations, ppes and emergency medical funds., through its employee fundraiser campaign in partnership with giveindia, the company has also secured donations to support waste workers with food and hygiene essentials. coca-cola india matched the amount contributed by the employees., coca-cola india’s csr initiatives not only focuses on making a difference for the communities but also alters its own operations to conduct sustainable business practices. the company is an example of peaceful co-existence of business, communities and their environment., related articles more from author.

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The Brand Impact on Culture: Case of Coca Cola Cultural Issues in India

• Conference paper
• First Online: 13 March 2021
• Cite this conference paper

• Asaad Ali Karam 12 , 13  

Part of the book series: Lecture Notes in Networks and Systems ((LNNS,volume 194))

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• International Conference on Business and Technology

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The study purpose was culture assumes a pivotal role in brand and relying on underlying cultural philosophies. The Indian culture differences impacts on Coca-Cola brand; culture affects other brands very strongly. Productive brands have been able to adopt this dominant cultural paradigm. The measurements are based on the quantitative methods with criteria that were framed by culture and brand factors through customer perceived value to find out Coca-Cola’s brand cultural issues, the SmartPLS analysis was generated to study conceptual framework that was conducted restricting samples size of (N = 500). The study found that the culture and brand factors were effects on customer perceived value which was explained by (R 2 Adj. = 78.5%), While, the whole model was effective by Coca-Cola cultural issues with (R 2 Adj. = 80.9%). Further, culture has a significant effect on firm performance. Results of examination help companies to realize the significance of brand culture and product identity on the target market. The originality of this paper gives clear observations into the integration and combining of cultural fibers that make the brand prosper in the target market. It also clearly shows that several brands were successfully integrating and combining Indian culture in the market.

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Karam, A.A. (2021). The Brand Impact on Culture: Case of Coca Cola Cultural Issues in India. In: Alareeni, B., Hamdan, A., Elgedawy, I. (eds) The Importance of New Technologies and Entrepreneurship in Business Development: In The Context of Economic Diversity in Developing Countries. ICBT 2020. Lecture Notes in Networks and Systems, vol 194. Springer, Cham. https://doi.org/10.1007/978-3-030-69221-6_42

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CSR Case Studies: Coca-Cola

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Please note you do not have access to teaching notes, corporate social responsibility does not avert the tragedy of the commons – case study: coca-cola india *.

Strategic Corporate Responsibility and Green Management

ISBN : 978-1-80071-447-2 , eISBN : 978-1-80071-446-5

Publication date: 23 August 2023

‘Tragedy of the commons’ is a powerful concept to analyse a variety of problems related to environmental sustainability. The commons problem can be solved if individuals behave altruistically. In the business context, this chapter studies the proposition that corporate social responsibility (CSR) can avert the tragedy of the commons by examining one case study in depth: Coca-Cola's bottling operations in Rajasthan, India. In spite of choosing a context favourable to the proposition, the results indicate that CSR does not avert the tragedy of the commons. To address the major environmental challenges, it is essential to develop regulatory regimes with appropriate incentives and ability to enforce sanctions.

• Corporate social responsibility
• Tragedy of the commons
• Common-pool resource
• Environmental sustainability
• Regulatory regime

Karnani, A. (2023), "Corporate Social Responsibility Does Not Avert the Tragedy of the Commons – Case Study: Coca-Cola India * ", Gupta, A.D. (Ed.) Strategic Corporate Responsibility and Green Management ( Critical Studies on Corporate Responsibility, Governance and Sustainability, Vol. 16 ), Emerald Publishing Limited, Leeds, pp. 39-58. https://doi.org/10.1108/S2043-905920230000016003

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Coca-Cola HBC, EY & IBM on the G in ESG

The social side involves a company’s relationships with employees, suppliers, customers and communities, including DE&I initiatives, human rights, community impact and health and safety.

Corporate governance arguably goes under the radar, but senior executives say that should not be the case.

So how is it defined?

Corporate governance is the internal system of practices, controls and procedures a company adopts to govern itself, make effective decisions, comply with the law and meet the needs of external stakeholders.

“Corporate governance looks at the management and oversight of companies,” explains Amy Brachio, Global Vice Chair of Sustainability at EY.  “Businesses have the potential to significantly accelerate the shift towards a climate-neutral and sustainable economy, but to fulfil this potential, they must adopt governance measures that reflect a deep understanding of their actions' repercussions on the global landscape.”

Jonah Smith, Vice President, Environmental, Social, Governance (ESG) Strategy and Programs at IBM, agrees: “For IBM, corporate governance is about creating innovations, policies and practices that prioritise ESG progress simultaneously with ethics, trust, transparency and – above all – accountability.”

There is little point in corporate governance as a box-ticking exercise, however. 

“When it is effective, it is really part of the culture,” says Marcel Martin, Chief Corporate Affairs and Sustainability Officer at Coca-Cola HBC. “It is becoming standard practice, which in turn is creating trust and collaboration across the entire value chain.”

The ‘G’ of ESG

Corporate governance is the foundation of the environmental and social parts of ESG that sets the rules and processes and provides performance measurements to ensure transparency.

“Corporate governance has a profound effect on ESG,” Amy says. “The decisions of the board affect how much sustainability is prioritised and can help to ensure that sustainability is integral to corporate strategy and operations.

“While we increasingly see climate commitments turn into action, with boards recognising the need to have sustainability as a core part of the business, we also see a lack of robust transition planning amongst some companies.”

EY’s Climate Risk Barometer reports that, despite agreeing to climate commitments, nearly half (47%) of companies surveyed do not disclose a transition plan to back these – this is where corporate governance comes in to support.

Jonah’s framework at IBM sets a great example. He says: “IBM has a top-down approach in terms of our ESG governance that starts with our Board and our CEO, extended from there to our ESG SteerCo and then to cross-functional working groups. 

“IBM’s leadership stays true to its commitment towards a transparent and ethical business model. As leaders in the tech industry, this responsibility includes creating better innovations, policies and practices that benefit everyone in society.”

Using CSDDD to your advantage

For companies in Europe, the recently-passed Corporate Sustainability Due Diligence Directive (CSDDD) will be a big part of the future of corporate governance. 

“The CSDDD legally requires companies to be accountable for environmental and human rights issues within their supply chains,” Amy explains. 

“The directive has potential to transform corporate accountability and the need for companies to focus on sustainability and implement rigorous due diligence processes.”

“In order to have proper reporting and to establish and maintain trust with stakeholders, it is very important to have in-house capabilities,” says Marcel.

“Reporting requires specific measurements. It’s not only about devices and technology, but about human knowledge. And when it is built over a period of time – like at Coca-Cola HBC – it becomes part of the culture, second nature and easy to expand.

“For us, it started in the supply chain and expanded to all the other functions so that we can now use the opportunity of new regulatory framework to help all the functions. And so sustainability becomes a new value creator.”

Reporting: Keeping stakeholders sweet

There are two key things that make good corporate governance critical as a catalyst to ESG according to Jonah, the first being that it promotes transparency and accountability. 

“Both transparency and accountability are fundamental to help accurately measure ESG metrics for a positive impact,” he explains.

“Having strong corporate governance basically establishes the foundation in the organisation to be able to strategise, guide and execute all ESG initiatives with meaningful metrics.”

The second? Aligning stakeholders. 

“It helps align business and social impact strategies across diverse stakeholders of a company’s value chain,” Jonah explains.  “If a company wants to have a lasting and positive impact, it needs to focus on the issues that are meaningful to its mission as an organisation.

“The key to having a successful ESG strategy is to develop it aligned with the company strategy and business priorities. This way all the material aspects of ESG will be relevant to your corporate stakeholders.”

Expecting the unexpected

As climate risk increases, reporting can become more challenging for companies that are not prepared. But for those that have the foresight to be on top of regulations, keen reporting can be an essential risk management tool.

“In the face of an evolving business landscape, corporate governance has become increasingly pivotal in risk management and compliance,” Amy says. 

“The risks businesses face have expanded over time, with the climate crisis and the global pandemic underscoring the importance of resilience for growth. These shifts have illuminated the need for robust corporate governance to navigate these complexities.

“With a background of almost two decades in risk management, it’s possibly not a surprise that I believe it’s critical that sustainability is approached through a lens of risk management.”

Amy adds: “To do this requires that we acknowledge the critical role of reliable reporting and robust management practices in addressing issues ranging from regulatory and compliance demands, customer pressure and the reputational risks associated with greenwashing, to the challenges posed by an increasingly volatile geopolitical landscape.”

“It’s crucial that we bridge the divide between climate ambition and action, ensuring that everyone is included. The effects of climate change are already upon us, and no individual or business is exempt, including our business.”

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