actions

Transcription

actions

actions
creating value
Social
Responsibility
Report 2008
Index
II
A Tribute to Don Eugenio Garza Lagüera
1
Introduction
2
A message from our Chairman of the Board and CEO
4
Our Company’s Profile
6
FEMSA’s principles, values, and culture
10
FEMSA Foundation
17
Core Value 1 Quality of Life in the Company
18
Core Value 2 Health and Wellness
28
Core Value 3 Community Engagement
34
Core Value 4 Environmental Care
44
Global Vision
56
GRI Index
68
A tribute to a Great Leader
Don Eugenio Garza Lagüera
We are honored to give our farewell to a great man who
will always be dear to our hearts. We have embraced his
example of honesty, strength, and good will as the legacy
that continues to live on at FEMSA.
D on E u
g enio
Ga rza L
agüera
0
(1 923 -20
8)
Don Eugenio Garza Lagüera, an exemplary Mexican who
was always concerned for people, the community, and
nation’s development.
His creative talent and modesty are qualities that will always stay present in FEMSA. His leadership style taught us
that integrity and keeping our word are the fundamentals
on our actions, both in good and bad times.
During his tenure as President of the Board and Chief Executive Officer, the company reached significant national
and international distinction.
He promoted a culture to generate economic and social
value, which today can be clearly felt in the nine countries
in which FEMSA operates.
Don Eugenio made his mark by promoting development
in Mexico through education and culture. He furthered
education by expanding the Tec de Monterrey, where he
served as Chairman of the Board between 1973 and 1998,
and was active in his role as Honorary Life Chairman until
his decease.
He faced important challenges during his lifetime, leaving
us an example of determination and optimism in his actions,
the core foundation of what we are today as a company.
Thank you Don Eugenio:
For your drive, passion, and commitment to
work that lasted more than half a century,
which have accomplished our company’s
success.
Thank you for caring and focusing on the
collective well-being of the entire FEMSA
family.
Thank you for teaching us that social and
economic development do go hand-in-hand.
Thank you for showing us that an
individual’s true value lies in his actions
that reflect respect, humbleness, and
camaraderie.
Thank you, Don Eugenio, for not limiting
your actions to simply doing business, but
also promoting a corporate culture of
integral development founded on values.
The entire FEMSA family desires to honor
your memory by following your lead.
1
action
At FEMSA, Social Responsibility is based
on our permanent pledge to sustainable
development in our workplace and its
surroundings.
We believe in the need to promote the benefits our
company offers to our employees and their families, our
communities, and stakeholders in terms of wellness and
development, while minimizing the impact our operations could have on the natural environment.
To achieve the aforesaid goals, we engage in different
directions: we strive to meet our internal community’s
basic needs, such as education, health, and promotion
for its development; we work side-by-side with communities in the face of natural disasters; we support them by
working together with the authorities and other entities;
we cooperate with business chambers and non-profit
organizations on initiatives to promote well-being to the
community; we sponsor programs to promote responsible and healthy lifestyles; we promote art and culture;
we are permanently dedicated to improving our processes and equipment to guarantee efficient water and
energy usage, while raising ecological awareness both in
and outside our operations.
We understand that improving living conditions is everybody’s commitment; therefore, we set ourselves ambitious goals in an effort to fulfill our role as responsible
corporate citizens, as we strive to fulfill our commitment
to improve living conditions.
Raúl S
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FE M S
a guer
A C er v
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n C en t
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er
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Pa rticip
xico.
re y, M e
Mon ter
2
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a r Re
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Jug o
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FEMSA Social Responsibility Report 2008
value
Our work philosophy and its supporting values
have allowed us to build over the course
of time wide-ranging initiatives to promote
development and wellness for our employees
and their families. These pioneer and spearhead
initiatives have included health, training, and
housing programs, the promotion
of a savings culture, and family
development and progress
implemented through institutions
such as Sociedad Cuauhtémoc
y Famosa (SCYF, acronym in
Spanish).
Today, 118 years after our company’s foundation, we
count with an integral social responsibility scheme that
actively promotes the simultaneous creation of economic and social value.
Our social responsibility scheme has been enhanced
and strengthen on time, through our employees’
committed attitudes, our client and consumers’ preference, and the recognition granted by government
authorities and different organizations in the countries
in which we operate.
M a r co
An ton io
Masca
I n tern
rúa G a
a tion a l
lin do
L eg a l C
FE M S A
oun se
Corpo
l
ra tivo.
We know that being socially responsible is not a destination, but rather a permanent goal we strive to meet
day by day. Our commitment is to continue promoting,
with the same enthusiasm, this work philosophy.
a ta lin a
a rez y C
Oma r Álv
,
z
re
é
P
bia.
D a n iel
A Colom
la FE M S
Co ca- Co
Á vila
3
Introduction
Being a socially responsible
company is an ongoing
and permanent goal we
proactively assume with
all of our audiences. This
commitment begins with
our employees and their
families, and unfolds to
include everyone and
everything involved in our
operations, such as suppliers,
clients, communities, and the
environment.
4
GRI 3.2
Our annual report traditionally has included a summary of
certain significant programs as part of our social responsibility scheme. However, starting in 2004, in an effort to
provide greater detail on said actions, we have published
two social responsibility reports. Our last report was the
one published in 2008.
GRI 3.3
This is our third social responsibility report, which we now
intend to issue once a year.
GRI 3.1, 3.11, and 4.12
This document shares our social responsibility philosophy, values, and vision with our readers, as we report on
the key actions FEMSA performed and the achievements
it obtained in 2008. Part of our continuous improvement
culture includes the adoption of international guidelines
in preparing this report, such as the incorporation of the
Global Reporting Initiative (GRI) indicators. This represents
our third report on our corporate progress after committing to become a member of the United Nations Global
Compact.
Core value 1
Quality of
Life in the
Company
Core value 2
Health and
Wellness
Core value 4
Environmental
Care
Core value 3
Community
Engagement
GRI 2.5, 2.7, 2.9, 3.6, 3.8, and 3.11
Throughout this document, each reference to a specific
GRI core indicator is printed in wine-colored ink, while references related to the UN Global Compact are printed in
orange. You will also find a GRI reference chart at the end
of the document.
GRI 3.13
At FEMSA, we are aware of the fact that this first incorporation of GRI performance indicators involves the challenge
of evolving permanently on standardizing our systems
and procedures to keep driving compliance levels with
our commitment to social responsibility; consequently,
this document was not submitted to an external auditor.
GRI 3.5
This report is based on two criteria, the first of which highlights the relevance of our actions and initiatives, their impact on the economy, society and the environment, and
their influence on corporate stakeholders. The second criteria is based on the FEMSA philosophy, the types of productive activities the company is engaged in, and the impact they have on the community and the environment,
in addition to the experience we have acquired in preparing our two previous social responsibility reports.
This report includes information on activities performed by
FEMSA and its Business Units: Coca-Cola FEMSA, FEMSA
Cerveza, FEMSA Comercio, and the area of Strategic Supplies (Logistics and Packaging). In this manner, we have operations in Argentina, Brazil, Colombia, Costa Rica, Guatemala,
Mexico, Nicaragua, Panama, and Venezuela. This report also
includes facts on initiatives the Corporate Affairs Team has
undertaken after its recent creation to further strengthen
FEMSA’s commitment to social responsibility.
Unlike previous reports, this edition includes information
on new businesses acquired and the geographic territories our Business Units moved into in 2008, which include
REMIL, The Coca-Cola Company franchise in Brazil; Jugos
del Valle in Mexico and Brazil; Agua De Los Ángeles in
Mexico, Agua Brisa in Colombia, and the expansion of
the company’s logistics facilities in Costa Rica, Panama,
and Brazil.
Consequently, this report is divided into the following
two main sections: the first section is dedicated to FEMSA’s origins with a description of the company; it includes
a message from our CEO and expounds on the company’s
corporate philosophy and social responsibility scheme.
The second section focuses on the following four core
values that serve as the basis for our social responsibility scheme: Quality of Life in the Company, Health and
Wellness, Community Engagement, and Environmental
Care, which are subdivided into different lines of action
based on examples and testimonies of the foremost activities. The final segment of this report includes a summarized description of the most outstanding results obtained
in each country in which FEMSA operates.
S erg
io L ó
p ez M
OX XO
a rrón
Mon t D istribut
ion C
erre y
en ter
, M ex
ico.
5
letter
GR I 1.1 and 1.2
than an action
e
or
m
is
y
it
il
b
si
on
sp
At FEMSA, social re
our employees,
of
t
en
m
op
el
ev
d
l
ra
g
te
that promotes the in unities, and the environment.
mm
their families, our co e have expanded and perfected
hy w
It is a work philosop
.
over the last 118 years
z Carbajal
José Antonio Fernánde
rd and CEO
Chairman of the Boa
their families, communities, and the environment. It is a
work philosophy we have expanded and perfected over
the last 118 years. We believe that sensitivity and respect
for our stakeholders, and our resolution to overcome environmental challenges are strategic to ensure the company’s growth and sustainability.
FEMSA posted positive results in 2008 and significant
achievements in terms of our socially responsible activities.
We generated sound operating and financial results from a
business perspective, and improved our competitive position while maintaining our growth trends despite the difficult financial situation observed in 2008, which was reflected primarily in the rising costs of some of our basic supplies.
Our key to this success is based on our integrated beverages platform, best practices, client value management
strategies and market segmentations, as well as our
ability to adapt to uncertain environments, all of which
allowed us to post growth rates higher than those reported in industries we participate on.
Our social responsibility actions also reported significant
accomplishments in practically all of our core value areas,
as we continue to build an increasingly stronger foundation that will allow us to move forward in this effort.
At FEMSA, social responsibility is more than an action that
promotes the integral development for our employees,
6
Thus, we decided to create the Corporate Affairs Team,
which has the objective to promote actions to ensure
appropriate environmental management processes from
a proactive perspective, increase understanding and reinforce collaborative relations with the authorities, expand our ability to create social and cultural value in our
communities, and secure our reputation as a responsible company that generates economic and social value,
simultaneously.
Part of this effort led to the creation of the FEMSA
Foundation in 2008, an institution that represents one
of FEMSA’s major social investment instruments that supports education, science, and technology for the conservation and sustainable water usage, as well as the promotion of healthy lifestyle among the community.
FEMSA also faced key challenges in 2008 regarding social
responsibility. In health-related issues among the population, obesity –especially in Latin America– and the responsible consumption of alcoholic beverages became
current. Relevant environmental issues included climate
FEMSA Foundation’s first major project consisted of
creating the Water Center for Latin America and
the Caribbean, together with the Tec de Monterrey
and the Inter-American Development Bank, which share
the same responsibility principles and commitment to
community wellness.
change and its implications on the availability of drinkable
water, in addition to proper solid waste management. This
year, FEMSA spent significant time and efforts on topics
we believe could put our business operations at risk and
those we felt could have a favorable impact on the communities’ quality of life.
For that reason, FEMSA Foundation’s first major project consisted on creating the Water Center for Latin America and
the Caribbean, together with the Tec de Monterrey and the
Inter-American Development Bank, which share the same
responsibility principles and commitment to community
wellness. This project is focused on research for water sustainability, technologies to maximize water purification
costs, and the cleansing of natural water tributaries.
We also supported other projects, such as the FEMSA
Biotechnology Center at the Tec de Monterrey, which
specializes in bioengineering and agro-biotechnology research, in addition to other specialties, as well as the Zambrano Hellión Medical Center that will focus on cancer and heart
disease research while providing related medical care.
On the other hand, we continue to follow up on the actions we have engaged in for years, which are the basis of
our social responsibility scheme, by enhancing these projects with the contributions made by new FEMSA acquisitions that have allowed us to grow in size as well as in the
generation of social value.
Looking forward to increasing our social responsibility
commitment, we adhered to the United Nations Global
Compact in 2005, and have incorporated for the first time
in this edition, the Global Reporting Initiatives (GRI) to
elaborate our reports on this subject.
The year of 2009 suggests major challenges and obstacles.
The current economic crisis presents a different set of challenges for different industries and economies. Although
we expect the crisis to have a less significant impact on
the beverage industry, FEMSA is prepared to face those
challenges and capitalize on opportunities. We are wellpositioned as a strong market competitor and continue
to increase our knowledge of consumer needs, and we
possess the support of talented human resources.
Finally, I want to confirm that social responsibility at FEMSA
is a corporate culture we practice with pride and satisfaction, convinced that it provides us with an opportunity to
respond to our stakeholders’ needs, promoting wellness
for current and future generations, and guaranteeing the
sustainability of our business and its environment. I would
like to invite you to read this document to learn how we
work to meet this commitment.
7
Our Corporate Profile
GRI 2.1, 2.2, 2.4, and 2.7
Origins
FEMSA was founded in Monterrey, Mexico in 1890, when
Isaac Garza, José Calderón, José A. Muguerza, and Joseph M.
Schnaider, along with other businessmen, created Cervecería
Cuauhtémoc and established the values that have served as
the company’s foundation for development.
FEMSA is the integrated beverage company leader in Latin
America with operations in nine countries that serve over
215 million consumers including large metropolis such as,
Bogota, Buenos Aires, Caracas, Mexico City, and São Paulo.
The company is based in Monterrey, Mexico and is composed by three Business Units and the area of Strategic
Supplies:
GRI 2.6, 2.8, EC1, LA1, and LA2
COUNTRY
MEXICO
M E R COSU R ARGENTINA
BRAZIL
Company
FEMSA
ownership (%)
Sales
volume
FEMSA Cerveza 100
FEMSA Comercio 100
-
Revenues(4) 42,385(8)
47,146
33,799
21,204
Income from
Operations(4)
5,394(8)
3,077
6,715
3,321
6
6,374
10
1
4
Distribution
Facilities
347
10
83
5
27
Distribution
Routes
2,795
-
3,680
296
1,417
Brands
21
1
42
27
19
Clients(5)
320
3.7 (6)
612
82
197
Head Count(7)
23,815
1,149 (3) 53.7(1)
30,872(2) (10)
Plants /
Stores
186 (3)
21,261
Note: Information limited to core businesses.
(1) The remaining 31.6%; and 14.7% are owned by The Coca-Cola Company
and public shareholders, respectively. (2) Thousands of hectoliters. (3) Millions
of unit cases (one unit case equals 24 8-ounce bottles).
8
Coca-Cola FEMSA Coca-Cola FEMSA
371 (3)
65,021
(4) Expressed in millions of Mexican pesos. (5) Expressed in thousands.
(6) Millions of clients per day. (7) Includes third-party personnel.
(8) FEMSA Cerveza results, includes Mexico and Brazil (9) The remaining
17% is owned by Heineken. (10) Includes exports.
Coca-Cola FEMSA
FEMSA Comercio
This is the largest Coca-Cola bottler in Latin America and
second largest worldwide. It produces and sells 10% of
the Coca-Cola System’s total volume worldwide, 30%
in Latin America, and 40% in Mexico. Coca-Cola FEMSA
markets 137 brands, including Coca-Cola, Coca-Cola Light,
Sprite, Fanta, Fresca, Lift, and Ciel, among others.
Operates OXXO, the largest and fastest growing convenience store chain in Latin America, with ten distribution
centers, and more than 6,374 stores across Mexico, 811
of which opened in 2008.
Support Area: Strategic Supplies
This area supports the beverage business units by
providing packaging, refrigeration, and logistics services, which represent one of our major competitive
advantages.
FEMSA Cerveza (Cervecería Cuauhtémoc Moctezuma)
This is the only brewery in the world that operates in three
of the fastest growing markets across the globe: Mexico,
Brazil, and the imported beer industry in the United
States. FEMSA Cerveza produces and sells 35 brands, such
as the famous Bohemia, Carta Blanca, Dos Equis, Indio,
Sol, Superior, and Tecate Mexican brands; and the popular Bavaria, Gold, Kaiser, and Sol Pilsen Brazilian brands.
GRI 2.3
Structure L AT I N CE N T E R
GUATEMALA COLOMBIA VENEZUELA
BRAZIL
NICARAGUA
COSTA RICA
PANAMA
Coca-Cola FEMSA
133 (3)
198 (3)
207 (3)
FEMSA Cerveza
83(9)
10,181(2)
27,973 42,385(8)
3,659 5,394(8)
5
6
4
8
28
32
33
413
316
607
466
7,150
28
17
11
14
102
366
159
400
Beer and OXXO
Beer, Soft Drinks, and OXXO
Soft drinks
Beer
2,210(7)
Soft drinks and beer
9
GRI 4.14 and 4.15
Stakeholders
FEMSA believes its stakeholders include everyone with
whom we have some type of relationship, and state an
interest in our activities.
All stakeholder groups are important to FEMSA, which is
why we have specialized areas that work with each group,
such as the Labor and Social Development Team, Community Affairs, Investor Relations, Institutional Relations,
Media Relations, and Customer Service, among others, as
we strive to maintain respectful, open, and collaborative
relationships based on the delivery of honest and timely
information.
Our stakeholders include:
•
•
•
•
•
Employees and their families.
Communities: our immediate facilities / workplace
surroundings, neighbors, local governments, and
non-profit organizations, which are active in the area.
Commercial partners: shareholders, investors, and
suppliers.
Clients and consumers.
Society: non-profit organizations and both national
and international inter-governmental entities; different
state and Federal entities, the academic sector, and
communications media.
Society
Employees and
their families
Clients and
consumers
Our
stakeholders
Commercial
partners
10
Communities
Considering these stakeholders’ needs, we have defined
our social responsibility scheme through the following
four core values:
Core value 1
Quality of
Life in the
Company
Core value 2
Health and
Wellness
Core value 4
Environmental
Care
Core value 3
Community
Engagement
GRI 4.12 and 4.13
Believing that non-profit organizations play a key role in
civil society, at FEMSA we decidedly promote different
institutions, specifically those involved in business, education, communities, and the natural environment by providing direct support for such non-profit organizations’
operations and special projects, and in many cases, with
the participation of our employees in these organizations
as active governing board members. In Mexico, we participated in 200 of said organizations in 2008 alone, many of
which have a strategic impact on our industries, while others contribute to building up different social structures.
EC9
Economic value
Each of our operations has a favorable impact on the
economy of the countries and regions in which we operate. Every time we invest in a new production plant, a
distribution center or an OXXO store, we set an important value chain into motion that represents earnings
generated by the demand for machinery, technologies,
supplies, raw materials, and transportation equipment,
among many other elements that benefit different industries such as the construction, services, transportation, and agricultural sectors, in addition to creating an
important number of direct and indirect jobs. In the soft
drinks industry, we create 5 indirect jobs for each direct
job created, while in our Mexican beer industry we generate 4 indirect jobs for each direct job created, based on
the same premise.
In mid-2008, we initiated an important investment in both
a beer plant and a glass container plant in Meoqui, Chihuahua, Mexico, while also investing in Yucatán, Mexico;
and Brazil, Argentina, Costa Rica and Panama, which constitute new economic development in those regions.
Our economic value
in 2008
• Over 120,000
direct jobs in Latin America
•
Over 228,000 indirect jobs in our
beverage businesses,
in Mexico alone
• USD $1.625 million paid in taxes in Mexico
• USD $15,068 million
Direct Economic Value
Generated* (GRI EC1)
* Direct Economic Value Generated =
It is important to note that FEMSA has invested USD $4.4
billion in fixed assets over the last five years, which represents average investments of USD $880 million per year.
net sales + financial investment revenues + asset sales
In the soft drinks industry, we create
5 indirect jobs for each direct job,
while we generate 4 indirect jobs
for each direct job in the Mexican
beer industry, based on the same
premise.
11
GRI 4.8
FEMSA principles, values, and culture
FEMSA’s business philosophy consists of a mission that defines
our essential purpose, a vision that guides our goals and
values that constitute the ethical framework that directs all of
our business activities and relations.
These values were set since the company was established in 1890 and since then, have helped us keep our
course based on the following key principle: The respect for human dignity prevails over all economic
considerations.
Mission
Satisfy and please the beverage consumer with
excellence.
Vision
• Duplicate the value of our businesses every
five years.
• Generate an important proportion of our
income in foreign markets and currencies.
• Provide our stockholders with an attractive
return on their investment.
• Be leaders in the markets where we
participate.
• Contribute to social development.
Values
• Passion for service and focus on the client/
consumer
• Innovation and creativity
• Quality and productivity
• Respect, integral development, and personnel
excellence
• Honesty, integrity, and austerity
12
FEMSA
FEMSASocial
SocialResponsibility
ResponsibilityReport
Report2008
2008
GRI LA12
Living the Values
ada
o G arza S
D on Eugeni
Cuauhtémoc Principles
This document contains a series of personal principles and concepts stated and promoted by Don
Eugenio Garza Sada, one of the men that shaped
the company’s history, who always lived by the conviction that progress and common good should be
promoted both inside and outside of the company.
These principles embody the essence of values that
today are a fundamental part of FEMSA’s culture.
Cuauhtémoc Principles
I. Recognize the merit of others
II. Control your temper
III. Never mock anyone
IV. Be polite
V. Be tolerant
VI. Be punctual
VII. If you are vain, conceal the fact
VIII.
Do not change the truth
IX. Let others have their say
X. Express yourself concisely
XI. Refine your vocabulary
XII. Make sure to enjoy your work
XIII.
Acknowledge the enormous value
of manual labor
XIV. Consider the interest of the
business rather than your own
XV. Analysis above inspiration or
intuition
XVI. Dedication to work
X VII. Be modest
Julia goes over the list of goals
and commitments established for
the ending year, a task she performs
every December. She also evaluates
how she has put the company’s
institutional values into practice.
For all these, she uses the TOPS
(The One Page System) methodology,
a management tool to organize
objectives that has become an
important aid to promote and spread
our culture of values.
Although FEMSA had traditionally transmitted its values
since its creation, it doubled its efforts in 2003, as it faced
the challenge of implementing this task in the Latin American countries where the company expected to grow based
on its accelerated expansion plans. By implementing TOPS,
the company discovered it was an excellent mechanism,
as it compels leaders to stay in close touch with their subordinates, thus providing a setting where they can discuss
their personal and job-related concerns. Sixty percent of
all FEMSA employees participated in this process in 2008.
Thus, TOPS has often been the tool that detonates key
individual performance and reveals leadership, entrepreneurial, negotiation, and other business skills. The
key to success in this process has consisted of involving the
leaders, as aptly said by Paloma González, Director of Organizational Development at FEMSA. “Once a leader supports and commits to this philosophy, it spills over and urges the entire organization to get involved and take action.
In the future, FEMSA’s vision
is to continue to strengthen
this culture by ensuring it is
a solid common value that
prevails in every country in
which the company operates, where it might need
to be customized to the
different regions’ characteristics, but maintains
its essence supported
by the same pillars and
principles.”
Pa lo
ma G on
zález G o
rtá rez
D irector
o f Org a
n iza tion a
D e velopm
l
en t a t F
E M SA.
13
FEMSA uses its internal coverage tools to
promote its Business Code of Ethics,
Corporate Polices, and the Whistle
Blowing System throughout its Business
Units in the nine countries in which the
company operates.
GRI SO2 and SO3 • GC I through X
Business Code of Ethics
Compliance with the Business Code of Ethics is fundamental to developing a corporate culture that stimulates
job performance in a pleasant and clear environment infused with respect and integrity that spreads to all labor,
commercial, financial, and social relations.
At FEMSA, all Business Units operate under the premise
that they must observe and comply with laws and codes
to ensure their existence and ideal operation within their
social settings.
FEMSA uses its internal coverage tools to promote its Business Code of Ethics, Corporate Polices, and the Whistle
Blowing System through its Business Units in the territories in which the company operates. The company’s different tools are available for all (100%) of our employees. Furthermore, all of our stakeholders have access to both the
Business Code of Ethics and the Whistle Blowing System.
GRI 4.4 and 4.16
Communication channels with
our stakeholders
FEMSA has made different mechanisms permanently
available to receive information and respond to its stakeholders. An example of these mechanisms includes the
Whistle Blowing System, which is available 24/7 over the
phone and through the Internet, for both internal and external use in all official languages of the countries in which
the company operates. This system seeks to prevent inappropriate practices in our operations and is managed by
an independent company that guarantees objectivity and
the confidentiality of the denunciator.
Other key internal mechanisms include mixed commissions with union representation where union delegates
14
and representatives can express both their personal concerns and those related to the company’s activities.
The Communication Day is an annual event in which our
executive team besides presenting the last year’s results
and perspectives for the current year, forms a panel to
which all employees in the nine countries that we operate, can access through videoconference technology, allowing them to ask questions or express their opinions on
any subject of interest.
One of the main tools companies use to obtain information on employee satisfaction regarding their labor conditions and other concerns is an organizational climate survey, which FEMSA applies at least once every two years as
a corporate policy.
Sociedad Cuauhtémoc y Famosa (SCYF) and the Distribution Centers also serve as open communication channels between corporate partners and employees.
The Business Units operate telephone and electronic
systems, such as the toll-free “Hello Coca-Cola” customer service telephone line, the CIS system for Coca-Cola
FEMSA clients, and the FEMSA Cerveza Brazil Customer
Service Center to respond to client, consumer, supplier,
and other interested outside parties’ concerns regarding our products and services. Other telephone system
examples include “01800-cerveza” by FEMSA Cerveza
(Cervecería Cuauhtémoc Moctezuma) and “OXXO Listens” by FEMSA Comercio. Each company also provides
its e-mail address through its individual website.
The Investor Relations Teams respond to all stockholder
issues, and through their own websites, provide direct
links to those of FEMSA Cerveza and Coca-Cola FEMSA.
GRI 2.10 • GC I through X
Communication with majority and minority stockholders
is maintained through the information and communication mechanisms established by the National Banking and
Securities Commission (CNBV, acronym in Spanish) and by
the Securities and Exchange Commission (SEC), according
to applicable legislation in Mexico and the United States,
markets in which the company trades its shares.
GRI 4.12
Transparency
2008 Awards
FEMSA
• Socially Responsible Company 2008 (CEMEFI)
• Ethics and Values in the Industry 2008 (Association of Industrial Chambers)
• Best Employers Mexico 2007-2008
(Hewitt Associates)
FEMSA Cerveza
FEMSA complies with the highest corporate governance standards and assumes full responsibility for the
quality and transparency of its published information.
The company abides by the Mexican and the New York
Stock Exchange requirements, the U.S. Sarbanes-Oxley
Act, and the Code of Best Corporate Practices established by the Mexican Business Association.
GRI 4.6
Conflicts of interests
(Cervecería Cuauhtémoc Moctezuma)
Mexico
•
•
•
Socially Responsible Company 2008
(CEMEFI)
Best Business Practices, Responsible
Consumption category 2008 (CEMEFI)
Clean Industry, Guadalajara Plant (Federal
Environmental Protection Advocate)
Brazil
FEMSA’s Business Code of Ethics contains a chapter on
conflicts of interests for all employees, directors, and advisors, which establishes their ethical obligations to the
company, its investors, clients, creditors, suppliers, government authorities, and the competition. It also includes the
basic criteria that govern the ethical behavior of all employees, as representatives of all FEMSA companies.
io
un ica t
Comm
n Da y
Felipe
de J e
sús R
D irec
o dríg
t
uez L
FE M S or o f Hu
ó p ez
ma n R
A Co
rpora
esou
rc e s
te O f
fice.
•
•
•
Social Award
(Mayor’s Office of the City of Ponta Grossa)
Outstanding Environmental Award (Gravataí Commercial and Industrial Association)
Social Responsibility Certification
(House of Representatives of the State of Rio Grande do Sul)
15
GRI PR3
This document states that executives and employees must
abstain from mediating on behalf of their supervisors,
direct reports, colleagues, family members, or friends’ requirements, if said interests are contrary to the company’s
best interests.
FEMSA Board Members that have conflicts of interests in
corporate matters or decisions must abstain from participating in all related discussions and voting processes,
without allowing this to affect the quorum that is needed
to convene a Board Meeting. This is the same policy that
applies to board members of all other public companies.
The company has also implemented internal mechanisms,
such as the aforementioned Whistle Blowing System, to
guarantee transparency in all commercial, labor-related,
financial, and social transactions.
Product labels and consumer services
All nations have established norms that regulate required
labeling information for different products; however, there
are common requirements to all, such as the following:
name of the product, country of origin, the manufacturer’s
name and address, information in the official language of
the country where the product will be sold, list of ingredients in a descendent quantitative order, expiration date,
energetic value statement, warnings (if applicable), net
content, and Health Ministry registrations, among others.
Our brewery operations in Mexico fully comply with all
(100%) of the corresponding Official Norm requirements
on our labels, including the following additional information: alcohol content percentage volume and production
lot number, while our low-calorie brands also indicate the
product’s energetic content in calories per serving.
GRI 4.17
Stakeholder concerns
The primary concerns stakeholders have mentioned
through the company’s different mechanisms relate to
the following key topics: health, including obesity and
abuse of alcohol consumption; climate change and
all matters related to water, energy, gas emissions and
waste; and safety and education.
In the case of products distributed by Coca-Cola FEMSA,
the company that defines the label design and information is the owner of the brand of the product to be bottled
and/or distributed, (The Coca-Cola Company, Promotora
de Marcas Nacionales, S.A. de C.V., and Mundet, among
others), who together with each country’s bottlers work to
ensure compliance with all applicable legal provisions.
In addition to complying with all required information, all
of our products post contact information, such as a customer service telephone line.
In addition to complying with
all required information, all of our
products post contact information,
such as a Customer Service
telephone line.
16
GRI 4.1 • GC X
Corporate Governance
One of the Board of Director’s tasks consists of ensuring
that all FEMSA decisions comply with established financial
transparency, responsibility, and high ethical standards.
Having a solid corporate government is the only way to
strengthen our company and produce the results expected by our stakeholders.
GRI 2.10 • GC I through X
2008 Awards
Coca-Cola FEMSA
Mexico
• Socially Responsible Company (CEMEFI)
GRI 4.2, 4.3, 4.5, 4.7, and LA13
Board of Directors
FEMSA’s Board of Directors has 19 members, six of which
are independent advisors. Board Members are elected in
a General Ordinary Stockholders meeting according to
Mexican law. Each board member has an alternate director who is authorized to sit on the board when the primary board member is unable to attend the meetings or
participate in the Board’s activities. Board members and
their alternate directors are appointed to serve for a oneyear period. Corporate bylaws establish that FEMSA Series
D shareholders can elect five board members.
Board members’ compensation is not currently linked to
the company’s performance, but is rather based on prevailing industry standards in companies comparable to
FEMSA’s size and earnings. Key executives’ compensation,
which must be approved by the Corporate Practices Committee, includes a scheme tied to the company’s performance; a practice that has been extended to other levels
within the organization.
FEMSA has always sought to create a well-balanced Board
of Directors comprised of honorable men and women
with broad and diverse professional backgrounds that can
add value to the company and raise our level of prestige
in the community. Thus, the current Board of Directors is
formed by presidents and managing directors from important companies, legal and financial experts, different
nationalities, and gender.
José Antonio Fernández Carbajal has served as CEO since
1995, and became Chairman of the Board in 2001. During his
tenure, our company has experienced a significant growth.
Argentina
• Best Company to Work For in Argentina (Great Place to Work Institute)
Brazil
•
•
•
•
•
The Young People’s Corporate Friend Award (Local House of Representatives)
Excellence Award at a Call Center and Best Call Center to Work (Consumidor Moderno magazine)
Corporate Friend Award by the City of Campo Grande (Mayor’s Office of the City of Campo Grande)
Planet Trophy (The Coca-Cola Company)
Respect to the Environment Award
(Vale Paraibano daily journal)
Colombia
• AMCHAM Friendship Award
• Time Bank Award (Office of the President
of the Republic of Colombia)
FEMSA Comercio
• Socially Responsible Company 2008 (CEMEFI)
• Inclusive Company Award
(Government of the State of Colima)
• Recognition for offering employment to people with disabilities (Government
of Sonora)
Area of Strategic Supplies
• National Safety Award 2008
(National Private Transportation Association)
• Stellar Packaging Award 2008
(Mexican Containers and Packaging Association)
FEMSA purchased the largest Coca-Cola franchise in
Latin America in 2003, becoming the largest bottler in
the region with operations in nine countries. The com-
17
In our company we generate a preventive
culture, in which the business strategy
design includes risk management in all
classifications possible.
pany repurchased 30% of FEMSA Cerveza shares in 2004,
followed by the acquisition of Brazilian Brewery Kaiser
in 2006, and the purchase of Jugos Del Valle in Mexico
and Brazil in 2007 and 2008, in a joint venture with The
Coca-Cola Company.
These actions reinforced FEMSA’s operating and financial
position, showing a growth in total revenues of 8.6% compound annual rate over the last five years.
The Board of Directors relies on three committees to increase its corporate performance.
Audit Committee
It is constituted by independent advisors and is responsible for reviewing the accuracy and the integrity of
FEMSA’s quarterly and annual financial statements, in accordance with accounting, internal control, and auditing
requirements. The Audit Committee is also responsible for
the appointment, compensation, retention, and oversight
of the independent auditor, who reports directly to this
committee. It reviews related party transactions other than
in the ordinary course of FEMSA’s business, while identifies
and follows up on contingencies and legal proceedings.
The Audit Commitee has implemented procedures for
receiving, retaining, and addressing complaints regarding
accounting, internal control, and auditing matters, including those reported through the Whistle Blowing System
regarding questionable accounting or auditing matters.
Corporate Practices Committee
It is comprised by independent directors and it is responsible for preventing or reducing risks of performing operations that could damage the value of FEMSA or that benefit
a particular group of shareholders. This Committee is authorized to call shareholder meetings and include matters
on the agenda for that meeting that it may deem appropriate, approve policies on the use of the company’s assets or
related party transactions, approve the compensation for
key executive officers, and support the Board of Directors in
the elaboration of reports on accounting practices.
18
Finance Committee
Its responsibilities include evaluating the investment and
financing policies proposed by the Chief Executive Officer and identifying risk factors to which the corporation is exposed, as well as evaluating its management
policies.
GRI 4.11 and SO1
Risk management
At FEMSA, the preventive approach in the handling of
risks is very important. Therefore, we have established an
Incident Management and Crisis Resolution methodology (MIRC, acronym in Spanish) in all Business Units to
analyze operational and environmental risks, design of
plans, and mitigation programs and projects; as well as
to establish coordinated processes and procedures for a
crisis resolution, in a possible case something occurs.
Through the use of this methodology we generate a
preventive culture, in which the business strategy design
includes risk management in all classifications possible.
GRI 4.12 • GC VII through IX
The FEMSA Foundation
Fundación FEMSA, A.C. was created in 2008 to promote
projects that provide in-depth and long-term solutions for
two of the key challenges Latin America and other global
regions now face: environmental sustainability and quality of
life in the community.
The Foundation will initially focus on formulating solutions that contribute to conservation and sustainable use
of hydrological resources in Latin America, and supporting
nutritional health-related initiatives.
FEMSA Foundation operates under a cooperation scheme
with other organizations sharing the same principles of solidarity, responsibility, and commitment to improving quality of life in the community, as they jointly strive to generate
knowledge to promote projects that will produce a positive outcome regarding the following three core issues:
1. Sustainable Development of Water Resources
The Foundation intends to provide comprehensive solutions
to the challenges Latin America faces in terms of sustainable
management of hydrological resources and access to drinkable
water, considering the fact that water is the most important
element for development.
FEMSA Foundation’s first project consists on the creation
of the Water Center for Latin America and the Caribbean, which represents the first major and specific effort in
Latin America, focused in sustainable water conservation
and usage with the use of leading edge technology and a
large number of participating specialists. The Water Center serves as a meeting point and idea exchange venue
for knowledge management on water for the public and
private sectors, the scientific community, non-profit organizations, and society as a whole. This project is possible
with a joint investment of USD $11 million over a five-year
period among FEMSA Foundation, Tec de Monterrey, and
the Inter-American Development Bank.
2. Quality of Life
FEMSA Foundation seeks to form alliances and establish relationships with leading institutions that specifically contribute to improve health and nutrition in Latin America.
3. Promotion of Technological and Scientific Innovation
A responsible contribution to water sustainability and improvement of quality of life in the community demands innovative technology development that creates
the knowledge that is needed to promote
initiatives from a solid foundation.
19
action
GRI 4.12
Core Value 1
Quality of Life in
the Company
FEMSA has a deep sense of respect for human
beings, especially for those who choose to
work at our company. The company acknowledges its employees as the most valuable resource to meet its goal of creating economic
and social value simultaneously. Consequently,
our employees and their families are the key
axis of the social responsibility scheme that
has traditionally characterized our company.
20
value
Recognition Makes Us Grow
Alejandro Romero enjoyed a very special evening in
2008, when he and eight of his FEMSA Cerveza coworkers at the Guadala jara plant in Mexico were
handed the Recognition Torch, after winning
the Recognition Makes Us Grow Award, in the
Innovation category. This category honors
teams that implement the initiatives that have
the greatest impact on the company over the
course of the year, along with the work
centers that post the best results.
Alejandro and his team won this award based
on their initiative to modify an equipment to
produce two different beverages ensuring
their odors and flavors were kept separate,
and better yet, with no need for investment.
Esthela Cadena, who is in charge of
Winn ers
o f th e “R
eco gn itio
Ma kes U
promoting this program, said that one of
n
s G row”
Aw a rd
I nn o va ti
on ca teg
its key virtues is that it is open to all
ory
FE M S A
C erveza,
M exico
company employees in all areas, unlike
other awards that are limited to specific
departments. “This program opens doors
to all corporate areas and levels; people are motivated
and feel a keen sense of recognition,” she said.
The “Recognition Makes Us Grow” contest has its
origin in one of the Cuauhtémoc Principles that reads,
“Recognize the merit of others” that Don Eugenio
Garza Sada promoted and which provides a clear
example of how corporate principles are actually
carried out.
Alejandro and his colleagues proudly show off their
torch at the Guadala jara plant.
21
Core Value 1
Quality of Life in the Company
GC I, II, IV, V, and VI
Social Development
Scheme
For more than 118 years, FEMSA has
developed and implemented its Social
Development philosophy to promote an
integral development of our employees,
regarding familiar, financial, social,
labor, educational, and formative
matters. This scheme of social
development is called BIENSCYF.
Sociedad Cuauhtémoc y Famosa (SCYF) has been fundamental to
this comprehensive development program. SCYF celebrated 90
years of promoting integral development for all FEMSA employees and their families. Its origins date back to 1918 when SCYF was
created in an effort to respond to the epidemic breakouts, poverty,
and economic problems that plagued a nation besieged by a revolutionary movement.
It was initially created to promote the company’s sustained growth
and the integral development of employees and their families, by
providing basic grocery supplies to improve their purchasing power,
in addition to medical services, savings funds, discounts, sports-related activities, and training courses and scholarships, among other
benefits the company provided to support common interests.
Today, SCYF promotes a culture of human development, work, and
savings through cultural, recreational, and sports-related activities,
financial and legal consulting services, scholarships and tuition aid
through its 115 Social Development Centers, nine recreational
centers in Mexico, and its Argentinean affiliate, SKOFBA. The
company continues to promote employee and family growth and
wellness through these centers, with a full sense of respect for the
geographic territory’s local character and culture.
BIENSCYF scheme
22
GRI LA1, LA2, and LA13 • GC VI
We have a diverse workforce, which
includes men and women from 15
different nationalities, with a growing
number of female employees that
has continued to rise over time.
We also find value in the combination of age groups, where
even though we have a young workforce, we give great
value to our employees’ experience.
Employees by Type of Contract
Employees
Total number of employees 45.9%
Unionized
Outsourced
Total
50.4%
3.6%
100%
Employees by Gender and Type of Contract
Employees
Unionized
Outsourced
Women
16.2%
14.0%
46.4%
Men
83.8%
86.0%
53.6%
100.0%
100.0%
100.0%
Employees by Age Group
Age Group
%
18-34
67.4%
35-45
23.6%
45 and older
9.0%
Total
100%
GC I, IV, and V
Family Development Actions
Heliodoro González
Heliodoro González retired 13
years ago and is frequently
involved in the programs promoted
by Cervecería Cuauhtémoc
Moctezuma’s facilities in the city
of Tecate, in the Mexican state
of Northern Ba ja California.
These activities encourage our retirees to stay active and motivated by spending time with their
former colleagues, working out, and taking timely
medical exams, among other benefits. “The factory
is a school for me. I am proud to have belonged to
Cervecería and certainly recognize the efforts and
support it offers us through its facilities and benefits, as well as the knowledge and practical applications the company provides,” said Heliodoro.
Coca-Cola FEMSA Brazil celebrated the sixth edition of its
Family Day with the “Your Way of Being Happy” theme.
The event was held simultaneously in 14 different cities
and gathered over 40,000 employees and their family
members. Jundiaí alone witnessed the gathering of 15,000
people who enjoyed the featured circus shows, among
other attractions.
Coca-Cola FEMSA Argentina also celebrated its Family Day
under the theme of “Your Family is your Team”. About
5,500 people gathered in a Buenos Aires theme park to
enjoy magic and acrobatic shows, among other activities.
Family is fundamental to FEMSA’s social development
philosophy and thus provides benefits for employee
spouses and children. Through our Social Development
Centers we offer all-encompassing programs that include practically all areas of personal and family development. It organizes events to strengthen family integrity
and values, children and young people’s development,
spousal growth, and community support. FEMSA also
promotes a bond between families and the company by
building a culture of trust, respect, cooperation, harmony
in the workplace, and social wellness.
23
Core Value 1
REMIL, one of Coca-Cola FEMSA recent acquisitions in
Brazil, held its first FEMSA Youth Camp for its employee’s
children in 2008. This event was attended by more than
1,400 teenagers who participated in its different training
and recreational activities.
The Packaging area organizes the “Learning about my
Spouse’s Job” program to strengthen company-family
relations and gathered over 550 people in the Bajío and
Central Mexico territory, who had the opportunity to take
a tour in their spouses’ workplace facilities, learn about
their key processes, meet their colleagues families and
spend time with their family members.
Family Day Event held by Coca-Cola FEMSA Argentina.
GRI LA11 • GC I, IV, V, and VI
Actions to promote education
Through Family Visits to the Plants, employee spouses
and children have the opportunity to take a tour to the
facilities where they receive environmental culture training talks and are able to spend time together in a recreational setting. Coca-Cola FEMSA Argentina, for example,
completed a total of 229 visits to the Alcorta plant in 2008,
which were attended by 7,900 individuals, including 559
family members.
FEMSA understands that education is one of the main motors that drive personal and community development,
which is why we have been purposefully committed to
promoting education since our early beginnings. An example of this commitment can be found in the Cuauhtémoc
Polytechnic School the company opened in 1906 to provide Cervecería Cuauhtémoc employees with elementary,
middle school, and technical education.
In São Paulo, over 850 wives of FEMSA Cerveza Brazil employees participated in the FEMSA Valuable Women Program, which consists of gastronomy courses, make-up
and sewing lessons, and theatre plays, where corporate
values are promoted.
FEMSA now supports its employees’ children’s education
from elementary school through college. The company
also provides other benefits, such as aid to purchase
books, the delivery of school supplies, and other assistance programs that allow gifted and outstanding students to continue their education.
actions with value
We allocated over $331 million
Mexican pesos (USD $29.6 million)
to educational, training, family
development, and occupational
safety programs for our employees
and their families in 2008.
24
An example of said benefits can be found in the CECAC
(Centro Escolar Cuauhtémoc), which FEMSA and other
group companies built in 1957. The CECAC currently offers
pre-school, elementary, and middle school for its employee’s
children in Monterrey, Mexico, while also serving the community by accepting local students. Over 2,700 students will
benefit from the first-class education the CECAC’s 150 teachers will provide during the 2008-2009 school year.
There is no question about the fact that one of FEMSA’s
legacies can be seen in its permanent support to the Tecnológico de Monterrey, which started since it was founded in 1943 and headed by Don Eugenio Garza Sada, who
then served as the company’s chairman. Currently known
as the Tec de Monterrey, this university has become one of
the major private universities on the American continent.
The KOF Children’s Program in Coca-Cola FEMSA Mexico
has recognized over 13,000 employees’ children for their
outstanding academic performance since its early beginnings. During the 2007-2008 school year, over 5,900 children with nine and ten point averages [on a scale of one
to ten] received the recognition.
FEMSA Comercio launched its Middle School Education Plan in 2008, which offers store employees the opportunity to study High School through an open-ended
program. FEMSA Cerveza has a similar program that
helped 200 of its employees to finish High School in 2008.
Coca-Cola FEMSA Colombia, on the other hand, also promotes employee development and supported 45 employees in finishing their High School education in 2008.
Workplace … and
life values
Mónica Villegas joined Coca-Cola
FEMSA Central America four
years ago. Her first contact
with the Coca-Cola FEMSA
Social Development scheme took
place right after she was hired
during the Cultural Day event,
which made it easier for her to
become a part of the company.
Monica learned more about the scheme over
time and started to get involved through the
company’s internal communication campaigns
and activities.
“I believe it’s a great scheme because it seeks to
promote all-encompassing employee development that is not limited simply to our jobs, but
also includes family, health, economic, and other aspects of an individual’s life. Furthermore, it
is well-aligned with the company’s profile and
the principles that govern our culture, which are
based on support and creation of value in our
communities.”
Monica also believes that another benefit that the
Social Development scheme offers is that the employees can take the values home. “These are universal values that seek to do things correct at the
first time, pursue excellence as a performance indicator, and promote respect, honesty, and austerity,
which is understood as learning how to use our
resources to create value. It is the drive that motivates you to obtain everything you want in life.”
Centro Escolar Cuauhtémoc classroom in Monterrey, Mexico.
25
Core Value 1
Coca-Cola FEMSA in Central America offered its employees over 44,500 hours of training on operational safety,
and managerial and human development. Coca-Cola
FEMSA Argentina, on the other hand, provided an average
of 23.3 hours of training per employee, while Coca-Cola
FEMSA Colombia invested close to $9.4 million Mexican
pesos (USD $841,000) in this matter.
Continuos training is a priority at FEMSA.
A group of 41 employees at Coca-Cola FEMSA Argentina
participated in a program called MBA in Company taught
by the Business Management School of the University for
the Company of Argentina, with the purpose of helping
them maximize their skills and abilities by developing an
innovative business vision.
Through the Life and Development Program (PLANVIDE),
our employees who are close to retirement and their spouses, learn on how to prepare for this new phase in their lives.
Besides, our Social Development Centers provide aid and
support for retirees by making it easy for them to participate in cultural, recreational, and sports-related activities,
among others.
GRI LA10 and LA11 • GC I, IV, and VI
Actions towards Personnel Development
Training represents another form of contribution to people’s human and professional development. The different training programs in our Business Units are open to
employees at all levels and in all operational areas. Key
training programs are focused on languages, finances,
effective hiring procedures, leadership, quality, management, safety, and different technical courses. FEMSA employees hired under all three labor agreement modalities,
regular, unionized, and outsourced employees, received
close to two million hours of training in 2008, which
represented a $190 million Mexican pesos (USD $17
million) investment.
26
The area of Logistic services provided an average of 48
hours of training to its unionized workers and 30 hours
to its regular employees in 2008, an investment valued
at $4 million Mexican pesos (USD $358,000). Some of the
aforesaid key training courses included leadership, health
and safety, and freight elevator operations, among other
position-specific courses.
GRI HR8 • GC I and II
Actions towards Human Rights
All our security staff members take permanent training
courses FEMSA has designed and uniformly applies across
all of its Business Units in all of the countries in which we
operate. This training is provided to all (100%) team
members, including direct and outsourced employees.
The content of these specific courses covers diverse fields
and topics related to their security jobs, such as considerations on human rights, fair, and dignified treatment for all
individuals, speaking and listening skills towards different
opinions, as well as procedures to handle difficult situations, among others.
GC I, IV and VI
FEMSA University
FEMSA University is a training and development tool
made available to FEMSA employees in all Business Units.
The blend of virtual and direct educational processes allow
students to acquire useful job-related knowledge and experience enlightening idea exchanges with peers in other
countries and Business Units. Over 20,100 employees at all
levels within the organization took at least one training
module through this modern learning center in 2008.
GC I and II
Actions towards Industrial Safety
and Occupational Health
Occupational Health represents one of our key priorities
based on its implications on FEMSA employees’ physical
integrity and wellness.
At FEMSA, our business units operate their safety and
security programs according to guidelines established
by the Occupational Safety and Health Management
System (SASSO, acronym in Spanish), which consists of
a methodology that is used to detect health and occupational risks, provide the proper response and correct
such risks, and prepare and circulate campaigns to reinforce a culture of prevention and self care.
Occupational health within the SASSO program consists
of 12 practices that are applied to eliminate or reduce accidents in all job-related activities, including industrial,
administrative, and distribution activities based on the
premise that all accidents can be prevented. Implement-
We promote professional development of our personnel
through the FEMSA University.
ing this system has started to yield results as Coca-Cola
FEMSA Mexico saw a 33% reduction in its operating accidents after raising awareness, diagnosing, creating, and
training its SASSO committees.
FEMSA Cerveza Mexico, on the other hand, is also implementing these actions in its Distribution area and has increased safety levels and their benefits in all of its regions
across Mexico.
actions with value
Coca-Cola FEMSA in Central America
provided more than 44,500 hours
in training focused on safety, and
management and human development.
27
Core Value 1
actions with value
The Logistics area was granted the
first place in the National Safety
Award for the third time in a row,
in Mexico.
GRI LA13 • GC I, II, IV, and VI
The Logistics area was recognized with the first place in
the National Safety Award for the third year in a row, in
Mexico. This award acknowledges the company’s efforts
to guarantee that its vehicle fleet complies with risk prevention and safety regulations and standards. It also honors the organization for its investment in driver’s safety
and training, technology, and environmental care.
Coca-Cola FEMSA Panama’s “Toma2, Por tu Vida” (Second
Chance, for Your Life) program seeks to raise employee
awareness on the importance of preventing traffic accidents, specifically among employees that work in the presales and distribution departments.
Coca-Cola FEMSA Colombia’s “Andando Seguro” (Staying Safe) program seeks to encourage a culture of self
care through different communication tools and national
awareness campaigns. These efforts had a direct impact
on close to 8,000 employees in 2008.
Actions towards Diversity
At FEMSA, everyone regardless of their age, gender, financial status, nationality, religious belief, or race, including
people with disabilities, will find equal employment opportunities under the same conditions and circumstances, rights, obligations, and responsibilities, considering the
same skills and abilities.
Our hiring processes are based on the principle of equal
employment opportunities in all of the countries in which
we operate. FEMSA implemented its Labor Integration
System in 2001 to support its belief in equal employment
opportunities, which primarily promotes the hiring of
the elders and people with disabilities, while promoting
cooperative and harmonious workplace relations based
on diversity. By the end of 2008, this program had incorporated to labor force over 1,500 people with disabilities
and elders across all levels of our different Business Units
in the countries in which we operate.
The Packaging area invested approximately $4 million
Mexican pesos (USD $358,000) in 22 Occupational
Safety programs. More than 10,500 people were benefited through training programs, the creation of mixed
commissions, first aid workshops, and auditing courses,
among others.
The Manufacturing area of Coca-Cola FEMSA Venezuela,
which includes four plants, succeeded in reducing 75%
of its incapacitating accidents in the first quarter in 2008,
compared to the same period in 2007. Coca-Cola FEMSA
Brazil, on the other hand, reduced its number of accidents by 34% from January through May compared to
the same period in 2007.
Employees at the OXXO Call Center in Mexico City.
28
Always Helpful
and with a Smile
on his Face
We prom
ote a cu
lture o f
th e “An d
s
a n do S e
guro” pro elf ca re w ith
C o ca- C
gra m.
ola FE M
SA Colo
mbia.
FEMSA counts with an important workforce of more than
120,000 employees in nine countries of Latin America. Our
company is enriched with a blend of 15 nationalities, diverse cultures, religious beliefs, ages, and levels of expertise, with a strong emphasis on female employment.
GC I through VI
Actions towards Cooperative
and Harmonious Labor Relations
FEMSA and its Business Units have historically maintained
cooperative and harmonious labor relations with the union
organizations that represent the interests of its unionized
workers. This relation is based on mutual trust and permanent and open communication, which has allowed
FEMSA to implement and promote institutional initiatives
for the company and its employees’ common good.
“His joy transforms us. We can
come to work feeling down, but
his smile is contagious and lifts
our spirits.”
This is how Carlos Quiroga, an OXXO store commission agent in Monterrey, Mexico talks about
Hans Samuel Urbina, a young man afflicted by
the Down Syndrome that started working at the
store in mid-2008.
Hans joined OXXO through FEMSA’s Labor Integration System and has won appreciation from
his peers for a job well done, while clients have
expressed their gratitude for his helpful attitude,
especially when he helps them carry the groceries
to their cars. Hans said he is very happy on the job
– with a great big smile on his face –, and added
how he enjoys cleaning shelves, stocking products,
replenishing the coffee stand, and earning money.
Quiroga added that “customers notice when Hans
has a day off and always ask about him when he is
not at the store.”
Dialogue, communication, attention, and the timely resolution of issues is spearheaded by the creation of mixed
commissions integrated by corporate representatives,
employees, and union delegates that operate within the
workplace centers and attend to labor, industrial safety,
occupational health, and training and development concerns, among others.
All FEMSA Business Units work under a comprehensive
self-evaluation system to ensure compliance with their
legal and labor obligations. This system measures observance of employee rights, while also includes initiatives
on social development, health, safety, and other topics.
Hans Samuel Urbina, OXXO store in Monterrey, Mexico.
29
action
GRI 4.12, LA8, and LA9
Core Value 2
Health and Wellness
Health is an issue that has acquired significant relevance across the globe, specifically
among certain underprivileged groups. Consequently, and because health is one of the
basic conditions individuals need to ensure
their wholesome development, FEMSA has
dedicated great attention and effort to health
and wellness matters.
30
value
Charting my Own Destiny
FEMSA Cerveza developed and implemented a program called
“Charting my Own Destiny” together with the University of
Monterrey. University specialists designed a program for students
between 11 and 19 years old to develop skills and abilities that help
them make informed, healthy, and responsible decisions concerning
all aspects of their lives. The program consists of developing 12
skills and abilities in the following three key areas: social,
cognitive, and emotional control. This program was tested
under a 2007-2008 pilot program in 180 schools across
Nuevo Leon, Mexico that reached 26,000 students.
During the 2008-2009 school year, it will benefit
225,000 students in all three secondary school
levels in 890 public and private schools, including
federal, community, and state, technical, and distance
education secondary schools across this state.
The program will reach 48,000 fifth and sixth
grade elementary school students, and first
secondary year students in Campeche, Mexico
during the 2008-2009 school year, as it is
implemented in public, private, community, and
indigenous elementary and secondary schools.
Outcome assessments applied before and after
the workshops have provided encouraging
results, showing that students made
significant progress in eight of the program’s
12 skills and abilities.
The “
C h a rt
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Mon t
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Mexic wn D estin
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nt
“We were impressed with the results. We
found that students actually changed their
behavior, as the program had a significant effect on three
types of life skills,” said Irma Adriana Garza, Undersecretary of
the Secretariat of Public Education in the state of Nuevo Leon,
who immediately after learning about it, expressed an interest
in offering it to all 225,000 secondary students in the state.
FEMSA is already planning to take this program to other regions
in Mexico and Latin America.
31
Core Value 2
Health and Wellness
FEMSA’s Biotechnology
Center at the Tec de
Monterrey
In an effort to support health
research, FEMSA contributed to
the establishment of FEMSA’s
Biotechnology Center at the
Tec de Monterrey. The Center
opened in early 2008 and has
over 100 scientists focused on
bioengineering, bioprocesses, agro
biotechnology, bio-energy, and
sustainable water usage research
and development, among other
topics.
The FEMSA Biotechnology Center at the Tec de Monterrey, Mexico.
32
GC I and IV
Actions towards Health and Wellness
for employees and their families
FEMSA has an extensive infrastructure in place to provide
healthcare services to employees and their families, ranging from medical attention at the workplace, through firstclass hospital services.
The company and its unions have established joint programs to provide employee healthcare, such as the Occupational Safety and Health Management System (SASSO), and the Mixed Health and Safety Commissions that
operate at each one of the company’s workplace centers.
SASSO has been uniformly implemented across all Business Units and consists of 20 programs that include occupational risk prevention and industrial contingencies,
yearly medical check-ups, and preventive medicine,
vaccination, nutrition, and physical activity campaigns,
among others.
One of the company’s most important healthcare support
programs includes the Cuauhtémoc y Famosa Clinic,
which was founded in Monterrey, Mexico in 1945 and provides all types of medical care.
We have installed leading edge technology to improve
the quality of the healthcare provided, such as the FEMSA
Telemedicine System that provides efficient and expeditious distance healthcare services to prevent, diagnose,
and treat diseases.
José Alfredo Hernández Aguirre and Marcela Velázquez Sáenz with
their newborn son. Clínica Cuauhtémoc y Famosa, Monterrey, Mexico.
Coca-Cola FEMSA Colombia implemented its Growth
and Development program in 2008, which focuses on
monitoring its employees’ children’s growth and development and identifying probable diseases in their early
stages. This program, which has already benefited 400
people, provides parents with complementary information on healthcare topics that are relevant to their children’s development.
The Packaging and Logistics area implemented different
programs that benefited over 9,000 people in 2008, as
part of their permanent commitment to its employees’
health. An example of this effort is found in the annual
medical check-ups and sessions with specialists who
shared information concerning stress controls, habits
to help prevent heart attacks, vaccination campaigns,
healthy eating patterns, eating disorders, and addiction
control, among others.
actions with value
FEMSA invested over $217 million
in internal and external health and
wellness programs in 2008.
33
Core Value 2
Health and Wellness
actions with value
Through the Citizens Plaza program held
in Brazil, more than 3,550 people from
the community received healthcare
services free of charge.
Coca-Cola FEMSA Argentina offered an average of 1,800
appointments per month, through its medical service offices located at its operating units.
Olympic Games that together with the participation of
sport academies and a variety of tournaments, benefited
over 48,000 people in Monterrey alone.
In addition, over 200 employees have joined Espacio
Saludable (Healthy Space), a private gym the company
opened at the Alcorta Plant in an effort to promote healthy
life habits and encourage employees to work out.
At Valencia, Venezuela, the first Coca-Cola FEMSA Valencia Sport Games 2008 edition was held, where more than
340 employees participated in the event’s different sport
disciplines.
Close to 200 teenage children of Coca-Cola FEMSA Panama employees participated in the Healthy Summer program in 2008, a sports-related and recreational event that
featured communication, values, teamwork, and development of leadership skills and abilities workshops.
FEMSA knows that sports are vital for a healthy lifestyle,
which is why we organize sport events that encourage
employees and their families to integrate and spend time
together, in addition to the physical benefits these events
provide. An example of this is found in the FEMSA Cup
held in Brazil, which drew 400 people this year. Coca-Cola
FEMSA Colombia, on the other hand, organized different
soccer, volleyball, softball, and other sport tournaments
over the course of 2008, in which more than 5,600 people
participated. Mexico held the SCYF 90th Anniversary
Over 20,700 people have been trained through the VIRE program
between 2002 and 2008.
34
GC I, II, IV, and V
Actions towards Community Health
and Wellness
FEMSA creates all-encompassing health programs that
cover aspects such as healthy and responsible lifestyles,
nutrition, and addiction prevention.
Our Business Units work side-by-side with the authorities in preventive medicine and vaccination campaigns,
while supporting institutions that fight specific ailments
and help the sick. Besides, they develop actions in order
to take basic healthcare services to the impoverished.
It is important to state that FEMSA pioneered the implementation of programs to promote the responsible consumption of alcoholic beverages in Mexico, along with
the benefits of adopting healthy and balanced lifestyles,
especially among young people.
One of these initiatives is known as VIRE: Responsible
Lifestyle Promoters Workshop, that seeks to raise awareness about the need to create and develop a culture of responsibility, especially among young people. This training
and preventive workshop is shared at schools and universities across Mexico. The University of Monterrey together
with the Social Research Foundation (Fundación de Investigaciones Sociales, A.C.) developed this program in 2001,
at the request of Cervecería Cuauhtémoc Moctezuma, a
FEMSA Comercio in Chihuahua, Mexico, organized the
2008 21K OXXO race, which has become a tradition since
1990, gathering 1,800 athletes, among national and international runners, people with disabilities, and indigenous
athletes from the Sierra Tarahumara in this Mexican state.
21K OXXO, Chihuahua, Mexico.
One of the most successful sports tournaments in Mexico
and other Latin American countries is the Coca-Cola Soccer
Cup, which is sponsored by The Coca-Cola Company and
supported by the system’s bottlers. This tournament gathers
close to 100,000 young people every year, in Mexico alone. In
addition to the physical activities, it promotes teamwork values, discipline, and the importance of working out and caring
for your health, among other topics, besides helping prevent
teenage addictions. The program also allows young people
to access professional soccer through the new Coca-Cola All
Stars initiative.
FEMSA Cerveza subsidiary. The program has trained over
20,700 people through the more than 420 workshops it
has held in 36 cities in 14 states across Mexico, since it
was created in 2002 and through the end of 2008.
Through the Citizens Plaza program held in Brazil in
2008, over 3,550 people from the community received
healthcare services free of charge, such as diabetes and
blood pressure tests, information on healthy eating
choices, and legal consulting services, among others.
Because of the benefits obtained from regular physical activity, FEMSA supports sports-related activities at
all levels, particularly at an amateur level, through the
sponsorship of sport clinics and tournaments for recreational purposes, as well as offering support to clubs
and schools in 36 cities in 14 Mexican states.
The C
oca- C
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35
action
GRI 4.12, EC1, EC8, and SO1
Core Value 3
Community
Engagement
Following our firm commitment to contribute
and take an active role in the development of
the communities we belong to and in which
we serve our products and services, we support initiatives that allow us to improve their
quality of life.
36
value
Time Bank in Colombia
Álvaro Pérez voluntarily decided to reintegrate into society.
He heard about the Time Bank program from the High Board
for Reintegration, and decided to join the Bank as soon as it was
created, while inviting others to join him. The Time Bank provides
people, formerly involved in the guerilla groups, with the knowledge
and skills they need to lead a productive life.
Currently, Coca-Cola FEMSA Colombia is engaged in the program
with the participation of 50 employees from the Internal Central
office that work on training a group of people who have decided
to reintegrate into civil society, by providing them with tools that
encourage productivity.
This program is sponsored by Colombiana
Company together with local authorities.
Álvaro believes the benefits are evident. “This
program has been highly beneficial and
enlightening. I was able to form my own
company thanks to the program. We have all
learned so much. Before, we only knew how
to make garments, but now we have learned
how to manage the business. I want to
invite some of my other companions to
join this new life.”
Jua n C
a rlo s J
a ra millo
K OF C o
, D irec
lombia
tor o f
in 2 0 0 8
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presen t
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w a s cr
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en th e
T ime B
ank
37
Core Value 3
Community Engagement
The Designated
Driver® Program
FEMSA Cerveza Mexico continued to
reinforce its Designated Driver ® program through Cervecería Cuauhtémoc
Moctezuma, by promoting responsible
driving practices.
The company launched a new advertising campaign in
2008, with crash test dummies and a tagline that read,
“Unlike him, you were not made to crash”, to encourage
young people to engage in safe and responsible fun and
entertainment. The program registered 41,000 new drivers over the course of the year. The Designated Driver®
program has registered close to 133,000 drivers since its
beginning in 2002, and has directly benefited approximately 600,000 people.
To recognize the development and implementation of
these types of programs, Cervecería Cuauhtémoc Moctezuma, a FEMSA Cerveza subsidiary, received the Award
for Best Social Responsibility Practices in 2008, from the
Mexican Center for Philanthropy (CEMEFI), under the Responsible Consumption category.
The Designated Driver® Campaign.
38
actions with value
We invested over $400 million
Mexican pesos (USD $35.9 million) in
community support.
We constantly seek to obtain a better
understanding of our environment,
which allows us to design job plans
that effectively respond to educational, cultural, sports-related, development, and social assistance needs.
In early 2008, the company created the Community
Affairs and Social Responsibility Team, managed by
Corporate Affairs, with the objective of promoting the
creation of FEMSA’s social values while building and
maintaining ties with our stakeholders to facilitate our
businesses and communities’ growth and operations.
The Community Affairs and Social Responsibility Team
encourages the application of tools that are used to
evaluate and mitigate the impact corporate operations
might have on the immediate surroundings, if this were
to be the case. These analytical tools allow the local
heads of the Business Units to create specific plans and
build community relations in an attempt to understand
the community concerns and needs, and somehow help
them resolve these issues.
supporting public and private universities, such as the Tec
de Monterrey and scientific research activities.
It also mobilizes programs that promote leadership and
values, in order to help people become trained, responsible, and committed citizens to their communities.
We have permanently supported academic efforts at the
Tec de Monterrey, one of the most prestigious universities in Latin America that offered educational programs
to over 90,000 students in 33 campuses across Mexico in
2008. Our aid includes research, business-school ties, and
corporate leadership programs, among others.
Furthermore, in Mexico we sponsor a joint scholarship
fund with the University of Monterrey to help outstanding students further their education, while also being able
to work in the company’s internship programs. Thirteen
students received this type of aid in 2008.
One of our first imperatives in Brazil has consisted in help-
Actions towards Education
FEMSA firmly believes that the value of education drives
personal and community growth, providing development
opportunities for all.
The company is aware of the important consequences of
this action and has earmarked most of its community donations towards education, covering practically all teaching-related areas. FEMSA specifically supports schools in deprived
areas by helping children and teenagers stay in school, improving academic quality, and providing job training while
We encourage children’s development through our Coca-Cola FEMSA
Colombia playrooms.
39
Core Value 3
actions with value
The Valuing of the Young Program
benefited 1,000 people in 2008 and
reduced illiteracy levels by 95% in the
communities it supported.
ing reduce school dropout levels and illiteracy through
programs such as, Education for Work and Valuing of the
Young, the latter of which benefited 1,000 people in 2008,
reducing illiteracy levels by 95% in the communities we supported. In addition to providing academic knowledge, the
program also focuses on raising the levels of self-esteem
and social skills among participants.
The support of reading diffusion mechanisms has played
a key role in Venezuela, where close to 86,000 people
benefited from the “Refresh Yourself Reading” program
Coca-Cola FEMSA Venezuela developed together with
The Coca-Cola Company and the Book Bank. This initiative encourages the creation of reading spaces as well as
training workshops for parents, teachers, and librarians.
Additionally, we supported the El Nacional in the Classroom program which through a monthly publication of
an educational series in daily journals, seeks to promote
reading habits in children and provide teaching tools parents and teachers are able to multiply. This program benefited 200,000 people in 2008.
responsible lifestyles. The conferences taught by successful and national acknowledged characters had a positive
effect on 110,000 people in 2008.
FEMSA Cerveza also participated in the Guía T (Guide
Yourself) event that promotes the importance of making career decisions through proper vocational orientation programs among High School students. More than
16,000 people attended this event in Mexico City this
year, including students, professors, parents, and guests.
Coca-Cola FEMSA Colombia also supports the Playroom
Program of the Children’s Day Corporation. By providing
equipped, free of charge public spaces, children, parents,
and teachers can engage in activities that encourage creativity, imagination, and autonomy. Through these playrooms, values and skills are reinforced to help children
The University of Monterrey developed the Responsible
Waiter Workshop at Cervecería Cuauhtémoc Moctezuma’s
request, a FEMSA Cerveza subsidiary, to raise awareness
among waiters and the people in charge of consumption
centers that sell alcoholic beverages, and train them on the
importance of their responsibility in serving these products.
It also promotes quality services, certain civil protection aspects, and awards participants for the role they play in preventing alcohol abuse. By 2008, the program had trained
over 2,300 waiters through 71 workshops.
The Tour with Responsibility for Success consists on a
series of conferences at schools, universities, and other
forums to promote talent values, efforts, discipline, and
character among young people as it seeks to foster
40
C ity.
ico
M ex
in
en t
T Ev
Guía
Supporting our
Community
”Refresh yourself Reading” program benefited 86,000 people in
Venezuela.
grow and develop into responsible, tolerant, and supporting human beings. The company currently sponsors
the La Tora Playroom in Barrancabermeja, and provides
the required materials to the San Martín Playroom in
Medellín. This program benefited more than 7,000 people in 2008.
FEMSA has sponsored the Professional Baseball Hall of
Fame since it was first inaugurated to honor the most outstanding players in the history of this sport in Mexico. This
center, which has a museum and provides recreational activities related to baseball, celebrated its 35th anniversary
and hosted over 134,000 visitors in 2008. Its website registered almost 500,000 visits this year.
Most part of the year, the city
of Tecate in the Mexican state
of Ba ja California, suffers
from water shortages. However,
assistance provided by the Tecate
Plant of Cervecería Cuauhtémoc
Moctezuma has played a key role
in making sure that two ma jor
areas are kept green in the city:
the Los Encinos Municipal Park
and the Insurgentes Corridor.
The Plant irrigates both facilities with its own treated
water, which is sent to fountains and an artificial lake
to make sure the water is reused.
As a result, the town has saved significant amounts
on water consumption and costs, for instance, Los
Encinos Park, has reduced its costs by 60%, while
the Insurgentes Corridor has saved 100% of its
costs. Armando Zavala, Head of the Ecological Department in the township of Tecate believes that
Cervecería Cuauhtémoc Moctezuma’s respect for
the environment sets an example other companies
should follow.
“Treated water usage represents a huge contribution
to our local ecology, since it allows us to beautify our
green areas and pour vitality into the Tecate River,
while maximizing our water usage, which is scarce
and very important to the region.”
41
Core Value 3
GRI EC6 • GC II, IV, and V
Supplier development and support
for the local economy
FEMSA firmly believes that the creation of economic and
social values is a continuous and ongoing process and not
a finite goal, which is why we work hard to integrate our
social responsibility activities into key business processes.
The supply chain is a fundamental link we are specifically
interested in developing.
As all on-going business, economic, technical, logistics,
and legal criteria, as well as reputation and reliability are
the starting points in the supplier selection process. Aspects such as labor liabilities and the exclusion of child
labor are also considered.
At FEMSA Cerveza, we initially seek to purchase all of our
required products and services in Mexico and only take
foreign suppliers into account when the specialized or
unique supplies needed cannot be obtained in Mexico.
In the case of agricultural supplies, for example, the company is duty-bound to purchase all of its malt supplies
from Mexican farmers and will only import grains when
national production is insufficient to supply the local industry’s needs.
Coca-Cola FEMSA Colombia supported a two-year program to develop four strategic suppliers as part of its effort to balance commercial trade between Colombia and
Mexico, and reduce Colombian reliance on a limited num-
IDEARSE program, Monterrey, Mexico.
ber of client countries. The purpose of this program consists on creating new jobs in Colombia that can produce
quantifiable results in 2009.
Through the sponsorship of the IDEARSE program in
Mexico, FEMSA encouraged small and medium-sized suppliers to adopt a work culture based on social responsibility vision and values. During the course of this project
that lasted 18 months and which FEMSA implemented as
a joint effort with the Interamerican Development Bank
and the Anáhuac University, the participating companies
and a group of specialized consultants worked to set the
basis to drive profitability, based on a socially responsible
performance in different areas such as finances, strategic
planning, human resources, and corporate governance,
among others. This initiative had a positive impact on a
workforce of more than 1,000 employees.
actions with value
Between 2002 and 2008, the OXXO PRO
program has collected $260 million
from its generous clients, benefiting 729
institutions in 59 cities across Mexico.
42
Justina’s case
Justina, a young 16 year-old girl
from the Mexican state of Hidalgo,
suffered a series of health problems
that finally forced her to go to the
hospital, where her medical studies
revealed a very difficult reality:
Justina had leukemia.
Her family’s impoverished condition made it practically
impossible for her to have access to medical treatments
and the possibility of surgery was even more remote. This
situation reached the ears of Justina’s sister’s boss in Monterrey, Mexico, who suggested them to go to AMANEC,
Asociación Mexicana de Asistencia a Niños con Enfermedades Catastróficas A.C. (Mexican Association that
Helps Children with Serious Diseases), an institution that
helps leukemia patients and has received donations from
OXXO’s Social Responsibility Program PRO.
Consequently, Justina and her family traveled to Monterrey where studies revealed that one of her brothers was a
compatible bone marrow donor.
Justin
a De
la C r
uz
S án c
h ez
Justina is now home after a successful operation; she
started High School and plans to become a pediatrician.
This effort, which is part of OXXO’s Social Responsibility
program, invites customers to round off their bill and donate the change to a special cause. The funds raised are
donated to local health, educational, and social assistance
non-profit organizations. PRO has supported 729 institutions in 59 cities in Mexico, with donations in excess of
$260 million Mexican pesos (USD $23.2 million) between
2002 and 2008. It raised more than $60 million Mexican
pesos (USD $5.3 million) in 2008 alone, to support 179 institutions, 46 of which provide educational services and 59
of which are involved in providing assistance with healthrelated matters.
GC I and II
Actions towards Social Assistance
Over the course of our history, at FEMSA we have shown
interest and concern for supporting those causes that
help improve quality of life in our communities, especially
those with high levels of marginalization.
15th edition of the Eugenio Garza Sada Award in 2008,
in the individual and institutions category, respectively.
These winners were selected out of a total of 81 participants from different states in Mexico.
This is why we provide different types of support, through
our own programs or through non-profit organizations that
meet a specific need in the community, such as providing
food, housing and shelter, and emergency assistance.
During 2008 in Monterrey, Mexico, the construction activities began to build the Zambrano Hellión Medical Center,
a hospital that will be operated by the Tec de Monterrey
and will be focused on research and medical care for two
of the deadliest diseases with the highest mortality rates
in the world: cancer and heart disease. FEMSA donated almost five hectares of prime city property to this cause.
It is important to note the formal support and recognition our company offers to people and institutions that,
inspired by Don Eugenio Garza Sada’s work and the values he preached, further social progress and economic
development in a community. José Guadalupe González
Múzquiz and the Esposos Rodríguez Foundation won the
Coca-Cola FEMSA Mexico donated over 850 blankets
to the One Kilometer of Blankets program, sponsored
by the Global Healing Association and the Mexico City
43
Core Value 3
Dining halls’ milk
donations
Coca-Cola FEMSA Argentina
reinforces its community ties
by purchasing long-life milk
with funds collected from its
employees’ children’s summer
camp registration fees.
The company matched the funds that were
raised to be able to purchase approximately
6,000 liters of milk it donated to seven schools
and dining halls near its operating facilities,
which benefited close to 1,800 children. Silvina
Mabel Meriño, an HR Analyst from U.O. Parral,
said: “I was thrilled to witness delivery of the donation and see the joy it created. It helped me
understand the importance of solidarity and
how much our society needs our support.”
Food Bank. Coca-Cola FEMSA Colombia.
day in 2008. This program is sponsored by the American Nicaraguan Foundation and supported by Coca-Cola FEMSA
Nicaragua and The Coca-Cola Company.
During 2008, the services provided by 14 Food Banks
operating in major Colombian cities, benefited close to
204,000 people living in poverty. Coca-Cola FEMSA supported this effort by providing transportation and refrigeration services, offering legal advice, and contributing
with product donation.
After heavy rains hit Costa Rica and thousands of people
were left homeless, Coca-Cola FEMSA employees came
together in an effort to collect food, clothing, and personal care products to lend a hand to those affected.
GC I and V
Actions towards Arts and Culture
FEMSA sponsors cultural activities as another means to
contribute to education and community development by
endorsing initiatives that encourage a closer approach to
different expressions of art, and the promotion of artistic
creations through events and contests.
authorities. A total of 9,000 blankets were collected and
donated to poor children during the winter season.
The One Meal, One Smile program encourages our employees and their families to show their solidarity and participate in civic activities in Nicaragua. More than 10,100 underprivileged children received one free meal every school
44
Thousands of children and teenagers in Brazil have direct
access to the theatre through the FEMSA Award to the Infant and Juvenile Theatre, which has promoted artistic expression development through 15 program editions in São
Paulo, as a means to training and entertainment. This oneof-a-kind program in Latin America, works together with
another program called FEMSA Takes You to the Theatre,
that benefited 10,300 children and young people in 2008,
who were able to come into the theatre and discover an
educational and training tool through this artistic form of
expression.
actions with value
More than 10,100 underprivileged
children received a free meal every
school day through the One Meal, One
Smile Program in Nicaragua.
We also promote art and culture through the FEMSA Art
Collection that contains more than 1,100 works of modern and contemporary Latin American art that is made
public through different cultural exhibitions in Mexico
and abroad.
More than 751,000 people had the opportunity to enjoy the itinerant exhibitions of the FEMSA Art collection
in 2008. An example of this is found in the sample of 41
works painted by famous artists that was part of the exhibition titled “Latitudes: Latin American Masters”, which
was presented at the National Museum of Fine Arts in Buenos Aires, Argentina. Other exhibitions from the FEMSA
Collection included “Reality and Subtleties”, featured in
the Central Library at the Tec de Monterrey, and “Symbolism and Destruction”, which was exhibited in the cities of
León and Guanajuato in the Mexican state of Guanajuato.
selected by famous artists and specialized art critics. The
Biennial honors the winners with a cash award and a working residence for one month, which is sponsored by the
French Alliance at the School of Art and Design of SaintÉtienne, France. More than 2,300 works by 920 artists participated in this initiative’s Eighth Edition. During 2008, the
complete exhibition, comprised of 69 art pieces, including
the winning pieces with honorable mentions and state
awards, was exhibited at the Center of Arts in Monterrey,
the San Ildefonso Museum in Mexico City, and the Jesús
Gallardo Gallery in León, Guanajuato, in Mexico.
In addition to the exhibitions FEMSA organizes, the Collection also enhances other art samples as individual works
are loaned to other exhibitions. Approximately 733,000
people had the opportunity to view the 16 works FEMSA
individually loaned to other museums and cultural spaces
in 2008.
The FEMSA Monterrey Biennial, a bi-annual plastic arts
contest, is another one of our cultural activities that focuses on acknowledging, strengthening, stimulating, and disseminating artistic creations in Mexico. This contest gathers renowned artists from all over Mexico whose works are
The exhibition titled, “Latitudes: Latin American Masters,” presented at
the National Museum of Fine Arts in Buenos Aires, Argentina was visited
by both the Mexican and the Argentinean Presidents.
45
action
GRI 4.12 and EN30
Core Value 4
Environmental
Care
Adhering to the sustainability principle, FEMSA
seeks to maintain a balance between its operations and the environment by developing
initiatives and programs to favor the reduction
or elimination of its environmental impact.
46
value
Best Practices in Water Savings:
Environmental Management System
The results are clear: FEMSA Cerveza plants in Mexico substantially
increased production between 1992 and 2008; however, they were able
to reduce their water usage levels by 54% per liter of beer produced.
This type of success stories have made the company a global
reference in the industry in terms of how it saves this vital liquid by
producing one liter of beer with just 3.8 liters of water, compared
to the global average of 10 liters of water used to produce one liter
of beer.
This achievement is the result of the work performed by the Central
Environmental Committee and the breweries that work together in an
effort to implement best practices related to water saving, energy,
reduction of gas emissions, and other topics that allow friendly
ecosystem operations. Once a year, plant employees get together to
present and share their achievements and best practices so the other
breweries can replicate them. Alfonso Cantú and Jorge Castillo, two
of the men responsible for promoting and following
up on this system have said that the key
to this success is found in the program’s
functionality and the serious attitude the
plants take regarding the system. Another
fundamental element that further supports
the system is the fact that all plant
investment authorizations are conditioned to
creating a favorable environmental impact.
Wa ter
Trea tm
ent Pla
FEM SA
nt
Cervez
a Mexic
o.
The system received the Best Environmental
Practice Award from the Mexican Center
for Philanthropy (CEMEFI), based on its
Environmental Management System, which also
adheres to environmental standards and has
received the Mexican National Quality Award.
The system has also led to a 29% decrease
in electrical power consumption between 1992
and 2008, with significant CO2 and NOx level
reductions.
47
Core Value 4
Environmental Care
The Water Center for
Latin America and the
Caribbean
The Water Center for Latin America and
the Caribbean, FEMSA Foundation’s first
ma jor activity created jointly with the
Tec de Monterrey and the Interamerican
Development Bank, seeks to resolve
one of the key issues suffered by the
ma jority of the region’s population.
These efforts will drive scientific innovation and applied technology to contribute to community sustainability and quality
of life. The Center will thus become a very important platform
for development, capacities, and knowledge that will guide
to improve the management and usage of water resources in
Latin America and the Caribbean.
The FEMSA Foundation and the Water Center for Latin America and
the Caribbean launch event in Monterrey, Mexico.
48
As part of our sustainability strategy,
FEMSA seeks to maintain a balance
between its operations and the
environment by developing initiatives
and programs to reduce or eliminate
its environmental impact. On
principle, all of our plants comply
with environmental standards and
legislation that prevail in the regions
or countries in which they operate,
even exceeding them at times.
Environmental Care
The organization permanently focuses on finding opportunities to reduce environmental impacts, implement
clean and low environmental impact technologies, promote eco-efficiency, and provide permanent employee
training courses on the importance of environmental
protection.
GRI EN26 • GC VII, VIII, and IX
Actions for the Sustainable Use of Water
Our facilities have installed permanent operational programs to maximize and reduce water usage. These measures include activities that range from water treatment
plants, the use of energy-efficient equipment, technologies and recovery systems, to awareness campaigns for
company employees and their families.
The FEMSA Cerveza bottle washing process
Monterrey, Mexico.
Because water is a vital source of life and an indispensable
raw material for a beverage company, at FEMSA we strive
to ensure the most efficient use, treatment, and dumping
of this vital liquid in all of our plants and processes based
on each country’s rules and regulations, and have even exceeded the corresponding official requirements. The company currently operates 33 water treatment plants, 20 of
which are in Mexico.
The construction of the Wastewater Treatment Plant
was completed in Panama in 2008, and construction
activities on another plant were started in Barcelona,
Venezuela. With these actions we achieve that 90% of
Coca-Cola FEMSA plants treat their wastewater and comply with local regulations and The Coca-Cola Company
norms, before dumping the water into sewage systems or
a body of water. The company expects to continue moving in this direction to make sure all (100%) of our plants
treat their wastewater by 2010.
actions with value
We accomplish 90% of all Coca-Cola
FEMSA plants to treat their wastewater
before dumping it into the sewage
system or into a body of water.
49
Core Value 4
Environmental Care
FEMSA Cerveza invested close to $2 million Mexican pesos (USD $179,000) in different areas of the beer production process, such as the brewing, cooling, and bottling
process, attaining savings between 50% to 100% on water
usage and/or recovery rate.
Volunteers cleaning up the coasts, beaches, and wetlands.
Coca-Cola FEMSA Colombia.
Improvements to reduce Coca-Cola FEMSA’s water usage
allow us to save close to 890,000 cubic meters of water in 2008, which is equal to the annual average used by
more than 2,500 families with five members each.
Coca-Cola FEMSA Colombia invested close to $6 million
Mexican pesos (USD $537,000) in 2008 to reduce its water usage; consequently, water usage per liter of beverage
produced improved by 7.2%.
In 2008 Coca-Cola FEMSA supported the actions for the
cleaning and recovery process of the ground waters of
Humedal Capellanía, a major water source in Colombia
that had been suffering damages. The company, together
with the Secretariat of the Environment in Colombia and
other organizations, signed the Humedal Capellanía Recovery Pact, which will set the stage to start working on
projects to balance its natural ecosystem.
In addition, Coca-Cola FEMSA Colombia led the cleaning
journey for coasts, beaches, and wetlands called Everyone for the Water, for the third year in a row. The program is implemented in a joint effort with The Coca-Cola
Company and other companies in six cities across the nation. The main goals are to collect garbage in the aforesaid sites, which totaled 16 tons in 2008, and further the
development of environmental care protection habits –
a message that reached the nearly 2,000 volunteers that
participated in this journey.
On the other hand, Coca-Cola FEMSA Mexico implemented a program that has engaged its employees in leak detection, recovering, and reusing water in its cleaning tasks.
This program allows us to improve our water usage by
3.6%, compared to 2007, in addition to raising awareness
among our employees on the need to use this resource in
the most efficient manner.
actions with value
Coca-Cola FEMSA Colombia invested
close to $6 million Mexican pesos
(USD $537,000) in its plants to reduce
its water usage.
50
GRI EN5, EN6, EN7, and EN26 • GC VII, VIII, and IX
Actions for Energy Saving
Electricity and fuel are two of the most important energy supplies FEMSA uses in its operations, which is why it
spends a significant amount of resources on maximizing
and reducing their usage. In 2008 we led energy saving
campaigns and installed better energy-efficient machines
and equipment in our plants and offices, such as heat recovery ventilation systems and power-saving light bulbs,
among other measures.
Coca-Cola FEMSA plants were able to save energy equal
to seven million Gigajoules through their operating improvements, energy audits, and optimization of their technologies and system controls. This saving is enough energy to supply power for 5,000 families with five members
each for one whole year.
The area of Strategic Supplies developed the Neviz cooler
after two years of research, making it the most environmentally friendly cooler system in the world. Its energy
consumption is comparable to the power used by a 25
watt light bulb, and it uses inert refrigeration gas that can
be fully recycled at the end of its useful life.
Vendo, our Strategic Supplies cooling-system manufacturer, reduced its energy use by 15% in 2008. On the other
hand, the FAMOSA Monterrey plant, which manufactures
metallic packages and hermetic enclosures, saved 13% on
its power bill after improving its facilities.
Intelligent OXXO
stores
This project consists of a
system to control the store’s
lighting, refrigeration, and air
conditioning equipment in
real time through a Central
Processing Unit, which results
in greater energy-efficiency
and represents a significant
reduction of gas emissions to
the environment.
This system was operating in 3,500 stores at the
end of 2008 and by 2009, the company plans to
expand its implementation to 1,700 additional
stores. Miguel Ángel Lira Garza, Equipment and
Maintenance Engineering Manager for OXXO,
said that through the Intelligent Store System,
they have evolved in energy and operational
practices, having strengthened the correlation
between a good operation and the store’s energy-efficient use. Much of this success comes from
the fact that the established performance indicators are clearly visible to all parties involved.
Neviz Cooler, developed
by the area of Strategic
Supplies.
51
Core Value 4
Environmental Care
During 2008, Coca-Cola FEMSA Guatemala saved almost
200,000 liters of its estimated fuel consumption for 2008,
thanks to the major overhaul program it used to repair
its delivery fleet, while Coca-Cola FEMSA Panama also
reduced its estimated fuel consumption by more than
121,000 liters. Coca-Cola FEMSA Nicaragua implemented
a similar program that included driving lessons and the
replacement of certain delivery vehicles to save about
150,000 liters of its estimated annual fuel consumption.
Actions for Recycling and Packaging
Optimization
Because of the significant impact on environmental
conservation, we give special attention and resources
on recycling, as well as promoting important programs
on this topic.
Operations on Coca-Cola FEMSA saved over 5,000 tons
of PET in 2008, by the lightening of its primary packaging.
These savings represent more than 225 million of 600 ML
beverage bottles. With this achievement, close to 30,000
tons of CO2 gas emissions were not issued, thus contributing to fighting the war on global warming.
IMER Plant, Toluca, State of Mexico.
52
Bottles used on FEMSA Cerveza and Coca-Cola FEMSA
products are made with materials that can be fully (100%)
recycled, specifically glass, aluminum, and PET. Fifty-two
percent of all FEMSA Cerveza sales volumes in 2008 corresponded to returnable bottles; i.e., these can be reused
in the beer filling process without the need for a transformation process. On the other hand, almost one third of
all Coca-Cola FEMSA volumes corresponded to returnable
or reusable containers. It is important to point out that in
both cases, all containers are made out of 100% recyclable
materials regardless of their presentation.
Percentage of Recycled Materials
used by FEMSA Cerveza
Supply/ material
Cardboard
Recycling % vs. total annual consumption
100%
Aluminum
62%
Glass
40%
Steel
17%
IMER, the Mexican Recycling Industry Plant, opened its
doors in 2005, as a result of a combined project between
Coca-Cola Mexico, ALPLA (the PET container manufacturer),
and Coca-Cola FEMSA. This bottle-to-bottle PET recycling
plant processed more than 12,000 tons of PET materials in
2008, and 7,800 of said tons were incorporated into new
bottles. Besides, the amount of recycled PET in the plant
increased by 70% in 2008, compared to 2007.
The first ECOPET Coca-Cola contest was held in the
Mexican states of Veracruz and Tabasco in 2008, with outstanding results. The project was organized in a joint effort
with the environmental authorities that invited elementary
school students in these states’ major cities to collect the
largest number of PET bottles possible. A large number of
students from 245 schools collected 212 tons of bottles.
Actions for a Clean Air
Children that participated in the Mission Planet program collected
1,187 tons of PET.
The area of Strategic Supplies received the Stellar Container and Packaging Award in 2008, granted by the Mexican
Containers and Packaging Association, for developing a
pallet made out of an oil derivative, which is fully recyclable
and has a useful life of eight to ten years. During the first
phase, the production of 300,000 pallets a year is expected,
thus preventing the felling of an estimated 30,000 trees.
In 2008, the Planet Mission program, which was developed and implemented by Coca-Cola FEMSA Costa Rica
together with Coca-Cola Industrias S.A., celebrated its
tenth anniversary promoting the plastic bottle recycling
culture. During this year, it collected 1,187 metric tons of
plastic this year (equal to 100,000 bottles), which after being milled, they are transformed into polyester to make
fabrics and packaging supplies, among other applications.
FEMSA Cerveza and Coca-Cola FEMSA Mexico were recognized in 2008 for their efforts to reduce CO2 gas emissions and fight global warming in 2008. The companies
worked together with the Secretariat of the Environment
and Natural Resources, the World Business Council for
Sustainable Development, and the World Resources Institute on identifying, inventorying, controlling, and reducing greenhouse gas emissions (GEI) in Mexico.
Cervecería Cuauhtémoc Moctezuma, a FEMSA Cerveza
subsidiary, reported the gas emissions generated in 2007
for the operations of its six plants in Mexico.
This report highlights the fact that, as a result of their
own electricity and vapor generation, FEMSA Cerveza’s
total greenhouse gas emissions dropped 10% between
2006 and 2007, despite the fact that the company reported a 5% growth on production volume during the
same period.
actions with value
The area of Strategic Supplies received
the Stellar Container and Packaging
Award 2008, granted by the
Mexican Containers and Packaging
Association, for designing a fully
recyclable plastic pallet.
53
Core Value 4
Environmental Care
Staff at FEMSA headquarters also joined this project by installing videoconference equipment in practically all of its
meeting rooms, thus creating a favorable impact on indirect
energy usage by reducing transportation and travel needs
for a large group of people. During 2008, this initiative kept
the company from sending 43 tons of CO2 emissions into
the atmosphere.
Our employees share the value of environmental care.
Metric Tons of CO2 in 2007*
FEMSA Cerveza
Coca-Cola FEMSA Mexico
Direct source emissions
138,131
47,855
Indirect source emissions 121,941
84,640
*Reported in 2008
The Coca-Cola FEMSA report corresponds to the greenhouse gas emissions produced by the 13 bottling plants it
operates in Mexico, which were generated by their electrical power and fuel usage. Greenhouse gas emissions were
practically constant between 2004 and 2007, notwithstanding the fact that production grew approximately 11%.
The Coca-Cola FEMSA plants in Mexico are some of the
most energy-efficient plants within The Coca-Cola System
worldwide.
We have not limited ourselves to consider reducing our
processes emissions into the atmosphere, but we are also
gradually incorporating these criteria into the acquisitions
process; an example of which can be found in the neutral
carbon emissions carpet installed in several FEMSA buildings in Monterrey, Mexico. This is achieved by calculating
the emissions generated during the product’s useful life,
from the moment the raw materials were obtained until
its disposal. The carpet supplier used this information to
purchase bonds that will be invested in renewable energy
projects.
GC VII and VIII
Actions towards Waste Management
FEMSA and its Business Units’ plants comply with the corresponding national legislation and environmental standards in terms of transportation and hazardous waste
treatment in every country they operate. It is important
to mention that regarding transportation and disposal of
hazardous waste, FEMSA and its Business Units hire the
services of companies certified to do so.
actions with value
In 2008, 545 employees of Coca-Cola
FEMSA Mexico and their families,
together with the community,
participated in the third reforestation
journey for the Nevado de Toluca volcano.
54
GRI EN13 • GC VII and VIII
Actions towards Reforestation
A group of 200 FEMSA directors planted 300 trees in the
Fuentes de Iparanga Park in March of 2008. This park is
found in one of the most impoverished areas in the city
of São Paulo, Brazil, and the executives intended to create
a space the local population could use to enjoy healthier
and environmentally friendlier surroundings.
As in prior years, in 2008, 545 employees of Coca-Cola
FEMSA Mexico and their family members, together with
the community, participated in the third reforestation journey for the Nevado de Toluca volcano. This activity is part
of the Water Factory project the company has supported
since its beginnings in 2006. This year, authorities of the
State of Mexico and Grupo CIMSA also joined the reforestation journey, where 5,000 pine trees and other regional species were planted in an area of 5 km2 (500 hectare). The program ultimately contemplates to plant 600,000 pine trees.
FEMSA, in alliance with CONAFOR (the National Forestry
Commission) and PRONATURA, the largest Mexican environmental conservation group, supported during 2008
the project to reforest one square kilometer (100 hectares)
of the National Cumbres Park in Monterrey, Mexico. The
parties intend to plant 100,000 trees to protect this area
that is home to 73 species, out of the total of 1,368 that
live in the area, which are believed to be in danger of becoming extinct, threatened, endemic, rare, vulnerable, or
in need of special protection.
In Brazil, during 2008, USD $400,000 were invested in reforestation and basin protection activities, as part of the
Tropical Forests Project, which seeks to preserve the
Jundaí Sierra Japi vegetation and water springs; through
this program, 3.3 million trees have been rescued in this
region. Work was done through the Crystal Water Forest
for the Future program in 2008, in a joint effort with SOS
Mata Atlántica that focused on preserving the Tietê River’s
hydrographical space, where besides planting new trees,
80 native vegetation species were rescued.
GC VII and VIII
Actions to Promote an Ecological Culture
Over 177,000 Kindergarten through High School students
from the Mexican cities of Chihuahua, Chihuahua; Hermosillo, Sonora; and Monterrey, Nuevo León, were honored
Vela
o Yuta n i
Ra ymun d
OX XO
, B ra zil.
s
esource
ão Paulo
Huma n R on Journ e y in S
ti
Reforesta
OXXO Ecolog
y Award
O ver 170,00
0 students
in Chihuahua
and Monterr
, Hermosillo,
ey participat
ed in the pr
ogram in 20
0 8.
to receive the OXXO Ecology Award. The students perform
and document positive environmental actions through organized schools clubs, such as tree planting, cleaning public spaces, trimming parks and gardens, and recycling, in
addition to other activities. Their actions are subsequently
evaluated and rewarded. OXXO invested close to $1.5 million Mexican pesos (USD $127,000) in 2008, to promote this
program operating since 1996.
FEMSA has had an impact on Brazil through the FEMSA
Environmental Education program that has been shared
with 50,000 people through the environmental protection
speeches taught at schools and universities. This program
also supports diffusion campaigns on the importance of
raising environmental awareness.
55
Core Value 4
Environmental Care
actions with value
In 2008, 1,187 metric tons
of plastic (equal to 100,000
bottles) were collected
through the Planet Mission
program.
Coca-Cola FEMSA Argentina participated in a paper recycling campaign sponsored by the Garrahan Children’s
Hospital Foundation to celebrate the World Environment
Day. The purpose was raising funds for the hospital’s sustainability, and this year FEMSA contributed with 1,430 kilograms of paper.
Súmate, Vive nuestra Cultura [Add Yourself Up, Experience our Culture] is a savings and awareness program
promoted by FEMSA headquarters that has obtained
noteworthy results. Some of the program’s activities include the purchase of environmentally friendly products,
e-mails on the building’s water and energy usage and savings, and the Business Units’ replication of best practices.
It is important to note that the program is extensive to our
suppliers and our employees’ family members. In 2008,
over 250 Gigajoules of energy were saved, while 19 tons
of aluminum, cardboard, and newspaper were collected
and recycled.
FEMSA incorporated the following phrase to all of its outgoing e-mails in 2008: “Printing only when needed is an
action creating value”, thus encouraging readers to save
energy and reduce paper usage. Close to two million emails carried this message every month.
56
o
f en vir
ure o
t
l
u
c
a
omote
W e pr
ca re.
al
nm en t
Informe
FEMSA
de Responsabilidad
Social Responsibility
SocialReport
FEMSA2008
2008
GRI EN26 • GC VII, VIII, and IX
Initiatives towards Environmental
Impact Reduction
The company’s priorities have included the sustainable
use of resources and environmental care for many years,
building on an ongoing and daily culture based on respect,
while having the incorporation of these factors into strategic planning and decision-making processes by each
operating unit.
Plans and initiatives to build on these actions are implemented throughout the company’s offices and operations. An example of these are the plans and programs
from Coca Cola FEMSA Argentina, which consider mov-
We su
pp
th e su ort pro gra m
s tha t
sta in a
ble us
pr o m o
en viron
e of r
te
men ta
esour
l ca re
ces a n
.
d
ing towards lightweighting, increasing recyclable waste
percentages, implementing plans to recycle and reuse
rainwater and water from the liquid effluent treatment
plants, applying periodical assessments of its status on
greenhouse gas emissions, and planning improvements
in its processes.
We apply technologies to make lightweighting packagings.
SIVESA, the glass container manufacturer, has integrated
gas emission observations and supervision of sewage
water dumping levels into its bi-annual planning and
operational parameters to ensure compliance with the
established norms and the disposal of hazardous waste
through authorized companies, which are responsible for
its proper treatment.
actions with value
In 2008, FEMSA invested over $255
million Mexican pesos (USD $22.8
million) in equipment and technology
acquisitions as well as in the
implementation of environmental
care and Ecological Culture
programs.
57
We suppo
rt an in tegr
al de velopm
culture fo
en t
r our empl
o yees.
Co ca- Cola
FE M S A A
rg en tina.
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s
coo eek to e
pera
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58
a ll o f
ure to
ta l cult e.
n
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m
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p e ra t
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h we o
We ta k
in whic
s
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t
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A
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Global Vision
A long history of innovation, work, and savings has
shaped the company we are today. A humanistic
philosophy where people are at the center of our
decisions, with no economic considerations to prevail
over dignity, has been the foundation of our culture
based on values and permanently guided our every day
performance.
This is how we seek to transcend by working on
the simultaneous generation of economic and
social values through initiatives that allow us to
have a positive effect on our stakeholders.
This is why we dedicate to our social commitment.
Through an adequate strategic planning, detailed
environmental analyses, and documentation of
the best practices and results, we look forward
to replicate success stories and provide the best
social return on our investment in the different
spheres of social responsibility, in all of our Business Units, and territories in which we operate.
FE M S
A Va lu
a ble W
FE M S
om e n
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P r o g ra
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m.
ra zil.
59
Family Day
Coca-Cola FEMSA Argentina celebrated its Family Day
with the “Your Family is Your Team” theme, where more
than 5,500 people came together in a park in Buenos Aires to enjoy acrobatic and magic shows, and a carnival.
Argentina
• Employment1: • Investment2 in millions
of Mexican pesos: Junior KOFAR
Junior KOFAR, is a corporate association program that allows employees’ 18 to 25 year-old offspring to complete
their trainee programs within the company to acquire
knowledge and experience.
3,528
$ 1,276.7
Family Plant Visits
Through the Family Visits to the Plants program, close to
7,900 people, including 559 employees, their spouses, and
children, toured the Alcorta Plant facilities, where they received environmental culture training talks and enjoyed
spending time together in a recreational setting.
• Investment2 in USD $ millions: $ 114.3
• Social programs: Educational programs Family development programs Health and sport programs • Wastewater treatment
plant: 12
2
6
4
MBA in Company
In 2008, a group of 41 Coca-Cola FEMSA Argentina employees participated in a corporate MBA in company program. This Masters in Business Administration is taught
by the Business Management School of the University
for the Company of Argentina and helps students maximize their skills and abilities by developing an innovative
business vision.
1
• Investment in Social Responsibility3
programs:
$9
Millions of Mexican pesos: $ USD Thousands: • People benefited: $ 806.8
26,144
Includes outsourced personnel
During 2008; Mercosur region including Argentina and Brazil.
3
Quality of Life, Health and Wellness, Community Engagement, and Environmental Care
1
2
A Culture of Prevention and Self Care
Coca-Cola FEMSA Argentina has developed a wideranging safety program geared to strengthen a culture
of prevention and self care, which includes training
courses, emergency management, and even contractor induction courses. As support in this assignment, the
company’s medical services offered an average of 1,800
medical appointments per month in 2008, through its
medical service offices located at its operating units.
GC VI
Health and Wellness
Soccer Tournament and Healthy Spaces
Looking to promote physical exercise and its health
benefits, in 2008 a Soccer Tournament was organized,
counting with the participation of 300 employees. The
Espacio Saludable (Healthy Space) was also created,
60
which consisted of equipping a gym in the Alcorta
Plant that 200 employees use to exercise and perform
different group classes. In addition to the health benefits, these activities are also important integration
mechanisms.
Brazil
GRI 4.12 • GC I and II
Milk Donations
Coca-Cola FEMSA Argentina reinforces its community ties
by purchasing milk with funds collected from its employees’ children’s summer camp registration fees. The company matched the funds collected to purchase close to
6,000 liters of milk it donated to seven schools and dining
halls near the Alcorta Plant facilities, which benefited close
to 1,800 children.
EN26 • GC VII and VIII
Environmental Care
Reduced Water Usage
The Coca-Cola FEMSA Argentina Alcorta plant reduced its
water usage by 8% in 2008, compared to 2007, through
improvements made in different production areas following the Kaizen methodology.
Support for the Garrahan Children’s Hospital
Foundation
The company participated in a paper recycling journey
sponsored by the Garrahan Children’s Hospital Foundation
to celebrate the World Environment Day. The purpose
was to raise funds for the hospital’s sustainability, to which
FEMSA contributed with 1,430 kilograms of paper.
of Mexican pesos: 13,349
$ 1,276.7
• Social programs: 23
Educational programs 12
8
3
Family development programs Health and sport programs • Wastewater treatment
plants: 2
programs:
Millions of Mexican pesos: $ USD Millions: • People benefited: $ 36.1
$ 3.2
138,700
During 2008; Mercosur region including Argentina and Brazil
3
1
2
Family Day
Coca-Cola FEMSA Brazil celebrated the sixth edition of its
Family Day with the “Your Way of Being Happy” theme,
in 2008. The event was simultaneously held in 14 different cities, and gathered over 40,000 employees and their
family members. Jundiaí alone witnessed the gathering
of 15,000 people who enjoyed the featured circus shows
among other attractions.
Coca-Cola FEMSA Argentina reinforces its community ties by
purchasing and donating milk.
61
FEMSA Valuable Women
Over 850 wives of FEMSA Cerveza employees in São Paulo,
Brazil participated in the FEMSA Valuable Women program that offers gastronomy courses, make-up and sewing lessons, and theatre plays, while promoting corporate
values.
The FEMSA Youth Camp
REMIL, one of Coca-Cola FEMSA Brazil’s recent acquisitions, held its first FEMSA Youth Camp for its employees’ children in 2008, which was attended by over
1,400 teenagers who participated in training and recreational activities.
FEMSA Junior
The FEMSA Junior program focuses on professional practices geared to providing a knowledge base and professional development for our employees’ children who are
in college.
GRI 4.12 and EC8 • GC I, II, IV, V, and VI
Education for Work and Valuing of the Young
Programs such as Education for Work and Valuing of
the Young seek to reduce school desertion and illiteracy
rates. This last one benefited 1,000 people in 2008 and
reduced illiteracy levels by 95% in all of the communities
supported. The program also focuses on helping increase
participants’ self-esteem levels and social skills, in addition
to providing academic knowledge.
The FEMSA Award to the Infant and Juvenile Theatre,
and FEMSA takes you to the Theatre Program
Thousands of children and teenagers in Brazil have direct
access to the theatre through The FEMSA Award to the
Infant and Juvenile Theatre, which has promoted artistic
expression development through 15 program editions in
São Paulo, as a means to training and entertainment. This
one-of-a-kind program in Latin America, works together
with another program called FEMSA takes you to the
Theatre that benefited 10,300 children and young people
in 2008, who were able to come into the theatre and discover an educational and training tool through this artistic form of expression.
GRI 4.12 and EN13 • GC VII and VIII
Environmental Care
Reforestation Programs
In Brazil, USD $400,000 were invested in reforestation and
basin protection activities in 2008, as part of the Tropical
Forests Project that seeks to preserve the Jundaí Sierra
Japi vegetation and water springs; through this program,
3.3 million trees have been rescued in this region. Work
was done through the Crystal Water Forest for the Future
program in 2008, in a joint effort with SOS Mata Atlántica
that focused on preserving the Tietê River’s hydrographical space, where besides planting new trees, 80 native
vegetation species were rescued.
Citizens Plaza
Over 3,550 community members received complimentary
access to healthcare services such as diabetes and blood
pressure tests through the Citizens Plaza program in Brazil
in 2008, which also provided information on healthy eating
choices, and legal consulting services, among others.
Pa rtic
ipa n ts
o f th e
I n fa n t
FE M S A
a n d Ju
Aw a rd
ven ile T
FE M S A
to th e
h ea tre
B ra zil.
.
62
Central America
$ 1,924.5
7
4
plants: 2
programs:
$1.8
28,607
During 2008; Latincenter region including Central America, Colombia, and Venezuela
3
Training
During 2008, Coca-Cola FEMSA in Central America offered its employees over 44,500 man hours in training on operational safety, and managerial and human
development.
Traditional and Party Celebrations
Coca-Cola FEMSA in Central America celebrated some of
the major local parties and traditions in 2008, in an effort
to strengthen family values and encourage companyfamily integration. Over 4,400 people participated in these
Mother’s Day, Father’s Day, Children’s Day, Independence Day, and Christmas celebrations.
Toma2, Por tu Vida
Coca-Cola FEMSA Panama’s “Toma2, Por tu Vida” (Second
Chance, for Your Life) program seeks to raise employee
awareness on the importance of preventing traffic accidents, specifically among employees that work in the presales and distribution divisions.
GC I, II, IV, and VI
Health and Wellness
Healthy Summer
Close to 200 teenage children of Coca-Cola FEMSA Panama employees participated in the Healthy Summer program in 2008, a sports and recreational event that featured
communication, values, teamwork, and development of
leadership skills and abilities workshops.
1
2
KOF Cup
The KOF Cup is a traditional children’s soccer tournament
held in Costa Rica. Over 1,000 children participated in the
2008 edition.
GRI 4.12 • GC I and II
One Meal, One Smile
The One Meal, One Smile program encourages our employees and their families to show their solidarity and participate in civic activities in Nicaragua. More than 10,100 underprivileged children received one free meal every school
day in 2008. This program is sponsored by the American
63
Colombia
n
.
D e L eó
Pa n a m a
Osca r
E
F M SA
la
o
C
C o ca-
• Employment1: Nicaraguan Foundation and supported by Coca-Cola
FEMSA Nicaragua and The Coca-Cola Company.
Responding to Natural Disasters
After heavy rains hit Costa Rica and thousands of people were left homeless, Coca-Cola FEMSA employees
came together in an effort to collect food, clothing,
and personal care products to lend a hand to those
affected.
GRI 4.12, EN5 and EN26 • GC VII, VIII, and IX
Environmental care
Planet Mission
In 2008, the Planet Mission program, which was developed and implemented by Coca-Cola FEMSA Costa
Rica together with Coca-Cola Industrias S.A., celebrated
its tenth anniversary promoting the plastic bottle recycling culture. During this year, it collected 1,187 metric
tons of plastic this year (equal to 100,000 bottles), which
after being milled, they are transformed into polyester to make fabrics, packaging materials, and other
applications.
Fuel Savings
During 2008, Coca-Cola FEMSA Guatemala saved almost 200,000 liters of its estimated fuel consumption for 2008, thanks to the major overhaul program it
used to repair its delivery fleet, while Coca-Cola FEMSA
Panama also reduced its forecasted consumption by
more than 121,000 liters. Coca-Cola FEMSA Nicaragua
implemented a similar program that included driving
lessons and the replacement of certain delivery vehicles to save about 150,000 liters of its estimated annual fuel consumption.
64
• Investment2 in millions
$ 1,924.5
1
21
plants: 6
programs:
$ 3.5
3,231,511
During 2008. Latincenter region including Central America, Colombia, and Venezuela
3
1
2
GC I, II, and IV
Andando Seguro (Staying Safe)
Coca-Cola FEMSA Colombia’s “Andando Seguro” (Staying Safe) program seeks to encourage a culture of self
care through different communication tools and national
awareness campaigns. These efforts had a direct impact
on close to 8,000 employees in 2008.
GC I and II
Health and Wellness
Growth and Development
During 2008, Coca-Cola FEMSA Colombia implemented
the Growth and Development program that benefited
400 people. The program consists on keeping records on
employees’ children’s growth and development to allow
for the early detection of potential diseases. Additionally,
parents receive complementary information on healthcare
issues that are relevant to their children’s development.
Sports Tournaments
Over the course of 2008, Coca-Cola FEMSA Colombia
organized different soccer, volleyball, softball, and
other sports tournaments that involved more than
5,600 people.
Time Bank
The Time Bank program consists on training individuals
that were formerly involved in the guerilla groups so they
can reintegrate into society with the knowledge and skills
they need to lead a productive life. Coca-Cola FEMSA Colombia is engaged in the program with the participation
of 50 volunteers that donated part of their free time to
work as trainers. This program is sponsored by the company and the Colombian authorities.
Playrooms
Coca-Cola FEMSA Colombia supports the Playroom
program of the Children’s Day Corporation. By providing equipped, free of charge public spaces, children,
parents, and teachers can engage in activities that encourage creativity, imagination, and autonomy. Through
these playrooms, values and skills are reinforced to help
children grow and develop into responsible, tolerant,
and supporting human beings. The company currently
sponsors the La Tora Playroom in Barrancabermeja
and provides the required materials to the San Martín Playroom in Medellín, benefiting more than 7,000
people in 2008.
ported this effort by providing transportation and refrigeration services, offering legal advice, and contributing
with product donation.
GRI 4.12, EN13 and EN26 • GC VII, VIII, and IX
Environmental Care
Humedal Capellanía
In 2008 Coca-Cola FEMSA supported the actions for the
cleaning and recovery process of the ground waters of
Humedal Capellanía, a major water source in Colombia
that had been suffering damages. The company, together with the Secretariat of the Environment in Colombia
and other organizations, signed the Humedal Capellanía
Recovery Pact, which will set the stage to start working
on projects to balance its natural ecosystem.
Todos por el Agua (Everyone for the Water)
In addition, during this year, Coca-Cola FEMSA Colombia
led the cleaning journey for coasts, beaches, and wetlands called Everyone for the Water, for the third year
in a row. This program is implemented in a joint effort
with The Coca-Cola Company and other companies in six
cities across the nation. The main goals are to collect garbage at the aforesaid sites, which totaled 16 tons in 2008,
and further development of environmental care protection habits – a message that reached the nearly 2,000 volunteers that participated in this journey.
Water Savings
Coca-Cola FEMSA Colombia invested close to $6 million
Mexican pesos (USD $537,000) in 2008 to reduce its water
usage, and was able to improve its water consumption index per liter of beverage produced by 7.2%.
Food Bank
During 2008, the services provided by 14 Food Banks
operating in major Colombian cities, benefited close to
204,000 people living in poverty. Coca-Cola FEMSA sup-
65
GC I, II, V, and VI
KOF Kids
Through the KOF Children’s Program, more than 13,000
children of Coca-Cola FEMSA Mexico employees have been
recognized for their outstanding academic performance.
This program honored over 4,000 of our employees’ children who obtained 9 and 10-point averages in the 20072008 school period.
Mexico
• Employment1: • Investment in millions
of Mexican pesos: Health and Wellness
Charting my Own Destiny
FEMSA Cerveza implemented the Charting my Own Destiny program with support from the University of Monterrey. University specialists designed a program for students
between 11 to 19 years old to develop skills and abilities
that help them make informed, healthy, and responsible
decisions concerning all aspects of their lives. During the
2008-2009 school year, it will reach 225,000 students in all
three secondary school grades in 890 public and private
schools, including federal, community, and state, technical, and distance education secondary schools across
the state of Nuevo León, Mexico. In the Mexican state of
Campeche, during the 2008-2009 school year, this program will reach 48,000 fifth and sixth grade elementary
school students, and first secondary year students in public, private, community, and indigenous elementary and
secondary schools.
$ 11,092
• Investment in USD $ millions: • Social programs: $ 993
660
Educational programs GRI 4.12 • GC I, II, IV, V, and VI
82,578
144
262
254
plants: 20
programs:
$ 79.5
19,232,894
1
2
66
ch e c
OX XO
a PRO
ry of
o.
D elive
M exic
erre y,
t
n
o
M
a tion.
k do n
VIRE: Responsible Lifestyle Promoters Workshop
FEMSA has pioneered the implementation of programs
that promote the responsible consumption of alcoholic
beverages in Mexico, and the benefits of adopting healthy
and balanced lifestyles, especially among young people.
One of these initiatives is known as the VIRE: Responsible
Lifestyle Promoters Workshop that trains and seeks to
raise awareness among young people, about the need to
create and develop a culture of responsibility. This training and preventive workshop is shared at schools and
universities across Mexico. FEMSA Cerveza together with
the University of Monterrey, created this program in 2002,
and since its beginnings thru 2008, has trained over 20,700
people through more than 420 workshops.
The FEMSA Biotechnology Center
In an effort to support health research, FEMSA contributed
to the establishment of FEMSA´s Biotechnology Center
at the Tec de Monterrey. The Center opened in early 2008
and has more than 100 scientists focused on bioengineering, bioprocesses, agro biotechnology, bio-energy,
and sustainable water usage research and development,
among other topics.
The Designated Driver® Program
FEMSA Cerveza Mexico continued to reinforce its Designated Driver® program by promoting responsible driving
practices. In 2008, the company launched a new advertising campaign with a tagline that read, “Unlike him, you
were not made to crash”, that encourages young people
to engage in safe and responsible fun and entertainment. The program registered 41,000 new drivers over the
course of the year. The Designated Driver® program has
registered close to 133,000 drivers since its beginning in
2002, and has directly benefited close to 600,000 people.
To recognize the development and implementation of
these types of programs, FEMSA Cerveza received the
Award for Best Social Responsibility Practices in 2008, from
the Mexican Center for Philanthropy (CEMEFI), under the
Responsible Consumption category.
Internship Program
In order to contribute to students’ practical development
and on-the-job training, FEMSA Cerveza and the area of
Logistics and Packaging have Internship Programs that
in 2008 benefited 280 students from different Mexican
universities.
The OXXO (PRO) Social Responsibility Program
The OXXO (PRO) Social Responsibility program invites
OXXO customers to round up their purchases to the next
closed peso amount. The collected funds are then donated to local health, education, and social assistance institutions. Between 2002 and 2008, PRO has supported 729
institutions in 59 cities in Mexico, with donations above
$260 million Mexican pesos (USD $23.2 million). During
2008, more than $60 million Mexican pesos (USD $5.3 million) were raised and used to support 179 non-profit organizations, 46 of which provide educational services, and
59 are involved in providing health-related matters.
The FEMSA Art Collection
We promote art and culture through the FEMSA Art Collection, which contains more than 1,100 works of modern
and contemporary Latin American art, put on display to
the public through exhibitions in different cultural spaces
both in Mexico and abroad.
Thru 2008, over 751,000 people have had the opportunity to
enjoy the itinerant exhibitions of the FEMSA Art collection.
Tec de Monterrey
Since its foundation, we have permanently supported academic efforts at the Tec de Monterrey, one of the most
prestigious universities in Latin America that through its
33 campuses across Mexico, in 2008 offered educational
programs to more than 90,000 students. Our aid includes
research, business-school associations, and corporate
leadership programs, among others.
Guía T (Guide Yourself)
FEMSA Cerveza also participated in the Guía T (Guide Yourself) event that promotes the importance of making career
decisions through proper vocational orientation programs
among high school students. Over 16,000 people attended this event in Mexico City, including students, professors,
parents, and guests.
Pro vis
ion
FE M SA o f housin g
fo
C ervez
a M exic r fa milies in
o.
67
GRI 2.10, 4.12, EN5, EN6, EN13, and EN26 • GC VII, VIII, and IX
Environmental Care
Water Consumption Savings
FEMSA Cerveza plants in Mexico substantially increased
production between 1992 and 2008; however, they were
able to reduce their water usage levels by 54% per liter
of beer produced.
Intelligent OXXO stores
By the implementation of a system to control the store’s
lighting, refrigeration, and air conditioning equipment in
real time, using a Central Processing Unit, an Intelligent
OXXO store is established, resulting in energy-efficiency
and significant reductions in its gas emission levels. By the
end of 2008, this system was operating in 3,500 stores,
and by 2009, the company plans to expand its implementation to 1,700 additional stores.
Neviz, the Environmentally Friendly Cooler
The area of Strategic Supplies developed the Neviz cooler
after two years of research, making it the most environmentally friendly cooler in the world. Its energy consumption is comparable to the power used by a 25 watt light
bulb, and it uses inert refrigeration gas that can be fully
recycled at the end of its useful life.
IMER, PET Recycling Plant
The Mexican Recycling Industry Plant (IMER) started
operations in 2005, as a combined project between
Coca-Cola Mexico, ALPLA (the PET container manufacturer), and Coca-Cola FEMSA. This bottle-to-bottle PET
recycling plant processed more than 12,000 tons of PET
materials in 2008, and 7,800 of said tons were incorporated into new bottles. Besides, the amount of recycled PET
in the plant increased by 70% in 2008, compared to 2007.
The ECOPET Coca-Cola Challenge
The first ECOPET Coca-Cola contest was held in the Mexican states of Veracruz and Tabasco in 2008, with outstanding success. The project was organized in a joint effort
with the environmental authorities that invited elementary
school students in these states’ major cities to collect the
largest number of PET bottles possible. A large number of
students from 245 schools collected 212 tons of bottles.
68
Stellar Container and Packaging Award
The area of Strategic Supplies received the Stellar Container and Packaging Award in 2008, granted by the Mexican
Containers and Packaging Association, for developing a
pallet made out of an oil derivative, which is fully recyclable
and has a useful life of eight to ten years. During the first
phase, the production of 300,000 pallets a year is expected,
thus preventing the felling of an estimated 30,000 trees.
The Nevado de Toluca Water Factory
As in prior years, in 2008, 545 employees of Coca-Cola
FEMSA Mexico and their family members, together with
the community, participated in the third reforestation journey for the Nevado de Toluca volcano. This activity is part
of the Water Factory project the company has supported
since its beginnings in 2006. The authorities of the State of
Mexico and Grupo CIMSA joined the reforestation journey
on this occasion, where the group planted 5,000 pine trees
and other regional species in an area of 5km2 (500 hectare).
The program ultimately contemplates to plant 600,000
pine trees.
OXXO Ecology Award
Over 177,000 Kindergarten through High School students
in the Mexican cities of Chihuahua, Hermosillo, and Monterrey, received the OXXO Ecology Award. The students
perform and document positive environmental actions
through organized school clubs, such as planting trees,
cleaning public spaces, trimming parks and gardens, recycling, and other activities. Their actions are subsequently
evaluated and rewarded. OXXO invested close to $1.5
million Mexican pesos (USD $127,000) in 2008 to promote
this program, operating since 1996.
GC I, II, and IV
Accident Reduction Activities
The Manufacturing area of Coca-Cola FEMSA Venezuela,
which includes four plants, succeeded in reducing 75%
of its incapacitating accidents in the first quarter of 2008,
compared to the same period in 2007.
Venezuela
GRI 4.12 • GC I, II, and IV
Health and Wellness
$ 1,924.5
7
8
plants: 2
programs:
$ 28.3
616,808
During 2008. Latincenter region including Central America, Colombia, and Venezuela
3
1
2
Coca-Cola FEMSA Valencia 2008 Sport Games
At Valencia, Venezuela, the first edition of the Coca-Cola
FEMSA Valencia Sport Games was held, where more
than 340 employees participated in the event’s different
sport disciplines.
Baseball Camaineras
Through the support to the Baseball Camaineras, we promote this popular national sport. The program consists on
organizing free of charge tournaments, offering sports clinics taught by distinguished baseball players, and granting
awards to the participants for their efforts. This initiative,
which was created to promote sports-related activities and
values, benefited 7,000 young people in 2008.
Refresh Yourself Reading
The support of reading diffusion programs has played
a key role in Venezuela, where close to 86,000 people
benefited from the “Refresh Yourself Reading” program
Coca-Cola FEMSA Venezuela developed together with
The Coca-Cola Company and the Book Bank. This program promotes the creation of reading spaces and training workshops for parents, teachers, and librarians.
El Nacional in the Classroom
Coca-Cola FEMSA Venezuela supported the El Nacional in
the Classroom program in 2008, which through a monthly
publication of an educational series in daily journals, seeks
to promote reading habits in children and provide teaching tools that parents and teachers are able to multiply.
This program benefited 200,000 people in 2008.
69
GRI 3.12
GRI Index
GRI (G3)
Indicator
Table of Contents
Page
1. Strategy and Analysis
1.1
Statement from our Chairman and CEO 4
1.2
Impacts, risks, and opportunities 4
2. Organizational profile
Table of Contents
Page
4.13 Memberships in associations
8
4.14 Stakeholders 8
4.15 Stakeholders 8
4.16 Stakeholders
12
4.17 Stakeholders
14
2.1
Company Name
6
2.2
Brands, products and/or services
6
Economic Performance Indicators
2.3
Operational structure
7
EC1 Economic value
6 and 9
2.4
Location of headquarters
6
EC6 Suppliers
40
2.5
Number of countries where organization operates 3
2.6
Nature of ownership and legal form
2.7
Markets served
2.8
Scale of the organization
6
Environmental Performance Indicators
2.9
Significant changes in the reporting period
3
EN2 Materials 50
2.10 Awards
6
3 and 6
3.1
Reporting period
EC8 Infrastructure investments and services provided
for public benefit
34, 60, 63, 65, and 67
EC9 Indirect economic value
9
EN5 Energy
49, 62, and 66
EN6 Energy
49 and 66
2
EN7 Energy
EN13 Habitats protected 13, 15, and 66
3. Report Parameters
49 and 51
53, 60, 63, and 66
3.2
Date of previous report
2
3.3
Reporting cycle
2
EN16 Gas emissions
51
Inside Back Cover
EN18 Gas emissions
50 and 51
3
EN26 Mitigation of environmental impacts
3
EN27 Reclaimed packaging materials 50
3
EN30 Environment investments
44
3.4
Contact information 3.5
Process for defining report content
3.6 Boundary of the report
3.8
Basis for including information
in case of joint ventures
3.11 Significant changes from
previous reporting periods
3.12 GRI Index
68
3.13 External assurance
3
4.1
15
4.2
15
4.3
15
4.4
12
4.5
15
4.6
14
4.7
15
4.8
Mission, values, code of ethics, and
relevant principles
4.11 Principle of caution
47, 49, 50, 51, 55, 59, 62, 63, and 66
Labor Practices and Decent Work Performance Indicators
2 and 3
4. Governance, Commitments, and
Stakeholder Engagement
10
16
4.12 Social, environmental, and economic
programs and initiatives 2, 8, 13, 17, 18, 28, 34, 44, 59,
60, 61, 62, 63, 64, 65, 66, and 67
70
GRI (G3)
Indicator
LA1 Employment 6 and 21
LA2 Employment 6 and 21
LA8 Health 28
LA9 Health 28
LA10 Training 24
LA11 Training 22 and 24
LA12 Career performance and development LA13 Diversity
11
15, 21, and 26
Human Rights Performance Indicators
HR8 Security staff training
24
Social Performance Indicators
SO1 Impact on communities
SO2Anti-corruption risks, policies, and procedures
16 and 34
12
SO3 Anti-corruption risks, policies, and procedures
12
Product Responsibility Performance Indicators
PR3 Product information
14
Ten Principles
of the UN Global Compact:
Human Rights
Principle I (GC I)
Support and respect the protection of internationally proclaimed
human rights.
Principle II (GC II)
Do not complicit in human rights abuses.
Labour Standards
Principle III (GC III)
Uphold the freedom of association and the right to collective bargaining.
Principle IV (GC IV)
Eliminate all forms of forced and compulsory labor.
Principle V (GC V)
Support the effective abolition of child labor.
Principles VI (GC VI)
Eliminate discrimination in respect of employment and occupation.
Environment
Principle VII (GC VII)
Support a precautionary approach to environmental challenges.
Principle VIII (GC VIII)
Undertake initiatives to promote greater environmental responsibility.
Principle IX (GC IX)
Encourage the development and diffusion of environmentally friendly
technologies.
Anti-Corruption
Principle X (GC X)
Work against corruption in all its forms, including extortion and bribery.
design
www.signi.com.mx
Contact information
Corporate Communications FEMSA
Carolina Alvear Sevilla
Karla Torres Elizondo
Phone: (52) 81-8328-6046
Fax: (52) 81-8328-6117
e-mail: comunicacion@femsa.com
Community Affairs and
Social Responsibility
Jaime Toussaint Elosúa
Anik Varés Leal
Phone: (52) 81-8328-6148
Fax: (52) 81-8328-6117
General Anaya No. 601 Pte. Col. Bella Vista
Monterrey, Nuevo León, Mexico, C.P. 64410
Phone: (52) 81 8328-6000
www.femsa.com

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