Welcome to Equatorial
Coca-Cola

After a far from ordinary year, we are pleased to share the third edition of Equatorial Coca-Cola Bottling Company: At A Glance. This year's edition covers the period from the second half of 2020 to the mid-2021, and shares some of the highlights and the major developments that took place at the company during this time.

Alfonso Líbano Daurella

Chairman of the Board

Alfonso Bosch

Chief Executive Officer

The most notable of these developments is the relocation of the group's Head Office to Casablanca, Morocco. This move marks a major milestone in Equatorial Coca-Cola's journey, growing from a small team of six in a Barcelona-based office to a key bottling partner of The Coca-Cola Company in North and West Africa. This strategic move underlines our optimism about Africa's future, our commitment to playing a part in its social and economic development and our desire to be ever closer to our customers, consumers and stakeholders.

Our overall performance in 2020 was outstanding, and we closed the year significantly above our best-case scenario for COVID-19. These results are something that everyone at Equatorial Coca-Cola should be proud of, and they demonstrate that we have the team and the capabilities to overcome the deepest of crises and emerge stronger.

Despite the continued challenge of operating in the midst of a global pandemic, we managed to make progress on our path toward becoming a more responsible business. The pandemic posed major challenges to the projects we had planned for the year, but our teams found new ways to deliver value for our communities at this critical time.

We are proud of the work that we have done to secure the health and safety of our teams. It is because of this work, and our people's persistent observation of COVID-19 safety measures & protocols, that we have been able to continue operating and serving our customers non-stop throughout the pandemic.

We are also excited by the growing conversation in our business. Through surveys, OpenLine meetings and internal campaigns we are hearing from and communicating to our people more than ever. We hope to use this conversation to make Equatorial Coca-Cola Bottling Company an even better place to work going forwards.

This will help us to be more resilient and agile as we adapt to the new realities of our markets. Our customers and consumers are facing a great deal of change and we will need to work together to become more and more effective at meeting their evolving needs.

We want to thank the whole Equatorial Coca-Cola Community for their efforts over the last year. Our results were nothing short of remarkable, given the circumstances. Congratulations and we look forward to working with you in the coming year.

About us

We're a bottling partner of The Coca-Cola Company across North and West Africa, where our teams produce, commercialize and distribute the world's most-loved brands and a wide choice of high-quality beverages.

Our project in Africa started in 1989 with a concession from The Coca-Cola Company to operate in Equatorial Guinea. The resulting venture was later joined by Guinea Conakry, Mauritania, Cape Verde, Guinea Bissau and The Gambia.

Equatorial Coca-Cola Bottling Company (ECCBC) was created in 1997 to combine the operations of all these countries and serve as platform for future growth. In the last two decades we have expanded our operations to new territories in Africa, such as Ghana, Morocco and Algeria; and today ECCBC bottles and distributes the Coca-Cola Company's portfolio in 13 African countries, reaching over 100 million consumers, serving more than 200,000 points of sale and achieving 1.4 billion transactions per year.

Our History

Since 1951
The Daurella Family has maintained a remarkable, long standing partnership with Coca-Cola since 1951.
Along the way, they acquired the rights to distribute Coca-Cola in Equatorial Guinea.
1989
Operations were discontinued due to war, but they were restarted in 1989, with just 6 employees and 50,000 cases
1993-1996
COBEGA's African business expands to new territories: Guinea Conakry, Guinea Bissau, Mauritania, Cape Verde and the Gambia
1997
ECCBC is born, along with the acquisitions of Ghana and Sierra Leone. Soon afterwards, Liberia and São Tomé are added to company's growing footprint.
2002
The first investments are made in Morocco. The full number of acquisitions in Morocco are completed in 2005.
2004
ECCBC acquires Ceris S.A., a Cape Verdean brewery.
2005
ECCBC acquires Fruital S.A., a Coca-Cola bottler in central Algeria
2010
ECCBC reaches 100 million unit cases (570 million liters).
2012
ECCBC reaches 150 million unit cases (951 million liters).
2013
ECCBC starts the first Coca-Cola franchise in South Sudan.
2020
Equatorial Coca-Cola establishes the group's Head Office in Casablanca, Morocco
2021
Present Day

Our Vision

To become the best beverage company in each of the countries that we operate in and the leading Coca-Cola system bottler in Africa.

Our Values

Accountability

Accountability

We are accountable and transparent in everything we do. As responsible members of our communities, we think globally and act locally.

Diversity

Diversity

As a leading company in Africa with roots in a family business, we understand the tough realities of the countries where we operate and respect both their diversity and their heritage.

Passion

Passion

We share the hopes and aspirations of our local communities and we believe in what we do. We have fun at work and we are passionate about refreshment, consumers, customers and people.

Excellence

Excellence

Whilst our production, quality and execution are consistently excellent, we can adjust to the challenges of our markets with speed and agility.

A winning team

A winning team

We are more than the sum of our parts through trust, collaboration and dedication. We don't just work hard, we work smart.

Sustainability

Sustainability

We work together in harmony with our communities in order to preserve the natural environment for future generations.

Our Markets

13

Countries

27

Production lines

3,243

Employes

469

Turnover
(M€)

1,424

Millions of transactions

7

Bottling plants

Global Presence

Covid-19

Our Business during the Pandemic

The pandemic forced businesses across the world to rethink their business priorities. The closing of hotels, restaurants, and cafes – a key commercial channel for our business – prompted us revisit the fundamentals of our mission and redefine our strategy to match the new conditions. As the pandemic evolved, our teams reacted quickly to devise, test and deploy innovative ways to achieve our mission to refresh our communities with the world's most loved beverages.

After the closure of many of our points of sale, as movement and certain business activities became restricted, we sought out new ways to reach our consumers: either by ensuring that our customers were still able to reach the consumer in this difficult climate or by developing novel ways to reach them ourselves.

Throughout the pandemic, we have mobilised multi-disciplinary teams across our territories in record time, to design and implement bespoke solutions for the challenges that each of our markets face. By adopting a learning by-doing approach and sharing learnings across the business units our teams were able to react with speed and flexibility, incrementally improving their solutions, delivering results and producing valuable insights.

As a company, one of the biggest challenges we face in these uncertain times is to anticipate the needs of our customers and consumers. However, in the last few years we have worked hard to improve our agility so that we can always offer the best service and the best products to our consumers regardless of emergent conditions. Going forward, we will build on these initiatives, learning from our successes in 2020 and striving to keep this entrepreneurial mindset alive, as we seek to deliver better and more responsive service to our customers and consumers.

Covid-19

Summary of Projects

The COVID-19 pandemic interrupted business as usual, and companies, governments and communities alike had to put aside their plans to react fast to the challenges it presented

As a result, many of our projects for the year had to be postponed as we responded on a country-by-country basis to the pandemic. Here is a short (and by no means exhaustive) summary of some of the ways in which our teams have sought to meet the needs of our communities during the pandemic.

Ghana

Ghana

  • USD 100,000 donation to IFRC: The Coca-Cola Foundation donated to Ghana's COVID-19 response through the International Federation of Red Cross & Red Crescent Societies.
  • Donation in support of a public health communication project & COVID-19 radio awareness project.
  • Donation to health workers & low-income families.
  • Product campaign with awareness and donation.
Algeria

Algeria

  • Daily meal donation for health workers.
  • Donation to low-income families in Ramadan.
  • 2 ambulances were provided to the local municipality.
Mauritania

Guinea

  • USD 100,000 donation to IFRC: The Coca-Cola Foundation donated to Guinea's COVID-19 response through the International Federation of Red Cross & Red Crescent Societies.
Mauritania

Mauritania

  • Teampreneurship: our partners expanded the project reaching out to those affected by COVID-19, providing them skills and training, such as producing masks and doctors' gowns.
  • Medshare medical equipment container with an estimated value of USD 200,000.
Morocco

Morocco

  • MAD 5 Million (USD 550,000) donation to the National COVID-19 Fund.
  • Operation Dar L'Ftour: Food donation during Ramadan.
  • USD 200,000 value product donation for frontline workers.
  • Mask delivery to points of sale staff.
Sierra Leone

Sierra Leone

  • 30 Tarpaulin tents donation to the 34 Military Hospitals in Freetown.
  • Glasses delivery as part of Let Your Eyes Enjoy! 361 prescription glasses have recently been delivered to Connaught Hospital Freetown.
  • 50 Veronica buckets donation in support of the local municipality's COVID-19 response for use in public areas.
Cape Verde

Cape Verde

  • 1,350 m3 of treated water provision to Hospital Agostinho Neto from our water plant in order to support the cleaning of bed sheets and clothes at hospital laundry.
  • Product donation - mainly water - for medical staff and patients

Investing in Our Future

We Are on the Move

In 2020, we made the strategic decision to relocate our group's Head Office to Casablanca, Morocco. This move is a key milestone in Equatorial Coca-Cola's journey, growing from a team of just six to a key bottling partner of the Coca-Cola Company in North and West Africa with more than 3,000 employees.

Since the company began its activities in 1989, Equatorial Coca-Cola has consolidated its position as an integral part of its local communities, by supplying the world's favourite beverage brands to them and through social and environmental actions that seek to address their needs.

This historic relationship has now been formalised with the establishment of Equatorial Coca-Cola's Head Office on the African continent. This strategic move underlines the company's optimism about Africa's future, its commitment to playing a part in its social and economic development and its desire to be ever closer to its customers, consumers and stakeholders. Equally important in our decision-making was Casablanca's excellent regional connections, which place the leadership team - working under the New Operating Model - closer to the company's day-to-day operations and enable us to react in an agile manner to the evolving needs of our customers.

We always look for opportunities to create value for all our stakeholders and a big part of that is finding ways to make our business more customer-focused. This move will enable Equatorial Coca-Cola to deliver that value, guided by our vision of becoming the best beverage company in each of the countries we operate and a leading Coca-Cola bottler in Africa. We have been close to our communities for more than 30 years and this move presents a platform for us to develop an even more meaningful and fruitful relationship with them for the shared future.

Keeping our people safe

The COVID-19 pandemic put a spotlight on workplace health and safety, as conditions at the workplace suddenly had huge implications for life in our wider communities. We are proud of the work we did to keep our people safe in 2020 and the work that we continue to do: enforcing social distancing rules, monitoring temperature and other symptoms, providing our team members with personal protective equipment (PPE) and running periodic testing for employees.

At Equatorial Coca-Cola we know that our team is key to our success and so we aim not only to excel at developing and observing exceptional safety measures during situations like the COVID-19 pandemic or the 2014 Ebola epidemic, but also in observing the routine safety measures that mean our team members can return home to their families safe every day. Learn more about what we are doing to keep our employees safe in the Zero Is Possible section of this report.

Dive-in progress

Diversity is one of Equatorial Coca-Cola's values, and we work hard to ensure that our policies and processes promote the equal treatment and equal opportunities for all employees, regardless of who they are.

The COVID-19 pandemic presented our leaders with both challenges and opportunities to promote and foster inclusion, which they did with excellence, demonstrating our commitment to these values. Our leaders reinforced their communication with their teams and used their inputs to create tailor-made solutions for the unique challenges the pandemic posed in our various markets. Most importantly, our associates demonstrated care for each other, checking up on and helping each other through the difficult and complex moments that they faced throughout the year.

Despite the disruption of the pandemic, we continued to make progress in our strategic four-year Diversity and Inclusion (DIVE-IN) plan. Among the activities we carried out in this last year here are a few highlights:


  • We launched our corporate Diversity and Inclusion video.
  • We celebrated key international days with workplace events e.g.
    Women's Day, World Day for Cultural Diversity for Dialogue and Development.
  • We trained more than 40 DIVE-IN ambassadors in inclusive leadership, creating inclusive environments and the successful behaviours of diverse teams.
  • Increased D&I Satisfaction Rate (2020 GPS Survey)
  • 1 Corporate Video launched
  • 2 Training Programs for D&I Champions
  • 40 D&I Champions trained
  • 2 D&I campaigns: Women's Day and WDD
  • 5+ Awareness sessions in Q1
  • 1 Global D&I Photo Winner
  • 3,000+ employees impacted by Covid-19 inclusive communication

Zero is possible

We believe that we can make and deliver our products and services with zero work-related injuries and illnesses. This is why in 2021 we worked together with The Coca-Cola Company to launch the Zero Is Possible safety campaign, a project which seeks to create a work culture where everyone - from the leadership team, through to managers and associates - embraces and understands that safety is everyone's responsibility.

The project defines 14 Life Saving Rules that clearly set out the responsibilities, mindsets and behaviours that are expected of everyone of our team members. Developed with the main causes of accidents in mind, each of these rules will be periodically communicated and monitored, to promote a culture of safe behaviour and help us drive workplace incidents down to zero.

Openline

Equatorial Coca-Cola's leaders are committed to improving our internal communication and listening to our teams. The COVID-19 pandemic separated our teams physically, but in response our leaders redoubled their efforts, listening to and communicating with our people more than ever. We are excited about the growing conversation across the business, which has been fostered by regular surveys and our internal communications campaigns.

The CEO's OpenLine sessions have been instrumental in driving this conversation, keeping our team up-to-date with how the pandemic is affecting the business and giving our team members an overview of the group's performance. These sessions, combined with frequent newsletters from the CEO, create buy-in and ensure that our team is working toward the same vision by keeping them aware of the big picture and by answering any questions they have about our group strategy.

Group global team

One of the main aims of Equatorial Coca-Cola's strategic shift to the New Operating Model was to create a collaborative learning environment that is attractive and great to work in. The Group Global Team is one of the companies first steps towards achieving this, bringing together around 100 professionals from across the business on a virtual platform.

The team's members are from various group and business unit leadership roles and the majority are based in key manufacturing hubs from across the group's territories. As a result the Group Global Team is a virtual space where our talent can work together with leaders from other functions, learn from best practices across the group and keep each other informed about the latest developments in our markets.

We know our people are key to our success, and we believe that this platform will enable them to grow into a solid team, to make the most of their potential and to make Equatorial Coca-Cola more and more effective at meeting the evolving needs of our customers.

Talent & development: online training

Our talent is key to our success and when our people learn and grow, our business gains new capabilities that can help it to thrive. We seek to be a key partner in our people's professional growth and career development by providing various learning opportunities, from formal training to on-the-job training.

As the pandemic forced us to restrict face-to-face meetings, we moved our training activities online. In the past year we have given our people access to more than 120 open webinars and online resources in partnership with business schools and consultancy firms. Hundreds of our people received more than 1,300 hours of online training, with a big focus on the capability requirements of the New Operating Model.

Great minds never stop learning. Through this initiative, our people can keep learning and expanding their knowledge and skills, to help them achieve their goals.

  • 120 online webinars and training resources
  • 1,300 hours of training
  • Focus on New Operating Model capabilities
  • 86% satisfaction rate from employees

Sales academy: train the trainers

At Equatorial Coca-Cola we are committed to developing the talent and capabilities of our people. Through the Sales Academy we offer continued training for our salesforce.

To ensure that we are delivering the best quality training for our personnel, we recently held a two-day, online Train the Trainers program for our Sales Excellence Managers. They learned how to deliver effective training in sales tools, best practices and insights that will enable our salesforce to deliver the highest quality service to our points of sale, customers and clients.

  • 2 days of training

New ways of working

Equatorial Coca-Cola's leaders are committed to making the company a great place to work. The pandemic fast-tracked an ongoing re-evaluation of the way we work and served as an impromtu trial of the management capabilities and IT infrastructure needed to evolve our way of working.

The result of our learnings from this period is a new policy on our way of working which seeks to make Equatorial Coca-Cola a more flexible, inclusive and versatile company. The four pillars of this New Way of Working are flex-working, hot-desking, digitalisation and 5S. These will work together to transform our office spaces into collaboration spaces, where our teams can meet, share ideas and build grow into a solid team.

We are confident that this new way of working will improve our people's work-life balance and will promote the agile culture required to make the New Operating Model a success.

People survey

In 2020, we listened to our people more than ever. Through continuous surveys we enquired about our employees' experience working at Equatorial Coca-Cola and about their emotional well-being.

During last few years we have been working hard to make Equatorial Coca-Cola a great place to work. As a result, we have seen a solid improvement in the employee engagement results from our Global People Surveys: for the last 8 years the engagement rate has improved by 16 points, from 68% to 84% in 2019's edition.

During the pandemic we conducted another survey of the engagement levels at Equatorial Coca-Cola and we were very proud of the results. Despite a complex and difficult operating environment, employee engagement was 3 points higher than the previous year: reaching 87%. The result was extremely positive, and from the survey data we learnt that people felt informed, they felt cared for and their emotional well-being was positive. This was an important confirmation that the initiatives that made up our COVID-19 response had indeed put our people first as intended.

This gives us great cause to be proud about the work we have done in 2020 and gives us the confidence and energy to deliver greater value for our employees in 2021.

New Operating Model

Throughout 2020, Equatorial Coca-Cola has been undergoing a significant tranformation in its organizational structure. The motivation behind these changes is to ensure the company's continued success in a new age of increased competition and evolving consumer tastes. This new, flatter structure places greater focus on market execution and operational excellence by bringing our leaders closer to the market, streamlining decision-making and enabling knowledge sharing across the group.

This change marks a major shift in how we operate and will enhance our ability to adapt quickly to our fast-changing markets. The New Operating Model (NOM) establishes a set of group-level teams whose end-to-end visibility enables us to be more agile and to leverage group-wide data to generate analysis and insights. The model leverages digitalization to put key information about the business in the hands of our key talent. In this integrated, collaborative working environment allows our teams to make better informed decisions, taking into account the needs of other business functions.

The result is a company that shares information and reacts fast, in unity, to meet the evolving needs of our customers. The benefits of this model were demonstrated first hand during the pandemic as cross-functional teams worked together to deliver rapid responses to the constantly evolving health, safety and legislative considerations. Not only did they succeed at adapting, but they excelled, producing results well above the best-case scenario for the pandemic.

Whilst the NOM has already begun to deliver results, the evolution of our processes to match it is still ongoing. The results so far are pleasing, but we hope that there is much more yet to come.

Business Intelligence

In last year's At A Glance, we shared some highlights on the evolution of our business intelligence (BI) capabilities. The New Operating Model has accelerated our BI program, with the establishment of a group-wide BI and Data Analysis team.

The team's mission is to use Big Data and Advance Analytics to develop tools for accurate opportunity detection and better resources allocation across both the commercial and operational roles. To make this possible, we first needed to reassess the way that we handle our data and ensure that we have the right talent and technology - from the Point of Sale to the back office - to collect, verify and process that data.

Our business intelligence team will be integrated into the group operations and commercial teams, delivering real-time insights for our teams enabling them to take advantage of emerging opportunities in our markets. With improved business intelligence, Equatorial Coca-Cola's leaders will be able to make the most of our agile New Operating Model, to deliver greater value for our customers.

Gazelle

In 2020, Gazelle made progress towards its goal: transforming Equatorial Coca-Cola, making it leaner, more efficient and ultimately, more competitive. Gazelle has now entered its third phase - the implementation of the 130+ initiatives identified, designed and planned during the first two phases of the program.

More than 60 of the Gazelle initiatives are ongoing, with some already creating value for the business. Here are a few notable projects from last year:

Morocco

A distribution execution project in Morocco has improved this key area of our interaction with our customers. The project boasts a number of benefits, including the reduction of distribution costs, improving visibilty on our distributors physical & financial flows and most importantly, improving the level of service to our customers and consumers.

Algeria

A project to standardize transport prices in Algeria has already resulted in cost reductions for our logistics team. The project has had the added benefit of allowing the team to focus on providing the best conditions for strategic locations and suppliers.

WAC

In another project, the WAC Business Unit relocated its office, merging their office space with the Ghana team's. This project has the added bonus of reducing the distance between the BU and local teams and helping our BU- and group-level functions partner effectively with our operations teams.


  • 130+ projects identified and designed
  • 60+ projects in progress
  • 60+ employees received capability training
  • 520 hours of training

Our new ESG Strategy

We are proud of the work that we have done in recent years in partnership with governments, organisations and our communities to create value for our shared future. However, COVID-19 and the ensuing economic crisis reminded us all that there is a lot of work to do to secure prosperity for all people and for our shared planet, both now and into the future.

The pandemic forced our sustainability activities to slow down, but it also provided us the opportunity to evaluate our journey so far and to look ahead - to emerging challenges affecting our stakeholders, our communities and our world. This exercise made it clear to us the need for our sustainability strategy to evolve, broadening its scope to address a wider set of Environmental, Social and Governance (ESG) issues.

The purpose of this new ESG strategy will be to create value for Equatorial Coca-Cola by integrating ESG issues into our core business strategy. This reflects our belief that our success is tied up with that of our local communities, and that when they thrive, so do we. That is also why, even though its scope is expanding, our strategy will continue to be guided by the UN's Sustainability Development for 2030 and Coca-Cola's global targets for 2030.

It is an ambitious scope, and it will require the whole company working together to embed ESG priorities into the company's processes and goals. That's why the first steps on this journey were reaching consensus among our leaders about our goals and the establishment of cross-functional and group wide teams and governing bodies to drive its development. Work is ongoing, we are currently working with internal and external stakeholders to define what issues we prioritize in this new strategy.

We are excited about results that will come out of this effort, knowing that our new strategy will make us a more responsible business, creating sustainable value for our consumers, customers and stakeholders.

Coo-petition Strategy

In 2019, we embarked on a radical transformation of our business model in West Africa. Our new operating model in WAC sees us partner with local manufacturers to produce our beverages and export them to neighbouring countries, leveraging the installed capacity in the region. This new 'Coo-petition' model gives each of the production locations in the region access to a larger market and the opportunity to benefit from economies of scale.

This new structure frees up our local teams to focus on the market, to invest in new business opportunities and new beverage formats, and to react quickly to the evolving needs of our customers and consumers.

We believe that this new model will ensure the long term sustainability of our business in the region and will demonstrate the benefits of increased trade between African nations, providing producers in small countries the scale required to push for international excellence and to compete with the biggest players on the continent.

Investing in Our Communities

SDG aligned Sustainability Strategy

At Equatorial Coca-Cola, we have a long history of partnering with our communities to create long-term value for our shared future. We know the importance that our local communities have for our business. When they thrive, so do we.

And so whenever we can, Equatorial Coca-Cola has endeavoured to contribute to the achievement of the SDGs and align our strategy to join people everywhere who are working to make our joint future brighter.

Investing in Our Communities

Our Sustainability Strategy is Evolving

We are proud of the work that we have done in recent years in partnership with governments, organisations and our communities to create value for our shared future. The work done by our team and our partners is nothing short of remarkable.

However, as explained in the Our Projects section, a deep analysis of the past years and emerging risks made clear to us the need for our sustainability strategy to evolve, broadening its scope to address a wider set of Environmental, Social and Governance (ESG) issues.

This reflects our belief that our success is tied up with that of our local communities, and that when they thrive, so do we. That is also why, even though its scope is expanding, our strategy will continue to be guided by the UN's Sustainability Development for 2030 and Coca-Cola's global targets for 2030.

Look out for changes in coming editions about how we are adapting our strategy to meet to the needs of the future, both for our communities and our planet.

Investing in Our Communities

Family Business Network (FBN)

The UN SDGs are ambitious and we know that achieving them will require the companies, governments, civil society and communities working together.

We believe that increased transparency from companies will be key to facilitating this collaboration. When companies are transparent about how their business impacts their communities and the planet, we can work toward to find solutions to making that impact overwhelmingly positive.

In 2020, we demonstrated this belief by taking part in a worldwide study carried out by the United Nations Conference On Trade and Development (UNCTAD) in partnership with the Family Business Network (FBN). The study aimed to investigate the extent to which family businesses have adopted transparent and comparable measures of their contribution to the Sustainable Development Goals (SDGs).

We are committed to continuing to work with a wide range of partners to contribute to the achievement of the UN's SDGs for 2030.

Logo FBN

Investing in Our Communities

Our World, Without Waste

We have a key role to play in protecting the environment of the countries we serve.

Since the Coca-Cola Company's 2018 announcement of the World Without Waste program, recycling has been the top priority in Equatorial Coca-Cola's sustainability strategy as we partner with them to fulfil its far-reaching commitments.

World without waste

World without waste

RECOVER

World without waste

Collected 1 bottle or can
for every one we sell BY 2030

REDUCE

World without waste

Recycled content
BY 2030

Conakry flag

Conakry Recycling Project

We are constantly looking for new recycling projects, partners and opportunities to drive towards Coca-Cola's 2030 World Without Waste committment. Last year, those efforts bore fruit when we worked with partners to develop a successful grant application to The Coca-Cola Foundation for a recycling project in Conakry, Guinea.

Developed in partnership with Fundacion Azahara, RedSalmons, and Roots for Sustainability, the project will began in 2021 with the aim of developing a waste collection system and a circular economy in Conakry. It hopes to achieve this by empowering local waste pickers through the creation of cooperatives and including them in the official municipal waste collection system.

This project expects to directly benefit up to 600 waste pickers who currently collect plastic, creating income opportunities for them whilst also improving waste collection in the city.

Azahara Logo Roots for Sustainability Red Salmons
Cape Verde flag

Glass Project

Cape Verde

At ECCBC, through our World Without Waste program, we are committed to collecting and recycling all of the packaging we sell to build a better and sustainable future.

We have donated 20 tonnes of glass to the Cape Verdean Ecotourism Association and the United Kingdom Darwin Initiative "Raiz Azul Project" to support their work recycling glass to sand, so it can be later sold for construction work. The ongoing project will see us continuing working closely with this association by donating glass on a monthly basis.

The project not only recycles glass waste but also engages the vulnerable members of Porto Rincao's community, primarily women who collect glass on Rincao's beaches. This project not only keeps glass packaging off Cape Verdean beaches, it also gives local construction companies an alternative to using the country's valuable beach sand.

Algeria flag

Cap Challenge

Algeria

Over the summer of 2020 our team in Algeria led a plastic collection campaign called the Algerian Cap Challenge.

Our employees and their families worked together to collect bottle caps, which were then sold to a local recycling plant. The money obtained from the sale was used to donate medical supplies to children suffering from xeroderma pigmentosum, a genetic disorder that results in a decreased ability to repair DNA damage from UV light. As a result, children suffering from this disease must avoid any exposure to sunlight, either by staying indoors or by wearing protective clothing and sunscreen when outdoors. Nine of our Equatorial Coca-Cola Dive-in Volunteers and their families participated in the final delivery of the medical supplies to the families and children suffering from this debilitating disease.

Algeria flag

Nrecycli

Algeria

In Algeria, we are piloting a local ecosystem that rewards households for collecting and sorting recyclable items. Having started with a pilot project in Ain Defla, this year the project will expand with more collection points in the city; bringing together Nrecyli, households and local recycling companies to create a recycling ecosystem that puts value in the hands of households who recycle.

We are excited to see this ecosystem grow and begin to show the people of Ain Defla the value of taking care of our shared environment!

Nrecycli
Morocco flag

Impact Camp

Morocco

IMPACT Lab is a start-up accelerator working to help African entrepreneurs to unleash their innovative potential. One of their key interventions in the start-up space is IMPACT Camp, an annual bootcamp designed to promote the emergence and development of start-ups with high social or environmental impact.

For its 6th edition, IMPACT Lab joined forces with Coca-Cola's World Without Waste program to accelerate the go-to-market of start-ups working on the recovery of waste from the beverage industry. 10 - 15 Moroccan & Tunisian start-ups were selected to participate in a 6-day bootcamp, competing to deliver an innovative solution to the challenge of sorting, collecting and recycling plastic packaging.

Two members of our cross functional sustainability team formed part of the panel of judges selecting the winner, who went on to receive DHS 75,000 and six months of operational support from IMPACT Lab's expert coaches.


  • 10+ startups
  • 6 days
  • DHS 75,000
Ghana flag

Gripe: Our Progress in 2020

Ghana

In 2017, 8 private companies launched GRIPE, a private-sector led coalition to deal with the danger that plastic waste posed to Ghana's environment. They brought together industry, government, NGOs and informal waste pickers to work together to find local solutions to this global problem.

Despite the disruption from the pandemic, GRIPE was able to make significant progress in 2020. Thanks to the employment of full time staff and the establishment of a permanent Buy Back Center, we were able to far exceed our target for tonnes of plastic collected - collecting 1806.2 tonnes ( against our initial target of just 131 tonnes). Our partnership continued to grow - one new company joined as a member in 2020 and bringing GRIPE up to 13 members.

In addition to trialing different waste collection initiatives, GRIPE continued doing the important work of leading multi-stakeholder collaboration efforts through national and international plastic programs and workgroups. They also remain leaders in advocacy efforts and in the development of creative materials to educate people on the importance of recycling and caring for our shared environment.

Investing in Our Communities

Our World, Our Water

Millions of people across the world lack access to safe drinking water and to important sanitation infrastructure.

This issue is particularly stark in Africa, and in response, we join hands with our partners to improve the access to water and build sanitation infrastructure across our territories.

RAIN: Final Results

In 2020, The Coca-Cola Foundation's (TCCF) RAIN project came to a close, far outstripping its initial targets of improving water access for 2 Million people in Africa. After achieving this initial goal in 2015, TCCF expanded its target to reach an additional 4 million people. Here are some highlights from this landmark project's final results.


Global Figures:

  • 41 countries
  • 6M + people positively impacted
  • 4,116 communities impacted

Equatorial Coca-Cola Markets

  • 9 Countries
  • 560K+ people positively impacted
  • 80K+ women and youth economically empowered
  • 1.1K+ hectares of land with improved water management

Investing in Our Communities

Our Communities, Healthy

Health is a key concern for everyone, but in many of our countries, the low accessibility of lifesaving treatments make this concern more acute.

The Coca-Cola system has consistently worked to address this need and it will continue to be a focus area for Equatorial Coca-Cola going on into the future.

Let your eyes enjoy! Communitas Award

The pandemic forced us to postpone our 'Let Your Eyes Enjoy!' program for 2020. However, our efforts in 2019 in Guinea, Morocco and Sierra Leone were recognized with a Communitas Award.

This award, given for distinguished leadership in community service and corporate social responsibility, was founded to celebrate those companies, organisations and individuals that are changing the way they are doing business to the benefit of their employees, communities and environment.

We can't wait to start this program again in partnership with Fundación Elena Barraquer and Ruta de La Luz. But for now, here is a recap on our progress so far in the fight against treatable blindness:


  • 2,887 cataract operations
  • 5,578 people with improved vision
  • 3,191 glasses donated

Project Last Mile

If you can find a Coca-Cola product almost anywhere in Africa, why not life-saving medicines? Project Last Mile (PLM) is the answer to that question. In partnership with The Coca-Cola Company, the Bill and Melinda Gates Foundation, and USAID, through PLM we leverage our supply chain capabilities to build up government's ability to deliver medical supplies to areas where they are currently unable to reach.

During the pandemic, PLM received a request from The Bill and Melinda Gates Foundation to help assess dry ice and CO2 capacity within The Coca-Cola System to support transport and storage requirements for COVID-19 vaccines. Equatorial Coca-Cola's Supply Chain and Logistics team worked hand-in-hand with the PLM team, helping PLM to conduct an analysis and feasibility assessment of existing CO2 capabilities in Ghana, Guinea Conakry, Liberia, Sierra Leone and South Sudan to support ultra-cold chain vaccine distribution.

The PLM team also continued work on Phase II of its project in Sierra Leone, redesigning the last mile delivery model for 65 primary health care units in Koinadugu and Falaba. This phase expanded the project into another district and includes the test of a digital data collection and inventory management system for reproductive health commodities. This project completed in February 2021, and showed promising results with out-of-stock rates for health commodities declining up to 14% during the course of PLM's support. We look forward to seeing what continues to come from the consistently excellent work of the PLM team!


  • 65 Primary Health Care Units impacted
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World Health Day Donation

Ghana

On World Health Day, Equatorial Coca-Cola Ghana made a donation to Teshie Community Clinic in support of the work that healthcare workers have been doing throughout the Covid-19 pandemic. We donated much-needed medical equipment such as disposable gloves and surgical masks to the clinic in addition to an assortment of our beverages for refreshment.

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Covid-19 Private Sector Fund

Ghana

At the end of June 2021 Equatorial Coca-Cola Ghana made its third donation to the National COVID-19 Private Sector Fund. This donation brings the company's full contribution to the fund up to EUR 67.5K following two earlier donations in 2020 and 2021. These contributions were special, as they were made possible through a partnership with our consumers: 10 pesewas from every purchase of our 1.5L pack were set aside and donated to the fund. We believe that this donation demonstrates the power of working together, with the support of our consumers, Equatorial Coca-Cola can be a force for good!

Investing in Our Communities

Our Communitites, Empowered

Women and the youth across Africa have critical roles to play in our economies and communities.

However, they face a number of barriers to empowering themselves economically. This affects not only them, but it also means that Africa cannot access the dormant workforce that it needs to build a better future. We seek to breakdown these barriers and help them achieve their potential.

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SEET project

SEET project was launched in 2019 with the aim to boost entrepreneurial development by providing professional training to the country's youth. When the COVID-19 pandemic began, we worked with our partners to expand the project to reach even more people, providing support to small and medium enterprises. Here are some of the highlights from this project:

  • 4 'Teampreneur' teams were formed
  • 40 people were trained with business development skills
  • 75 more people were provided with training and support programs under the expanded COVID-19 program
  • 100,000 masks were created and delivered
  • 1,000 work coats were tailored and delivered
  • 60 handwashing devices were also created and delivered
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Dar L'Ftour 2021

Every year during Ramadan, Equatorial Coca-Cola partners with The Coca-Cola Company and other Moroccan associations to carry out Operation Dar L'Ftour.

For the 18th year running we distributed thousands of ftours - the evening meal that breaks the daily fast during the holy month of Ramadan. The goal is to make sure that the ftour remains a time of happiness and togetherness for families in need during this all important time. This work has taken on a new sense of importance given the effect that the pandemic has had on the health and livelihoods of so many, so we are proud of the work our team in Morocco continues to do.


  • 10 associations involved in the project
  • 23,300 ftours distributed to the community

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