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It discusses the company's operations in Estonia, Latvia, and Lithuania, including production facilities, product quality initiatives, employee training programs, environmental stewardship efforts, and community investment activities. The General Manager's statement expresses optimism about the business unit's ability to address new challenges through flexible strategies that consider local priorities and conditions. Read less. AI-enhanced description. Download now Download to read offline. More Related Content. About our report 5 1. General Manager s Statement 7 3. About the company 8 3. Business strategy 12 4. Supply Chain 14 5. Engaging and partnering with stakeholders 20 6. Product and market relations 25 7. Workplace Management and Indicators 31 8. Environment 39 9. Community 49 Corporate governance 55 GRI content Index The Management Team of our Baltic business unit participated in the evaluation workshop, providing input from its perspective. Unless otherwise stated, all information included in this report refers to the full year ended 31 December and is based on an annual reporting cycle. Naturally, businesses try to leverage the collective experience of its people and in-depth analyses to project what is to come as precisely as possible. Some of it is foreseeable, some not. There are also always new trends and topics that busi- nesses must address, either to turn to their advantage or to change the course as they can. The new challenges and expectations our organization encoun- tered in in the Baltics were similar to those across the Coca-Cola HBC Group. The overall strategies of the Baltic busi- ness unit are same as the central strat- egies, but with a strong local approach: we aim to reach our local stakeholders addressing relevant expectations for Estonia, Latvia and Lithuania. The new Renewing Category Growth strategy, or RCG in the internal language, answers the dialogue with our partners here as well. The expectation of addressing sugar content, calorie consumption and obesity-related health issues are of concern as well. Thus, marketing and sales strategies now focus on low- or no-calorie options more aggressively, and our responsible marketing policy is being prepared for extension beyond its previous areas of application. Our portfolio development and choices for the local markets are closely connected to these realities. Acquiring a new brand and new operations is a new experience for the Baltic business unit. In addition to taking over produc- tion, there was also the responsibility to manage the high expectations to care for the popular local brand that provides employment for numerous families in the small community. Thus far, we hope we have managed expectations in a re- spectful manner, introducing these local products to the market in neighbouring Latvia in , and then to Estonia. There are also several newcomers that have brought new perspectives, which are welcome in the conservative environment of a large corporation. Our teams are dedicated to mentoring and sharing what we know and what we have en- countered in our careers thus far. On a personal note, there was an unexpected side for me too — I would have never ex- pected that meeting young people, with this excitement sparkling in their eyes when focusing on their future, could energize and inspire me in the same way. However, it did and it still does — there are things we can learn from each other! In addition, the Baltic business unit locally produces and distributes the Lithuanian natural mineral water, Neptunas. In addition, we are the distributor for Monster- and Burn- branded energy drinks in Baltics, and we also import and distribute a selection of premium spirits brands owned by Brown-Forman and the Edrington Group. Also the key impacts, risks and opportunities are quite similar across the territories. Smaller and more frequent shopping trips and the increase of smaller households is driving growth in the proximity and convenience channel. E-commerce is also seeing rapid growth. We expect these channels to be the highest incremental revenue contributors in our industry by This places increased emphasis on sales through hotels, restaurants and cafes HoReCa. The total shopping experience is being digitalized, from market research for the most appropriate product to online orders and home delivery. Social media is increasingly powerful for shaping category and brand perceptions. Mobile phones and wearables allow constant connectivity, providing opportunities for companies to disseminate information on promotional activities, new launches and brands. Regulatory environment The regulatory environment for the food and beverage industry is becoming increasingly prescriptive. Tax on products with added sugar, especially beverages, is a reality in several countries and is a trend that is gaining strength. Product labelling regulations and packaging and environmental legislation are also higher on regulators' agendas. Sustainability Consumers have become more conscious of the social and environmental impact of consumption decisions. Sustainability considerations shape choice, especially among those who are less price-sensitive. As this preference is more pronounced among younger consumers, we expect this trend to accelerate. Companies that follow sustainable practices can develop greater brand loyalty and customer engagement, strengthening their competitive advantage. It plays a central role in managing this responsibly, making sure that in all our processes, we minimize our environmental impact and consider sustainability in our value chain — from sourcing raw materials and manufacturing the end product to distributing it to our customers. Our focus is to maximize utilization of recourses in production, haulage, distribution, and warehousing with LEAN approach, thereby reducing waste, our carbon footprint, and accidents, and engaging with and supporting Baltic suppliers. The supply chain model in the Baltics has transformed rapidly in line with the business operations, adapting to the local environment. Of the soft drinks, juices and energy drinks imported, 84 per cent are produced in Poland accounting for 66 per cent of the total volume , with the remaining 16 per cent being produced in Hungary, Romania, Austria, Italy, the Czech Republic, and the Netherlands. Currently, only one of the wells is used for production. In , the Coca-Cola system launched an ongoing invest- ment of 1. As part of this investment, we have built a new laboratory and boiler, and the water extraction installations are being updat- ed. The target is to decrease energy consumption and minimize the CO2 footprint. In , we reduced the fuel consumption of our logistics operations by 5. In distribution, our employees on average drove 1. Most vendors supply our Lithuanian production plant. Approximately 85 per cent of suppliers are local companies, based in the Baltics. They have a proven record of accomplishment and cooperation with former Alytus plant. These Principles make clear the values and behaviour we expect, and audit, in our value chain. Collaborating with people, businesses and organizations that share our interest in a sustainable future and have a stake in our business is essential for our success. Engaging with our stakeholders strengthens our relationships and helps us make better business decisions in order to deliver on our commitments. At the same time, the management team of the Baltic BU represent our company in local organizations and forums. It was founded to represent and protect the common interests of Estonian merchants, manufacturers, bankers, and ship- owners in Today, the ECCI, with almost 3, members, is the largest organization representing businesses in the country. The organization has three members, which are the largest producers and importers of soft drinks in Estonia. EPP is a producer responsibility organization, established in , that organizes packaging recycling. EPP administers and organizes the collection, transport, sorting, counting, and recycling of deposit-subjected packaging in all Estonia, i. Members of AmCham Estonia include both businesses and individuals from the United States, Estonia and neighbouring countries who are conducting business in or trade with Estonia. The Chamber has over members. LDDK unites and represents industry leaders, companies with more than 50 employees, as well as 66 industry and regional business associations and federations. The Federation brings together food companies and professional associations, represents food producers to state and non- governmental organizations, and defends the interests of its members during the process of drawing up national and international standards, as well as providing information to LFFC members. It represents the interests of 11 food companies to both the state and to non- governmental organizations. The organization has four members and six associate members that are producers and importers of various drinks in Lithuania. AmCham is a leading international business organization in Lithuania. Feedback is used in business planning. These surveys and events give our stake- holders the opportunity to prioritize our material issues based on their own interests and their relevance to our business. We have zero tolerance for quality and food safety non-compliance. Overall consumer complaints in remained at a low level, showing that our beverages are of high quality and people trust our products and brands. For example, since , Sprite has up to 30 per cent fewer calories. This was the most recent step in our strategy to encourage people to choose sugar-free options. As balance and moderation are key to a healthy diet, we aim to give people comprehensive information to make appropriate choices to live an active, healthy lifestyle. Our partner in the Coca-Cola system, The Coca-Cola Company, is also committed to providing factual, substantive and understandable nutrition information on the products we produce and distribute. In , we were one of 12 companies that signed up to the new EU Regulation on Food Information to Consumers, a voluntary framework for labelling Guideline Daily Amounts. We not only comply with the letter of these policies; we strive to follow the spirit of them as well. Therefore, we do not place advertising in media where the target audience includes a substantial portion of children. Moreover, we do not design our marketing communications in a way that directly appeals to children younger than This agreement with the food industry is one of the steps to improving nutritional conditions among the population. Other food producers have been invited to join the agreement as well. Coca-Cola HBC has been committed to limiting direct sales of added-sugar beverages, including ice teas and flavoured waters, in primary schools since , and in we announced the extension of direct sales limitations of added-sugar beverages to secondary schools across the Baltic States to address the concerns regarding the increasing daily intake of added sugars by children. Consistent monitoring of customer satisfaction allows us to determine how we can become better and where to focus in order to do so. Winning with customers is one of our six core corporate values, and we work hard to build strong customer relationships and create shared value. In the Baltics, we monitor customer satisfaction through an annual survey developed by the market research company, Growth For Knowledge GFK. In , more than customers evaluated our performance through this channel. This allowed us to identify key drivers for satisfaction or dissatisfaction and compare ourselves to other beverage suppliers. Through this survey, we measure and analyse gaps between customer expectations and the current levels of service to constantly improve our performance in the market. More information on our awards is available in the Community chapter. Ensuring excellent in-store execution Ensuring that elementary aspects are done correctly is critical to building strong relationships with our customers. We track our success in achieving this each day, for each customer, and constantly work to improve our performance. We use an approach called Right Execution Daily, referred to by the acronym RED, which measures aspects required for strong execution and awards a score to each customer and channel. Our new product, FUZE tea, is the fastest-growing billion-dollar brand in the Coca- Cola System, and we believe that launching it in our markets in January will enhance our proposition in a high-value and high-growth category. Customers and consumers complaints Overall consumer complaints in remained low — in total, there were nine customer and 12 consumer complaints in the Baltics. The continued low rate of consumer complaints shows that our beverages are of high quality and people trust our products and brands. The company aims to ensure that our people enjoy their work as much as our consumers enjoy our products. The company ensures that people are treated with dignity and respect. At that time, the plant had 28 employees, all from the local Alytus area. Plant manager Tadas Narankevicius said after signing the new working contracts on 28 September the following: 'Although we have worked side by side for more than a year, this is a milestone in really officially becoming one family. I hope we have been able to provide everybody with a warm welcome and we will take good care of all the employees here in Neptunas plant as well as the facility and production itself. Based on feedback from engagement surveys, there are many projects and initiatives ongoing in response to the expectations of the employees on the development in the areas of the workplace, learning and restoring energy levels after larger work projects. In total, 87 per cent of employees responded to the survey, rating a variety of areas including involvement, customer focus, leadership, learning and development etc. This is executed through the inclusion of strong personal development practices, wide-ranging programmes and the experience of working with inspiring leaders as well as training programs. Training has included topics such as Capability Development, Sustainability and Compliance, among others. Average hours of training employees have undertaken in the reporting period by gender and region. Female Male Estonia 7. For example, in the performance discussion, employees evaluate themselves based on performance standards and technical competence, set development needs, and suggest options. Managers, on the other hand, evaluate performance and competencies and support development while securing continuous feedback and instructions. In , the company organized an ethics and compliance week focusing on human rights policy. During the week, every employee was trained on our human rights policy with posters, quizzes and other activities. The company is fully compliant with local human rights legislation; no incidents were reported or allegations raised in Estonia, Latvia or Lithuania in the reporting period. In addition, they are assigned mentors that help them integrate into the company. In , to ensure the continuous professional skills development of all employees, Coca-Cola HBC Baltics introduced the new Helo web-based portal, which provides a wide range of remote learning possibilities at any time and everywhere. In , the Baltic States had six management trainees one in Estonia, four in Latvia, one in Lithuania , with four women and two men, based in a variety of functions. The Fast Forward programme is an month programme that is aimed at helping to accelerate leaders to the next management level. Significant operational locations are defined as the countries of operation Estonia; Latvia, Lithuania. It is very well balanced in terms of gender, as 50 per cent of the team are men, and 50 per cent are women. All of them are within the year range. In terms of origin, the majority 60 per cent are originally from the local region, and 40 per cent are from areas outside the Baltic States. Excluding the senior leadership team, the diversity of the employees according to leadership layers is as follows: Female Male Manage Self The health conditions that are monitored are selected based on the risks evaluated in their role risk assessment. In total, the combined number of absences due to illness in each country was as follows counting from the day after. We are always looking for possibilities to minimize our water consumption and to reduce our energy demands. Water used to rinse bottles is collected and reused. Carbon On track Water On track 2. At the end of we were using 1,55 litres of water per litre of beverage. Our target is water use ratio of 1, The launch of each innovation is structured in six stages: Opportunity assessment normally done during business planning ; Business case development; Product proposition development; Communication and operational execution plan; Launch; Post-launch evaluation. We continuously strive to reduce the amount of waste produced while increasing the proportion of recyclable waste. We integrate the most up-to-date sustainability standards into our business processes across our operations, following international standards and The Coca-Cola Company requirements. As a result, the weight of bottles was reduced by ca. Removing cardboard layer pads from our pallets. The preforms are made from PET, which can be recycled. A light weighting process reduced the amount of PET used, and waste generation management was implemented as of The preforms weight of our 1. For 0. Finally, for sports products, the weight of preforms was reduced to The Company supports the implementation of post- consumer packaging schemes, in the most appropriate form, in all countries. How would you evaluate the role of the deposit system in the country and perhaps also in wider sense? Every package put on the market is registered, as is every package collected, which makes the system very transparent and reliable; return and recycling rate manipulations are not possible. Consumers have taken to the system well in Estonia. The golden rule of deposit value is it must be high enough to motivate returns, but at the same time low enough not to motivate fraud. In , we carried out a survey in the three largest Estonian cities Tallinn, Tartu, Narva asking around people for their feedback on the deposit system. For example, it is possible for DRS to share information about unrecyclable materials, such as aluminium and plastics not going together, and this can be important information for producer marketers. How do you see the recovery organization developing further in the future? In Estonia, we might have to include strong alcohol under deposit at some stage in the more distant future, as there have been many indications and some pressure from the government regarding it. More than million beverage containers are sold in Lithuania every year, and this type of packaging can become a major pollution and litter problem if not dealt with seriously. What has consumer feedback been on the work you are doing? Consumers ultimately pay to keep the deposit system running. Therefore, the active involvement and participation of producers in the system is the key to success. Solid Waste kg Indirect impacts result from the virtual water embedded in its ingredients and, to a lesser extent, from its packaging. We report comprehensively and transparently on our water impacts and activities, under the guidance of key stakeholders. The well is approximately 60 metres deep. Water usage at the Neptunas plant was 1,87 L per litre of beverage produced lbp in In production, we invest in new technologies. These have impacted our energy and gas usage. Losing concentration even for a split second or speeding even a little bit could have very serious consequences. So, stay focused and drive safely! What exactly changed? I always keep a safe distance from the car ahead of me and I do my best to avoid distractions, like eating, using my phone or texting, while driving. We aim to create value in the communities we are part of, and have integrated corporate responsibility and sustainability across our business. We strive to operate responsibly, engaging with stakeholders and communities to support their development. This not only positively impacts our communities, but also provides learning and development opportunities for our employees and supports employee engagement and well-being. Our aim in the Baltic States in is to increase the number of employees participating in volunteering initiatives during work time to 25 per cent of our people, granting employees up to 4 hours, or half a working day, per annum for team or individual volunteering purposes. Focus of community investment Youth development Community wellbeing Water and Environmental protection This program was launched in all Baltic countries in , aiming at supporting youth on their way to meaningful employment, by providing the most important life skills and entrepreneurship skills, and promoting the creation of a network of contacts. Working together, we are organizing in- person workshops alongside mentoring sessions with our employees that will help participants complete a range of programme activities and enable young people to build valuable and long-lasting professional and personal networks creating employment and life opportunities. The Junior Achievement branches in Estonia and Lithuania are prominent NGOs in their respective countries and implement common strategy of the organization. Junior Achievement programmes are delivered by corporate and community volunteers and provide relevant, hands- on experiences that give students knowledge and skills in financial literacy, work readiness, and entrepreneurship. Through a dedicated volunteer network, Junior Achievement organizations provide in-school and after-school programmes for students focusing on three key areas: work readiness, entrepreneurship, and financial literacy. Being the voice of employers in Latvia contributes to economic growth and labour market, also supporting youth education and development, to promote not only their personal growth, but to benefit the development of Latvia and the welfare of its people. Most participants claim that the YouthEmpowered seminars have had a positive impact on their professional lives, and that networking at seminars can boost their chances of success in their careers. These kinds of seminars are not only a great experience for inspiring new ideas and motivating us to start something new; it is also a reminder that all of us can achieve more. I urge young people who are building their careers to challenge themselves to explore new areas, because experience is the one thing that enriches and shapes our personality. So I wish three things for all participants: dare to dream, be ready for failure, and just do it! As I listened to their stories, I realized that the only way to truly gain experience is by actually doing things. Failures are inevitable, but you have to be aware of them. The most important thing is to love what you do. Some of the initiatives we have undertaken have been carried out in cooperation with the local Olympic committees: LTeam Winter Challenge Around 2, participants — including young adults, families with children and local Olympic athletes — gathered together for the Winter Challenge event, which was organized by the Lithuanian Olympic Committee in February The goal of the project was to create an opportunity for people to get to know more about winter sports in practice: to try alpine skiing at the Snow Arena; play hockey on a frozen lake; run an Olympic mile m , 5 and 10 km races and other distances; and most importantly — spend quality time together! We carefully measure the value that we add and we are constantly looking for opportunities to partner with local stakeholders. The sport facilities that have been renovated with the financial support of our Company serve as a place for physical activity not only for schoolchildren but the local communities as a whole. Christmas Caravan From to Covered as many as 25 km events were organized near Christmas tree Visited 98cities Total donation value over eur Delivered aid to schools 8sport halls and stadiums were renovated by charitable donations Download now.

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On Thursday, the Lithuanian parliament approved law amendments, proposing to decriminalise possession of small quantities of drugs. Sixty-five members of parliament voted in favour of the amendments, 40 were against, and four abstained. One more vote must take place before the changes come into force. The amendments aim to reinstate regulations that were in force until , when liability for possession of small quantities of drugs without a purpose of distribution was provided for in the Code of Administrative Offenses and not in the Criminal Code. At present, possession of small quantities of drugs or psychotropic substances leads to a criminal case. If the amendments are approved, offenders would only be fined between 50 and euros. Contrary to regulations that were in force until , the new amendments propose that repeated misconduct may also result in an obligation to participate in behavioural change programmes. News 11 min. News 14 h ago. News 16 h ago. News 17 h ago. News 18 h ago. News 20 h ago. News 21 h ago. News 22 h ago. News 1 d ago. News 2 d ago. News 3 d ago. News Lithuania moves to decriminalise possession of drugs BNS Thanks for subscribing! Weekly newsletter every Friday. Newest, Most read Newest Most read.

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