actions

Transcription

actions

sustainability report
2009
value
actions
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un
y, t
ate
comm a centur ously cre alue.
than imultane social v
and
to s
actions creating value 2009
6.3%
+ 127,000
improvement in our
Occupational Health and
Safety Index.
employees in 9 countries
of Latin America.
459,000
people benefited from Charting
my Own Destiny in Mexico.
18
10
+ 2.1 million
US
people benefited from our
community engagement
programs
$15.8
million invested in employee
training.
19
630,000
cubic meters of water saved
by Coca-Cola FEMSA.
37,255
Gj energy saved by FEMSA
Cerveza in Mexico.
13
23
1st
Water and Sanitation Award
for Latin America and the
Caribbean.
Contents
2.
4.
8.
10.
16.
22.
28.
38.
42.
51.
52.
28
Message from the Chairman of the Board and CEO
Profile of our company
FEMSA principles, values, and culture
Core Area 1. Quality of life in the company
Core Area 2. Health and wellness
Core Area 3. Community engagement
Core Area 4. Environmental care
FEMSA Foundation
Global vision
About this report
Global Reporting Initiative Indicators
Social Responsibility Recognitions 2009
Support for the United Nations Global Compact
28
39
FEMSA Sustainability Report 2009
Who we are
GRI 2.2, 2.3, 2.5 and 2.7
Business Units
Structure
The company is based in Monterrey, Mexico, and it is
comprised by three Business Units and one support
area:
FEMSA is the integrated
beverage company
leader in Latin America,
with operations in nine
countries, including
urban centers such as
Bogotá·, Buenos Aires,
Caracas, Mexico City,
and São Paulo. For
more information about
the company, visit our
website:
8
http://www.femsa.com
Coca-Cola FEMSA
The second largest Coca-Cola bottler in the world
and the largest in Latin America, where it operates in
nine countries: Argentina, Brazil, Colombia, Costa Rica,
Guatemala, Mexico, Nicaragua, Panama, and Venezuela.
Produces and sells about 10% of the Coca-Cola System’s
total volume worldwide, 30% in Latin America and 40%
in Mexico. It markets 137 brands, including Coca-Cola,
Coca-Cola Light, Sprite, Fanta, Fresca, Lift, Ciel, and
Jugos del Valle.
STRATEGIC PROCUREMENT
FEMSA Cerveza (Cervecería Cuauhtémoc Moctezuma)
Operating in three of the fastest-growing markets
in the world—Mexico, Brazil, and the imported beer
category in the United States—FEMSA Cerveza has
become unique in its market. It produces and sells 35
recognized brands of beer, among them the Mexican
beers Bohemia, Carta Blanca, Dos Equis, Indio, Sol,
Superior, and Tecate; and the Brazilian brands Bavaria,
Gold, Kaiser, and Sol Pilsen, among others.
In January 2010, with the strategic exchange of 100%
of FEMSA’s beer operations for 20% of the economic
interest in Heineken, one of the world leaders in the
beer industry, FEMSA became the second largest
investor in this company. Heineken has developed
the most important premium brand in the world and
has operations in 70 countries with over 200 brands.
This transaction is expected to conclude during the
second quarter of 2010.
FEMSA Comercio
Operates OXXO, the largest and fastest-growing
convenience stores chain in Latin America. It has more
than 7,300 stores, 10 distribution centers throughout
Mexico, and 960 new stores opened in 2009. We also
entered Colombia in 2009, with five stores operating
as of the time this report went to press.
Support area: Strategic Procurement
Offers solutions for beverage companies, including
packaging, refrigeration, logistics, distribution, and
information technology; one competitive advantage.
n Beer and OXXO
(Convenience stores)
n Beer, soft drinks, and
OXXO (Convenience stores)
n Soft drinks
n Soft drinks and OXXO
(Convenience stores)
n Beer
n Beer and soft drinks
GRI 2.6, 2.8, 3.8, EC1, LA1, and LA2
FEMSA overview
Venezuela
Colombia
Guatemala
Nicaragua
Costa Rica
Panama
Mexico
Latincentro
Brazil
Country
Argentina
Mercosur
Brazil
Company
FEMSA
Cerveza
FEMSA
Comercio
Coca-Cola
FEMSA
FEMSA
Cerveza
FEMSA
ownership
%
100
100
53.71
838
Sales
volume
30,5002,9
—
1,2273
Income4
46,3367
53,549
36,785
27,559
38,423
46,3367
5,8947
4,457
6,849
4,234
4,752
5,8947
6
7,334
10
2
4
5
6
4
8
Distribution
centers
317
10
84
6
27
28
32
33
8
Distribution
routes
3,474
—
3,892
305
1,480
324
575
591
5,200
Brands
28
1
36
29
27
28
20
11
10
Clients
329,000
75
620,255
80,050
189,838
106,189
368,930
211,749
300,000
Employees6
22,592
22,937
Operating
income4
Plants/
Stores
1843
4243
1363
67,426
2323
2253
10,0482
2,1497
Note: Information provided only for the most important businesses
1
The remaining 31.6% and 14.7%, are owned by The Coca-Cola Company and public ownership,
respectively
2
Thousands of hectoliters
3
Millions of cases (case equivalent to 24 8-ounce bottles)
4
Expressed in millions of Mexican pesos (Ps)
5
Millions of clients/day
6
Includes external personnel
7
FEMSA Cerveza’s results include Mexico and Brazil
8
The remaining 17% is owned by Heineken
9
Includes exports
At FEMSA, we consider
that Social Responsibility
is the foundation of
our commitment with
sustainable development,
both for the company
and the environment. We
believe that in order to
continue growing we must
maximize the benefits that
our business brings to the
people, community, clients,
and the environment, while
minimizing the adverse
impact that our operations
might have. This is the basis
of our actions creating value.
GRI 1.1, 1.2 and 4.2
Message from the Chairman of the
2009 was a year of constant change, challenges, and
difficulties, not just for Latin America, but for the entire
world. And it is precisely these changes in the economic,
social, cultural, and human spheres which led FEMSA to
reinforce its business strategies, including those related
to social responsibility.
From an economic standpoint, the results surpassed
our own expectations. In the year, total revenues rose
17.3%, to US $15.1 billion. Operating income grew
19.1% to US $2.1 billion. Net income rose 62.6% to US
$1.2 billion. Earnings per share came to US $2.12 per
ADR, 48% more than in 2008.
2
In the matter of social responsibility, there are many issues on which we have focused our efforts: combating
obesity, supporting water preservation, reducing emissions and solid waste, proper management of PET, and
the material of plastic bags used in our convenience
stores. We were especially attentive to issues relating
to the advertising of beverages with alcoholic or high
caloric content, to the laws of free competition, and to
fiscal matters like the new excise tax on beer, which we
have collected and paid promptly and precisely to the
federal government each year.
With the reconfiguration of the global beer industry
and resulting need to increase our scale and geographic
scope to compete more effectively, and after a period
of careful thought, FEMSA decided to exchange our
beer business for a 20% stake in the capital stock of
Heineken.
We at FEMSA are convinced that the best way to practice our philosophy of corporate social responsibility is
through the creation of institutions that benefit society,
particularly in the field of education, as we have done
with the Tecnológico de Monterrey, the Water Center
for Latin America and the Caribbean, the Water Center for Central America, the FEMSA Biotechnology
Center of Tecnológico de Monterrey, and others.
The transaction, valued at around US $7.4 billion, reflects the considerable value FEMSA Cerveza has created over the past decade with the successful fortification of its competitive position, brand portfolio, and
operating capacity. This transaction will also give our
company greater potential to create long-term value,
and highlights our capacity to take advantage of strategic opportunities in the industry and generate attractive
returns for our company and our shareholders.
In 2009 we updated our FEMSA Social Responsibility
Policy, which establishes our commitments, strategies, and actions in this area. Through this policy, we
formalize the integration of social responsibility into
our strategic business processes and management
systems, and unify our criteria under the basic premise of sustainability. The most important part of this
process was the active and committed participation of
our Business Units.
Board and Chief Executive Officer
We continue our efforts in favor of the advancement of
our employees and their families, who are the springboard
for our social commitment. In 2009, we welcomed 550
persons with disabilities, senior citizens, and members of
other vulnerable groups into our workplace. We held 450
educational programs and more than 230 family development programs in the countries where we operate.
We spent effort and resources on programs that promote the importance of adopting healthy and responsible lifestyles. Through programs like Designated Driver
at Cervecería Cuauhtémoc Moctezuma and Together
for your Wellness at Coca-Cola FEMSA México, we
continued to promote responsible consumption of soft
drinks and alcoholic beverages, and to raise awareness
about our responsibility as individuals and society toward
our own health.
Charting my Own Destiny, our program for encouraging
the development of life skills among young people, has
become FEMSA’s flagship program. This year, we reached
two more states in Mexico and are prepared to expand into
other countries in Latin America. The success achieved by
this program is proof that private-government alliances
can maximize the value generated for communities.
We are convinced that volunteer work is a positive
force in personal improvement, in our communities,
and workplace. One example of this is the decisive support of volunteers from Coca-Cola FEMSA Colombia to
the Time Bank program, which continued to work with
former members of guerrilla and paramilitary groups
in their efforts to rejoin society and develop their own
businesses. We are proud of having been the first to
accept the invitation of the Colombian government,
and thus to serve as an inspiration for other companies
interested in joining in the work of rebuilding peace in
the country. Similarly, in Mexico and Venezuela volunteer initiatives were launched to promote values and
benefits of sports, and protection of the environment
through beach cleanup events.
In the area of environmental care, we improved processes for efficient water usage, and appropriate handling
of our wastes and emissions. It is important to note the
initiative to use oxodegradable bags in all of our OXXO
stores in Mexico.
FEMSA Foundation took major steps forward in the
field of water protection. This year it granted the first
Water and Sanitation Award for Latin America and the
Caribbean. Created in an alliance with the Interamerican
Development Bank, this award is given to outstanding
authorities and operators in the field of water and sanitation, encouraging the exchange of ideas and experiences to generate sustainable solutions to the problems
in the region. The award is given in three categories:
water management, sanitation management, and solid
waste management.
We face significant challenges in 2010, but we firmly
believe that integrating social responsibility into our
business strategy not only has immediate benefits, but
is a factor in our success in confronting the difficulties companies around the world are facing. I will conclude by saying that, for FEMSA, social responsibility is
an essential part of our business, and we are proud to
have a base of committed human talent. During 119
years, our social investment, communication with our
stakeholders, and the conviction of behaving responsibly toward our communities and the environment have
proven to be the right path to growth, and a strength
amid adversity.
In the search for continuous improvement, this report
has been prepared based on indicators of the Global
Reporting Initiative (GRI G3) organization that has
granted us with a Level A in the verification process.
This report also reiterates our commitment to the
United Nations Global Compact, of which we have
been a member since 2004.
I invite you to learn more in this report about our programs and their results.
José Antonio Fernández Carbajal
Chairman of the Board and Chief Executive Officer
3
Company profile
GRI 2.4, EC1, and EC9
Our origins
FEMSA was founded as a small company in 1890,
when businessmen Isaac Garza, José Calderón, José A.
Muguerza, and Joseph M. Schnaider established Fábrica de Hielo y Cerveza Cuauhtémoc, S.A. in Monterrey,
Mexico, with a payroll of 72 employees.
Since 1891, we have been
holding board meetings
for our stockholders
and, since 1974, we
publish an annual
report with detailed
information about our
most important financial
results. The most recent
reports are available at
our website:
8
http://ir.femsa.com/mx/
index.cfm
Since our founding, the company’s headquarters have
been located in Monterrey, in the state of Nuevo León,
Mexico. We have three Business Units and one support area.
Economic impact today
Today, FEMSA is the integrated beverage company leader
in Latin America, with operations in nine countries. We
have a diversified portfolio of products that includes more
than 172 brands of soft drinks, beers, juices, and water.
More than 127,000 employees make this possible.
We are aware that improving our environment means
ensuring that our operations promote the development of our stakeholders. This is why we work towards bringing economic benefits to the places where
we are present, by paying our taxes fully and on time,
by working with suppliers and employees from the local community, and by generating direct and indirect
jobs. For every direct job in the soft drink industry, we
create five indirect jobs; in the Mexican beer industry,
every direct job corresponds to four indirect jobs.
4
SOME KEY FIGURES FROM 2009:
+ 127,000
direct jobs
+ 427,500
indirect jobs generated by our
soft-drink operations in Latin
America and beer operations in
Mexico
US $1.5
billion in taxes paid
US $229.5
million spending on vendors
US $165.9
million stockholder dividends
US $980
960
US $14.6
million capital investment
(CAPEX)
new OXXO stores
billion
direct economic value generated
US $14.5 billion net sales
US $41.6 million
income from financial investments
US $78.1 million asset sales
Our sustainability
scheme
Core area 1
Core area 2
Core area 4
Core area 3
Quality of life in the
company
Health and
wellness
At FEMSA, we know that it is possible, indeed necessary, for our actions to simultaneously create economic
and social value. We are convinced that this is the only
way to feasibly operate today and grow tomorrow in
harmony with our communities and stakeholders.
Our sustainability scheme is based on two pillars: our
values, philosophy, and organizational culture, which
are part of our corporate DNA; and the mitigation of
short and long term risks, which allows us to identify
and take actions to minimize their impact. This strategic scheme is made up of:
A. An environmental management methodology that
allows our operations to identify, analyze, and define
programs of action on key issues and risks relating
to sustainability.
B. An operating focus based on our four core areas of
social responsibility, which keep us focused on and
aligned with the core issues of our business.
Environmental
care
To maintain our focus and consistency, each core area of
social responsibility defines specific fields of action:
£
Core area 1 Quality of life in the company: integral
development of our employees and their families.
£
Core area 2 Health and wellness: promotes an attitude of health, self-care, responsible consumption,
nutrition, and physical activity.
£
Core area 3 Community engagement: encourages
education and productivity, quality of life in the communities surrounding our facilities, and support in the
event of natural disasters.
£
Core area 4 Environmental care: mitigation of climatic change, availability of drinking water for our
communities, reforestation, cleanup of bodies of
water, appropriate handling and recycling of wastes,
environmentally-friendly processes and packaging,
optimization of energy use, and incorporation of renewable energy sources.
C. Clear guidelines and processes that make it easier to
work consistently and systematically.
STRATEGY
A
Methodology
to identify,
analyze, and define
sustainability risks
Á
B
Operational focus
based on our four
core areas
Á
C
Clear guidelines and
processes to work
consistently and
systematically
Community
engagement
5
GRI 4.16, 4.17 and PR5
Stakeholders
Communication channels
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At FEMSA, we define our stakeholders as those with whom
we have a relationship and/or who have expressed a legitimate interest in our activities.
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GRI 4.14 and 4.15
GRI PR2, PR3, PR4, and PR6
Responsible
marketing
As a primarily consumer product-oriented company,
our products carry all the information required under
the various labeling standards of each country where
we operate, or even more in some cases.
We are aware of the responsibility that comes with the
use of advertising in the media. We have therefore joined
voluntary initiatives towards responsible advertising. In
Mexico, we are part of the Consejo de la Comunicación
(Communications Council) and a program called A Favor
de lo Mejor (Toward the Best), which encourages quality content and the transmission of values through com-
6
We believe that only through an open and respectful communication, we can achieve a dialogue with the various actors around us, so for each of them, we maintain permanently open channels that allow us to listen to them and address
their concerns. One example of this type of communication
channel is the Organizational Climate Diagnosis and Sociometric Study (DICOYES), which we apply to our employees in all nine countries to know their concerns and suggestions. The FEMSA Whistle-Blower System is an open
communication hotline involving matters of organizational
ethics. On the other hand, the free OXXO Escucha hotline is
open to customers, suppliers, neighbors, and the members of
the general public who wish to contact the company. We also
have a website called www.accionesqueresponden.com,
run by Cervecería Cuauhtémoc Moctezuma, where the public can find out about social responsibility programs and contact those responsible for them.
Through the various communication channels with our
stakeholders, we identified a number of concerns in 2009.
Outstanding among them, in the environmental sphere,
matters regarding the use and care of water, atmospheric
emissions, disposal and recycling of PET, and the material used in OXXO shopping bags. In the field of health, we
found concerns centering on obesity and the responsible
consumption of alcoholic beverages. On the matter of social concerns, the key issues were public safety, jobs, and the
company’s stability during the world economic crisis.
panies’ advertising campaigns. We have also adopted the
Self-Regulatory Code on Children’s Food and Soft
Drink Advertising (the PABI Code), which works toward
responsible advertising in the area of health, consumer
protection, and dietary guidance. We also comply with
advertising standards in the rest of the Latin American
countries where we operate.
a. Country of origin
b. Free customer service number &
nutritional information
c. Name and tax address
d. Name or corporate name
e. Warnings
f. Net content
g. Ingredients
h. Production lot
i. Expiration date
j. Alcohol content by volume
a.
e.
d.
b.
c.
j.
f.
h.
Employees and
their families
Community
Clients and
consumers
Suppliers
Stockholders
and investors
Authorities, unions, and
business associations
Non-profit organizations
Press and media
Educational
institutions
a.
c.
i.
g.
d.
h.
b.
f.
Whistle-Blower
System
E-mail/web
page
DICOYES*
Surveys
Community
studies
Specialized
areas
Dialogue
sessions
¸
¸
Only employees
(BA)
¸
Only employees
(V)
¸
(V)
¸
¸
(V)
¸
(V)
(V)
¸
01-800
Line
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
¸
Forum
participation
(V)
¸
(V)
(V)
Except unions
(V)
¸
(V)
(V)
¸
(V)
¸
¸
(V)
¸
(V)
¸
(V)
(V)
(V)
¸ Permanent basis
* Organizational Climate Diagnosis and Sociometric Study
BA=Biannual V=Variable
GRI 4.12, 4.13, and SO5
Inter-sector
alliances
We are convinced that working in partnership with
non-profit organizations is an efficient way to multiply
the social value we generate. In 2009, in Mexico alone,
we were part of more than 200 chambers, associations, institutes, and organizations, with a special focus on those that address business, educational, community, and environmental issues. In addition to sitting
on the boards of governors of some institutions, we
also support their operations and projects with cash
and in-kind donations, and take part in projects that
benefit the industry. Through business chambers, we
communicate our positions on specific points of the
legislative agenda and provide specialized information
on the issues, in order to enrich the process and support legislators in their work. A few examples are the
Mexican Federation of Employers (COPARMEX), the
National Association of Self-Service and Department
Stores (ANTAD), and the National Chamber of Industrial Transformation (CANACINTRA), as well as organizations that share our business aims, both national
and international.
Another way we join forces with civil organizations to
serve some of society’s most vital problems is through
the volunteer work of our employees and their families.
One example was the Coastal Cleanup in Costa Rica,
with the participation of 360 volunteers.
7
FEMSA, principles, values,
GRI 4.12
GRI 4.8
Throughout the various stages in the company’s history, our business philosophy has always been grounded
in the mission, vision, and values established over time,
but always emanating from the same basic principle:
respect for human dignity stands above any economic
consideration.
Mission
Satisfy and please the beverage consumer with excellence.
Vision
£
£
£
£
£
An extended version
of the Cuauhtémoc
Principles is available at
our website:
8
http://www.femsa.com/
es/about/philosophy/
formulario-ideario.php
Duplicate the value of our businesses every five
years.
Generate a substantial proportion of our income in
foreign markets and currencies.
Provide our stockholders with an attractive return
on their investment.
Be leaders in the markets in which 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
Cuauhtémoc Principles
Organizational culture is a basic pillar of operations and
daily decision-making, and FEMSA’s culture has been
nourished by key contributions like the Cuauhtémoc
Principles, a series of principles of action drafted and
promoted by Eugenio Garza Sada, renowned business
leader and a major force in FEMSA’s history.
8
Corporate Governance
At FEMSA, we follow the highest standards of corporate governance and are careful in the performance of
our legal obligations. For this reason, we strictly enforce
standards of transparency and quality in the information
we publish. We work according to the guidelines of the
Mexican and the New York Stock Exchanges, the Sarbanes-Oxley Act of the United States, and the Code of
Best Corporate Practices established by Mexico’s Business Coordinating Council.
GRI SO2, SO3, 4.6, 4.8, and 4.12
Business code of ethics
Our corporate policies promote adherence to national
and international laws. These policies are complemented by our Business Code of Ethics. This document has
been a key building block in a corporate attitude toward
conducting business in a climate of harmony, clarity,
respect, and integrity, which we endeavor to extend
to all of our labor, commercial, financial, and social relationships.
The FEMSA Business Code of Ethics contains guidelines
that define and resolve conflicts of interest that may rise
Cuauhtémoc Principles
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
XII.
XIII.
XIV.
XV.
XVI.
XVII.
Recognize the merit of others
Control your temper
Never mock others
Be polite
Be tolerant
Be punctual
If you are vain, conceal the fact
Do not change the truth
Don Eugenio
Garza Sada
Let others have their say
Express yourself concisely
Refine your vocabulary
Make sure you enjoy your work
Acknowledge the enormous value of the manual labor
Consider the interest of the business rather than your own
Analysis above inspiration or intuition
Dedication to work
Be modest
and culture
among our employees, directors, and board members. It
also defines ethical obligations towards the company, its
investors, clients, creditors, suppliers, competitors, and
the authorities.
GRI SO7, SO8, EN28, and PR9
Demonstrating our respect for the law, in 2009 there
were no suits filed regarding monopolistic practices or
infringement of free competition in our commercial operations. Neither were there any significant monetary
sanctions or fines levied by the national or international
authorities in connection with violations of laws or regulations by FEMSA or its Business Units.
For more information
about our Corporate
Governance, the
channels for shareholder
communication, and
the operation of our
Board of Directors and
Committees, please
consult our web site at:
8
GRI 2.6, 4.1, 4.3, 4.4, 4.5, 4.7, 4.9, 4.10, 4.11, and LA13
http://ir.femsa.com/mx/
governance.cfm
Board of directors
One efficient mechanism for monitoring adherence to
our policies and standards is the FEMSA Whistle-Blower
System, available 24 hours a day in all the languages of
the countries where we operate. In order to guarantee its
objectivity, it is managed by an independent company.
Each of our Business Units has internal channels of communication for distributing the Code of Ethics as well as
the Corporate Policies and Whistle-Blower System; all of
them are 100% accessible to our employees. Through
ongoing information campaigns involving notices, posters, human resource bulletins, and others, we ensure
that our employees receive a steady stream of information about business ethics. Additional efforts have also
been made in this regard, like the Code of Ethics Course
given by Coca-Cola FEMSA through FEMSA University,
an efficient tool for online training.
FEMSA’s Board of Directors has 19 members, six of them
independent. Under Mexican law, board members are appointed in an Ordinary Shareholders’ meeting, which is also
in charge of overseeing their performance. Their monetary
compensation is determined according to the practices of
companies in the industry and/or of similar size to FEMSA.
At FEMSA, we are proud to have a Board made up of
men and women of diverse professional experience and
outstanding honorability.
In compliance with the laws of the securities markets
in which FEMSA participates, and in line with best corporate practices, the Board is supported in its work by
three committees:
Board of Directors
No situations of discrimination against indigenous
groups were reported in the period, nor were any reports received of breaches of privacy or losses of customer data.
Á
Audit
Committee
Corporate
Practices
Committee
Á
The Whistle-Blower System received 127 reports of internal corruption, discrimination, and harassment in 2009.
All of them were addressed according to internal standards
and the laws of each country. In the investigations carried
out into the complaints, 33.8% of the cases had enough
grounds to be considered truthful, and actions taken ranged from an admonishment, to dismissal from the company, and charges filed with the authorities.
Á
GRI SO4, PR8, HR4, and HR9
Finance
Committee
The FEMSA business
code of ethics is
available at our website:
8
http://www.femsa.com/
en/about/philosophy/
code _ of_ ethics.htm
These committees are responsible for continually monitoring the risks and opportunities of the business. Because risk evaluation is key to the sustainability of our
business, we have incorporated risk management into
the planning processes and management schemes of all
our Business Units.
9
core
area 1
Quality of life
in the company
We are committed to promoting an organizational
culture based on our values, which involves complete
respect for human rights, encourages the integral
development of our employees and their families,
as well as a motivating, diverse, tolerant, and
inclusive workplace environment.
In 2009, our value-based organizational culture continued to gain
strength across the organization, where its difussion and day-today experience were essential.
Our scheme of social development, which has guided us since
1918 in encouraging the integral development of our employees and their families, continued to evolve and bear fruit through
family development, educational, recreational, sports, and cultural
programs.
At the same time, FEMSA University doubled the number of
employees that took part in its courses and expanded its online
educational content, enabling employees to take responsibility
for their own professional growth.
10
2009 HIGHLIGHTS
+ 127,000 direct jobs in Latin America
550 individuals from vulnerable
US $15.8
450
230
groups integrated in the work
force this year
million
invested in training
educational programs for
employees and their families
family development programs
In 2009, we devoted
more than US $32.4
million in education,
training, and family
development programs
for our employees and
their families.
11
Quality of life in the company
Family development
Core Area 1
SCYF Scheme
GRI LA1, LA4, and LA13
Our Social Development Scheme is based on a philosophy promoted for the past 119 years, which encourages
the balanced growth of our employees and their families
in seven dimensions: economic, social, work, education,
values, and health. Sociedad Cuauhtémoc y Famosa
(SCYF), our first Social Development Center, which
opened its doors in the city of Monterrey, Mexico in
1918, has been since its foundation a fundamental element in the construction of an attitude towards human
development, work, and thrift.
Family Day, a tradition in Brazil since 2002, promotes
family togetherness and company values through integration activities, performances, and sports competitions, among others. In 2009, the events held in 15 cities
were attended by 45,000 employees and family members of FEMSA companies in that country.
Inclusive work force
EMPLOYEES BY GENDER AND TYPE OF CONTRACT*
Employees
2008
Women
Men
Total
employees
2009
Unionized
External
2008 2009
2008 2009
16.2% 11.8% 14.0% 30.6% 46.4% 41.6%
83.8% 88.2% 86.0% 69.4% 53.6% 58.4%
100% 100% 100% 100% 100% 100%
* Total employees in nine countries
EMPLOYEES BY AGE GROUP*
Age group
18-34
35-44
45 or more
Total
employees
2008
2009
67.4%
23.6%
9.0%
65.3%
25.1%
9.6%
100%
100%
*Total employees in nine countries
GRI LA13
FEMSA’s work force is enriched by the geographic and
cultural diversity of its people. The company places such
value on plurality, that our policies promote equal work
opportunities for all individuals, regardless of gender,
age, economic status, nationality, religion, race, disability, or any other feature.
actions creating value
GRI EC7
As an international company, the interchange of talent
among the countries where we operate is basic to our
culture, and this favors the transmission of better business practices. Our work force incorporates individuals
of 15 different nationalities, but because of the value
of local know-how and the promotion of local econo-
Growing together
“It was better than any gift; it was a lesson in life.”
Brimming with enthusiasm, more than 1,300 women married to employees
from 11 Coca-Cola FEMSA work centers in Brazilian cities of Belo-Horizonte,
São Paulo, Manaus, Cuiabá, and Pacatuba accepted the invitation. The event:
the 2009 FEMSA Women of Value conference, held in various cities of Brazil
since 2007. Some participants remarked that the invitation was a very pleasant
surprise, because it made them feel part of the company, of the great FEMSA
family. During the event, in lectures, workshops, and integration activities, the
women learned for themselves the company’s values, understood how they are
applied in daily life, and created friendships with each other. By exploring the
company’s philosophy and attitudes, they learned that the company is interested
not just in their husbands’ work, but in the growth of their families.
“It was better than any gift; it was a lesson in life,” said Karfila Elidiana da Fonseca,
the wife of Gilmar F. da Fonseca, who works in the FEMSA facility in Divinópolis.
Another participant, Marylandia, married to Marcelino Patrus, who works in the
Universitários Distribution Center, had this to say: “the event helped raise the selfesteem of a lot of women, in a friendly, relaxed atmosphere. It clearly exceeded all
our expectations.”
12
mies, our hiring policies are aimed at recruiting directors, executives, and employees from the communities
where we operate. At our Coca-Cola FEMSA operations
outside Mexico, an important number of directors are
of local origin: in Argentina, 83%, in Brazil, 78%, in Colombia, 33%, and in Venezuela, 57%.
Since its founding in 1943, FEMSA has been a supporter
of the Instituto Tecnológico de Monterrey, one of Latin
America’s most prestigious private universities. At present, our employees continue to improve their capabilities
through the various programs offered by this institution.
GRI LA10 and LA11
GRI LA13
Through our Inclusive Workplace System, which promotes the inclusion of individuals with disabilities, senior
citizens, or other vulnerable groups into our company,
in 2009 we welcomed more than 550 employees. Additionally, from the total number of employees that have
benefited from this program since 2001, 4,300 are still
part of our work force.
Education and training
Education is for us a driving force in human and community development. In keeping with this conviction,
since our foundation we have worked to create educational spaces. One example was the creation of the
Cuauhtémoc Polytechnic School in 1906, that offered
elementary, high-school, and technical education to our
employees. The Cuauhtémoc School Center (CECAC),
built in 1957, currently provides preschool through high
school education to 650 of our employees’ children in
Monterrey, Mexico.
At FEMSA we are interested in the personal and professional growth of our employees, which is why we offer
ongoing education and training so they can develop and
perfect their skills. In 2009, we invested US $15.8 million in training.
Supporting us in our efforts to encourage learning and
growth in all our Business Units is FEMSA University,
which offers around 6,500 top-quality courses and
training activities—both virtual and in person—in a
number of fields. In 2009, more than 44,600 employees from all levels of the organization took some course
through this learning center, substantially more than the
20,100 participants registered in 2008.
We support the education of our employees with programs like Back to School, supported by Coca-Cola
FEMSA Costa Rica, together with the Employees Solidarity Association. Through this program, employees can
continue their middle school studies. We also supported
the technical and professional education of our employees in 2009, and offered special rates and scholarships for
post-graduate studies at various universities.
In Brazil, the FEMSA
Women of Value program
has been supporting
workshops, theater
performances, and
personal development
events that promote
the company’s values
among the wives of our
employees since 2007.
As a forum for sharing
ideas, gathering news
about recent events and
interesting topics, and
creating value for groups
of wives that have formed
over time, an online space
was created:
8
www.mulheresdevalorfemsa.
blogspot.com
Integrating talent
“... they made me realize that my disability was not a limitation.”
Juan Manuel Espinoza lost sight in his left eye due to a retinal
detachment, but he did not lose his drive for self-advancement. For
the past seven years, he has worked in an OXXO store in the city
of Saltillo, Mexico. His warm demeanor, his spirit of service, and his
empathy with disabled customers make him instantly recognizable by
those who enter this store. Clearly, Manuel’s life changed the day he
accepted the invitation of his brother Homero and his sister-in-law
Maria Eugenia, to work in the OXXO store they operate.
pinoza,
Juan Manuel Es
e
or
st
OXXO
ico
éx
M
Saltillo,
“I was depressed for a long time due to my disability. Today, I’m
grateful to my family for giving me the opportunity to work in OXXO
with them, because they made me realize that my disability was not a
limitation. OXXO has given me the opportunity to have a challenging
and satisfying job. Now I know that because of my own situation, I
can understand and better serve clients with special needs and make
it easier for them to shop in the store. I feel productive, because I
can carry out all the activities needed to offer quality service to our
customers.”
13
Core Area 1
Through various initiatives, FEMSA companies recognized
academic excellence among the children of our employees. In 2009, a Coca-Cola FEMSA program called Niños
KOF recognized more than 5,500 students, and in its
history, the program has recognized academic achievement of more than 18,000 children and young people.
FEMSA Comercio also awarded the CuadernOXXO prize
to 25 young people, distributing backpacks and school
supply kits. Additionally, FEMSA Logística awarded the
Knowledge Prize to 55 children of employees who had
earned a grade point average of more than 9.0 out of 10.
FEMSA companies also participated in scholastic support
programs and the distribution of school supplies to help
our employees defray educational expenses.
Harmonious company environment
GRI HR3 and HR8
The FEMSA Business Code of Ethics covers matters
of human rights, but we went further by allocating additional resources to human rights training in key areas
of the company. For example, our security personnel
receive training in programs designed by FEMSA, standardized throughout all of our Business Units. Over the
course of the year, this training was given to 100% of
our security personnel.
Given the nature of their work, all the staff of our
Health Centers receive training on human rights, patients’ rights, and doctors’ rights. This training seeks to
promote a kind, dignified, and respectful communication through methodologies such as emotional intelligence. This organizational culture is reinforced through
communication campaigns about human rights, so that
these are complied with and lived every day.
GRI HR5, LA4, and LA6
Since our founding, our relationship with union organizations has been one of respect, cooperation, and dialogue. A basic component of this relationship has been
the creation of committees in each of our work centers,
which involve company representatives, workers, and
union delegates. The committees address matters relating to labor, occupational health, industrial safety, training, and development, among others. All departments
of more than 10 unionized employees have a representative on the committees. This past year there were no
situations that might have jeopardized the free right of
association or entrance into collective agreements. All
of our unionized employees are covered by a collective
bargaining contract. Our labor policies stipulate full respect for human rights, as well as for the fundamental
rights established by the ILO, and we continually monitor
our compliance with those standards.
+550
individuals integrated in 2009
through the FEMSA Inclusive
Workplace System.
NUMBER OF EMPLOYEES WITH DISABILITIES, SENIOR
CITIZENS, OR MEMBERS OF OTHER VULNERABLE GROUPS
Business
Unit
Coca-Cola
FEMSA*
FEMSA
Cerveza
FEMSA
Comercio
FEMSA
Headquarters
Strategic
Procurement
Subtotal
TOTAL*
Disability
Senior
Citizens
Other Vulnerable
Groups
302
354
230
60
105
177
332
331
2,271
14
23
3
23
731
43
856
4,349
81
2,762
* In nine countries where Coca-Cola FEMSA operates
Coca-Cola FEMSA Telemaketing Center > Mexico City
14
GRI LA12
To be able to measure our employees’ growth and progress against their goals, we introduced a methodology
called The One Page System (TOPS). This methodology
facilitates managers’ involvement with their work team,
promotes the transmission of values, and standardizes the
ways in which employee performance is tracked and evaluated. In 2009, 45% of our employees conducted their
performance evaluation.
FEMSA is keenly interested in staying in touch with the
labor climate and the opinions of our employees. For this
reason, during the past 12 years, we have conducted a
survey called the Organizational Climate and Sociometric Study (DICOYES), a tool developed in-house
and applied every two years in all our work centers in
the nine countries where we operate. The survey gives
us vital information on the opinions and concerns of
our employees on various issues, and helps us identify
strengths and weaknesses that must be addressed. Its
results are used to map out plans of actions for the next
18 months. In 2009, we obtained evaluations from more
than 65,000 employees.
Retirement plans
GRI EC3, EC5, and LA11
We know that the dedication and loyalty of our employees is what makes FEMSA great. That is why we not only
offer them fair wages and benefits, higher than local
laws require, but we also plan for the time of their retirement. We have a number of pension plans, one for every
country in which we operate, and three in Mexico. All of
them strive to offer a full and dignified lifestyle to our
retired employees.
In Mexico, investments by FEMSA’s Pension Fund are
governed by the Mexican Income Tax Law, and its funds
are managed by a bank that serves as trustee and securities custodian. There is a Technical Committee that
approves the investment policies and strategies of our
Corporate Treasury, the latter of which also oversees
the appropriate investment of the funds. In other Latin
American countries where the company operates, we
abide by the law on the subject. It is important to mention that pension fund resources are managed separately
from those of our business operations.
Since 1981, the Life and Development Program supports all our employees and their spouses in preparing to
live their retirement to the fullest. We also ensure that
through our Social Development Centers, our retired
employees continue to enjoy a supportive relationship
with FEMSA.
My company, my family
“When I was in high school, I would pass in front of the factory and say to
myself: I want to work there.”
Rigoberto Longoria,
FEMSA retiree
Monterrey, Mexico
Rigoberto Longoria has been part of the FEMSA family for 37 years. Even
before he began to work, he felt like part of the company, because for him,
FEMSA is part of the culture of his city: Monterrey, Mexico. Rigoberto began
his career at FEMSA as Development Executive for Empaques de Cartón Titán
in the year 1972, and has been moving up in the company since then. Over
the years he took advantage of the opportunities presented to him, working in
various areas and companies of the group, like production, traffic, and logistics
at Cervecería Cuauhtémoc Moctezuma, until becoming Manager of Operations
at FEMSA Logística.
In August 2009, Rigoberto retired from the company, but even though he
left his job behind, he is still part of FEMSA’s family. “For me, retirement was
something natural, thanks to the support I got from FEMSA. They prepared me
and my wife in advance, and they were right there beside me throughout the
process. I never felt alone in all the red tape, nor do I today. I know that I can
count on their support. I’m still a part of SCYF, because after running more than
80 marathons wearing the Carta Blanca t-shirt, sports is an integral part of
my life. My wife always felt involved in my job, my kids grew up between these
doors, so for us, the company is part of our family.”
15
core
area 2
Health and wellness
Day to day, we live our commitment of contributing to
the wellness of the community by supporting initiatives,
programs, and projects to promote a culture of health and
self-care, seeking that our employees and their families,
suppliers, clients, consumers, and communities
improve their quality of life.
This year, health occupied an important place in our agenda.
Current programs like the Occupational Health and Safety
Administration System (SASSO) remained in place, proving
once again its capacity to handle emergencies, such as the
outbreak of the A H1N1 virus.
Health care and responsible lifestyle programs also yielded encouraging results, benefiting more communities.
We will continue to underscore our commitment to health and
wellness in 2010 for our communities, working decisively towards
a safe workplace environment, better nutritional diet and
responsible drinking habits, and promoting an active, healthy
lifestyle.
16
2009 HIGHLIGHTS
459,000 young people benefited from
100%
6.3%
US$ 3.7
+ 866,700
our Charting my Own
Destiny program
of our Business Units support
health and wellness programs
reduction in the workplace
accidents index
million invested in
occupational health and safety
programs
participants in sports
programs in Latin America
In 2009, US $23.5 milllion
was invested for the
benefit of 2 million
people through health
and wellness programs.
17
Programs for employees
and their families
GRI LA6, LA8, and LA9
Health and wellness
Since our beginnings, we have worked to develop the
infrastructure needed to provide health care for our employees and their families, because we are aware of how
important this is for their general wellbeing and their
productivity in the workplace.
Core Area 2
Our first efforts towards health care were made late
in the 19th century, and were formally established in
1945, with the foundation of the Clínica Cuauhtémoc
y Famosa in the city of Monterrey, Mexico. This ongoing pursuit of wellness and productivity led the clinic to
build and operate the Occupational Health and Safety Administration System (SASSO) that is applied
throughout all our Business Units.
+500
employees and their
families took part in the
Crystal Running Team race,
organized by Coca-Cola
FEMSA Brazil.
SASSO has 20 occupational health programs
and 12 industrial safety awareness practices, which include workplace risk
prevention and industrial contingency
planning, annual medical checkups,
preventive medicine campaigns, vaccination, and others. SASSO is an ex-
ample of a program created jointly by the company and
its unions to protect the health and safety of our workers, which is driven and supervised by the Safety and
Hygiene Committees.
Among the main results of our Occupational Health and
Safety programs in 2009 was a reduction of 6.3% in the
workplace accident index from 2008. We also celebrated that the Coca-Cola FEMSA non-carbonated drinks
facility in Costa Rica had one year without any lost-time
incidents.
Espacio Saludable (Healthy Sapce), a fitness center located within the Coca-Cola FEMSA Alcorta plant in Buenos Aires, Argentina, opened in February 2008. In this
space, employees are encouraged to develop good health
habits and be physically active, placing what they need
to exercise within their reach, right at their workplace.
Various internal communication campaigns, like Salud
100, promote healthy lifestyles, bringing more than 200
workers in to take advantage of the space.
Besides the direct health benefits of sports, they help
to develop attitudes and abilities that encourage better professional performance, like integration, discipline,
Total health in the office
“Few companies offer this kind of space for healthy living.”
Sebastián Luchetta, a Financial Information Analyst for Coca-Cola
FEMSA Argentina, has always been interested in staying healthy and
exercising. Since he was a young boy, he has known how important
it is to be healthy and active. During his years in college, finding time
and a place to exercise was easier. But once he began his professional
career, a lack of time and long distances made it hard to keep up
these good habits. To his surprise, Coca-Cola FEMSA Argentina
started a program that could change this situation.
The opening of Espacio Saludable (Healthy Space), the new fitness
center installed at the Alcorta plant in Buenos Aires, gave him the
chance to balance work with physical activity. “Few companies in
the world offer this type of facilities to its employees in their own
workplace. It’s given me the chance to resume my healthy habits and
get back into shape,” he says.
18
and teamwork. That is why all our Business Units support
the organization of tournaments and sports activities,
which gathered more than 866,700 people in 2009.
One example was the Crystal Running Team race,
organized by Coca-Cola FEMSA Brazil, in which more than
500 employees and family members participated. The
companies of FEMSA in Mexico organized various activities and events that combined recreation with sports:
440 mountain-climbing activities, races, and soccer,
baseball, and basketball tournaments, among other
activities held in 2009.
Sports is also a way to build stronger families, so in 2009
we held in all our work centers sports programs in which
more than 55,000 employees and family members took
part.
Recognizing the seriousness of the A H1N1 crisis, we
acted instantly and decisively to counter its risks and
potential impact in our work centers in Mexico, in order
to prevent contagion as much as possible. These measures began in April 2009 and remain in effect in Mexico.
To coordinate efforts throughout the company, a crisis
committee was set up to meet weekly and take charge
of tasks like informing on the number of cases presented
and ruled out, and coordinating medical checks at entrances, adjustment of facilities, promotion of preventive measures, and other activities. For its outstanding
performance in these actions, Clínica Cuauhtémoc y
Famosa was recognized by the Government of the State
of Nuevo León, in Mexico.
Community programs
GRI 4.12
As community members, we at FEMSA are convinced
that a healthy environment is the best place to live and
to grow as a business. We also believe that preventive
education programs are a springboard for in-depth,
long-term transformation of the health problems we
face today, which are sometimes addressed only by restrictive short-term solutions.
Charting my Own Destiny, developed at FEMSA’s request by specialists from the University of Monterrey,
is aimed at encouraging young people to develop skills
for making better decisions in all aspects of their lives.
Through hands-on experience and reflection, students
develop social and cognitive skills and emotional selfcontrol. During 2009, we reached 459,000 students
Cervecería Cuauhtémoc
Moctezuma emphasizes
the promotion of healthy
and responsible lifestyles.
For more information, visit
8
http://www.
accionesqueresponden.com
Training for life
“Helping a child to become a better person ... that’s my life.”
For Sergio Rosado, a teacher at Public High School #7 in the state
capital of Campeche, FEMSA’s Charting my Own Destiny program
has become a tool for personal growth for both himself and his
students. Sergio says that educating and supporting school children
in the various areas of his life is his vocation. That is why he is deeply
interested in young people developing solid life skills.
“I work as a tutor for a number of boys and girls, and as I introduced
Charting my Own Destiny, I began to see a positive change in them.
I had students that changed their ways of life and overcame serious,
very serious problems. I think it was a big help that the content of the
books is very much in line with what these children go through on a
daily basis. I am fully committed to the program, and because I am
convinced it provides positive results, I am also applying it at home
with my own kids.”
19
Health and wellness
between the ages of 11 and 17 in the states of
Campeche, Chihuahua, and Nuevo León, in Mexico.
Since its beginning in 2007, Charting my Own Destiny
has touched the lives of 515,000 young people and,
based on its encouraging results, in 2009 it was named
FEMSA’s flagship program, for which its expansion to
more Mexican states and other countries in Latin America
is now on process. During 2010, we expect to benefit
some 300,000 young people through this program.
Core Area 2
As part of our commitment to raising awareness about
the importance of responsible drinking habits, particularly among young people, we created a Workshop for
Training Responsible Lifestyle Promoters (VIRE) in
2002, the purpose of which was to create a core group
of trainers that promote these concepts among Mexican youth. In 2009, more than 6,300 people have been
trained through VIRE to promote healthy lifestyles, in
171 workshops in Mexico, thus amounting to
22,800 people trained to date.
+6,300
people trained though VIRE in
Mexico in 2009.
For the past 19 years, FEMSA Comercio has been holding the 21K OXXO
race in the state of Chihuahua, Mexico.
In the 2009 event, more than 1,500
sports enthusiasts came together inclu-
ding Mexican and foreign runners, people with disabilities,
and indigenous people from the Sierra Tarahumara of that
state.
One of the most successful sports programs in Latin America has been the Coca-Cola Cup Soccer Tournament,
sponsored by The Coca-Cola Company and bottling companies in The Coca-Cola system. In 2009, from Mexico
alone, 85,000 children participated, from which 13,600
took part in the more than 850 Coca-Cola FEMSA teams.
Youth benefit not only from practicing a sport, but also
from lessons in discipline, teamwork, the awareness of
the importance of good health, and camaraderie.
Through the organization of free tournaments to promote sports and values among young people, this year,
the Coca-Cola FEMSA’s Baseball Caimaneras Program
in Venezuela reached 2,000 people. The program includes a diploma to all participants and sports clinics
coached by famous baseball players.
More than 2,000 runners joined in the sixth annual Powerade Challenge in Costa Rica. Participants competed in
the 21K and 10.5K categories, and coordination and security for the event met the international standards and was
also endorsed by the Costa Rican Athletic Federation.
+2,000
sports enthusiasts took part
in the Powerade Challege
in Costa Rica.
21 K OXXO
For the past 19 years, FEMSA Comercio has
been holding the 21K OXXO race in the state of
Chihuahua, Mexico. In the 2009 event, more
than 1,500 sports enthusiasts came together
including Mexican and foreign runners, people
with disabilities, and indigenous people from
the Sierra Tarahumara of that state.
21K OXXO race > Chihuahua, México
20
For the third time, OXXO joined forces with the Government of the State of Chihuahua, the Municipal Presidency of Chihuahua, the Chihuahua Sports Institute and
other institutions to hold the 2009 Majalca Challenge,
a mountain biking race consisting of two courses. The
first was aimed at experienced cyclists and included 78
kilometers of hills and valleys, beginning in the Cumbres National Park of Majalca, and ending at the El Reliz
Park in the state capital. In a parallel event, beginner or
moderately experienced cyclists could sign up for a 38K
course, beginning at the Calabacillas Ejido, and ending in the same place as the advanced bikers’ event. In
the 2009 Majalca Challenge, a record number of athletes—more than 1,000—joined the event to enjoy the
sport and appreciate nature.
Together for your Wellness, introduced by Coca-Cola
FEMSA Mexico, is a four-part program comprised of:
1) An educational play called The Nutty Professor,
which was staged to 220,000 students in 540 elementary schools in 2009, bringing them messages
about the importance of health care, physical activity, a balanced diet, hydration, and positive thinking.
2) Health brigades, which provided medical diagnoses
to 30,000 students in 125 schools in four states of
Mexico.
3) Sports clinics, in which young people learned through
sports and teamwork how to lead a healthy life, and
at the end of the program, spent time with professional soccer players.
4) A drawing contest, in which 5,000 students were invited to create artwork reflecting the importance of
health.
We continue to support the FEMSA Biotechnology
Center, at the Instituto Tecnológico de Monterrey. In
2009, this center made significant progress in training researchers specialized in the design, implementation, and operation of biotechnology processes in
the health, food, agro-industrial, chemical, pharmaceutical, environmental, and academic fields. Many
of these research projects focus on the generation
and introduction of sustainable technology for the
production of goods and service through the use
of enzymes, micro-organisms, and animal
and/or vegetable cells. The center
works to generate knowledge as
well as to create new patents for
technological solutions useful in
the industry, technology transfer,
students benefited from the
Together for your Wellness
and the incubation of new bioinitiatives in Mexico.
companies.
255,000
Healthy and funny
“I would like this play to come back, so the kids in my class can see it
and learn to be healthy.”
Brandon Rafael Vera Ramírez is a 5th grader at the Ipanti elementary
school in the city of Texcoco, State of Mexico. For him, as for any other
child, learning how to eat healthy food was always boring, because
information was often difficult to understand. One day, a play called
“The Nutty Professor” came to his school, sponsored by the Together
for your Wellness Program of Coca-Cola FEMSA Mexico. The play
showed Brandon and his classmates how they could learn to eat
healthy and maintain a balanced diet, in simple language, and with lots
of fun. “I liked the way the Nutty Professor and his assistant talked, it
made me laugh a lot. I also liked it when my classmates went up front
to participate, and when they made them do sit-ups and push-ups.
But they also showed us important things, like drinking water every
day, exercising, and eating fruits, vegetables, and meat so we don’t
get sick and can stay healthy,” said Brandon. “I think my classmates
should all eat right and exercise, just like the Nutty Professor and his
assistant told us.”
21
core
area 3
Community
engagement
GRI 4.12, EC1, EC8, and SO1
At FEMSA, we have assumed the commitment of building harmonious, longterm relationships with our stakeholders so that we can together address
the issues that concern all of us. This is why we develop strategies and
promote actions consistent with the nature of our business. Since our
founding in 1890, we have supported initiatives that promote the
education, economy, and quality of life of the communities where
we operate.
This year we confirmed the importance of formally including social
responsibility into our Business Units’ strategic planning.
During the year, we updated our corporate social responsibility
management processes, creating an environmental management methodology that involves, among other things, developing information-based work plans to assure greater impact.
In 2009, we invested time and effort in working with our stakeholders on initiatives to support education and culture, encourage responsible consumption of our products as well as social integration and assistance, safety, suppliers’ development, and other
actions.
22
2009 HIGHLIGHTS
40,200 designated drivers signed up
1 million visitors to the exhibitions
of FEMSA Art Collection
86% average of locally based
+ 427,500
US $5.2
suppliers in the countries
where we operate
indirect jobs generated
by our soft-drink operations
in Latin America and beer
operations in Mexico
million donated
by our OXXO clients through
its Social Responsibility Program
Through our community
engagement programs,
we benefited more than
2.1 million individuals with
an investment of US $13
million.
23
Community engagement
Education
GRI EC8 and SO1
We aim on keeping communications clear and open with
our community, because as a part of it, we are interested in hearing about the issues that concern those around
us. In addition to the various communication channels
and our open-door policy, we periodically hold community studies in the areas where we are present, to
gather important input to develop plans together with
the authorities and the community.
Core Area 3
By forging ties with its community and authorities, and
acting as a good neighbor concerned about public safety, OXXO decided to take proactive steps in improving
security. This was the start of its involvement in the
Neighborhood Alert, or VEA program, in alliance with
the municipal government of San Pedro Garza García,
in Mexico.
The program began its pilot testing phase with the participation of municipal authorities, the company, and neighborhood groups of three residential districts. VEA invited
neighbors to share information and coordinate among
them to be aware of possible criminal activity, showing
them how to make an effective telephone report to the
authorities so they can do their job.
We continue to support the Tecnológico de Monterrey,
which today is one of the most prestigious private universities in Latin America. In its 33 campuses in Mexico,
this institution provides education to 96,650 students
through 54 national and 37 international professional
programs, as well as 50 masters and 10 PhD programs.
Education for Work, supported by Coca-Cola FEMSA
Brazil and FEMSA Cerveza Brazil, gives young people
the opportunity to develop their knowledge and skills
for entering and advancing themselves in the professional world. In 2009, some 260 young people took
part in these programs in the cities of Ipiranga, São
Paulo, and Jurubatuba. The best students were given
an opportunity to work for six months at FEMSA companies in this country.
Through a pilot program called Sports Volunteers, 38
enthusiastic employees from Cervecería Cuauhtémoc
Moctezuma donated more than 1,580 hours of their
time to transmit, through sports, our corporate values to a group of 86 children from the municipality of
Santa Catarina, Nuevo León, in Mexico.
Sports Volunteers
“Volunteering made us grow as persons; we get more from them than
we give.”
Diego an
d
Cervece Ana Rebeca,
ría Cuau
htémoc
Moctez
Monterre uma
y, Mexic
o.
24
Ana Rebeca Tella and Diego Gámez have been working at Cervecería
Cuauhtémoc Moctezuma for seven years in the strategic clients and
category management areas, respectively. They were married in
the summer of 2009. In the same season, they volunteered for the
Sports Volunteer program. “The credit for our participation goes to Ana
Rebeca, because she’s the one that invited me,” says Diego. Ana Rebeca
was always interested in volunteering, but it was difficult to fit it into
her work schedule. So when she found out about the program at her
company, she didn’t hesitate to sign up. She had the challenge of being
the only woman to serve as coach of a children’s soccer team in the
program, and Diego, acting as assistant, handled a number of positions.
Both agree that their participation in the Sports Volunteer program
helped them to grow as a family.
“We don’t have kids yet, but when we do, we want them to know
that we can positively influence others through our actions, and we
are responsible for giving something back to the world we live in,”
says Ana Rebeca. “We are able to share the values of the company
in hands-on experience. The children opened doors for us, and what
they taught us was more valuable than we could do for ourselves. If
through these actions we were able to transmit something positive,
or touch the heart or mind of a single child, then we were successful,”
Diego and Ana conclude.
Responsible drinking
Economic development
Since 2002, Cervecería Cuauhtémoc Moctezuma has
implemented a program in Mexico called Conductor
Designado®, (Designated Driver), aimed at encouraging drivers to refrain from drinking before they get
behind the wheel. In 2009, more than 40,200 drivers
joined the effort, thus making 175,800 drivers signed
up since 2002.
In partnership with the Instituto Tecnológico de Monterrey, and in order to support the development of Mexican
states, we held studies called Identification of Development Opportunities (IOED). The studies analyze the
individual strengths, weaknesses, and opportunities for
business in each state in order to identify the business
clusters most aligned with the infrastructure and development of the zone. These studies were delivered to a total
of nine state governments, and are available to interested
members of the general public; delivery of the remaining
studies is programmed for future dates. We also set up an
interactive website that serves as a point of observation
on regional development, where information is updated
continually, and which serves as a tool for detecting strategic opportunities in each state.
Working with our stakeholders means relating with
people with whom we share common interests. In the
beer business, restaurants and bars, and particularly
waiters who serve our products, all assume a significant responsibility. The commitment of promoting responsible consumption led us to develop the Responsible Waiter Workshop in 2002, to supply information
on the effects of excessive alcohol consumption. The
course seeks to raise awareness among waiters and
managers of establishments where alcoholic beverages are consumed, about their responsibility in serving these products. In 2009, close to 1,000 waiters
attended workshops held in 12 cities of Mexico, adding to the more than 2,300 that have completed the
course in previous years.
1,580
+
hours donated by employees of
Cervecería Cuauhtémoc Moctezuma
through the Sports Volunteers
program.
GRI EC6
As part of our commitment to local development, and to
promote economic activity in the communities where we
operate, we seek out suppliers with domestic operations,
always on the basis of the service, quality, and price they
offer. In 2009, an average of 86% of our suppliers in the
countries where we operate was domestically-based. At
the same time, 92% of the products sold in more than
7,300 OXXO stores are made in Mexico.
The Ongoing Education Program for Retailers, of
Coca-Cola FEMSA Mexico, supports the development of
distributors from its traditional sales channel. The program provides retail associates the opportunity to train as
micro-business owners and thus improve their results. In
QUENCH YOUR READING THIRST
Through the Quench your Reading Thirst program, Coca-Cola FEMSA Colombia promotes
reading habits in children of vulnerable communities in the country. To make this possible,
we help train public school teachers by providing pedagogical tools that promote reading, and delivering support material to mobile
libraries. In 2009, more than 18,000 Colombian children benefited from this initiative.
Quench your Reading Thirst program > Coca-Cola FEMSA Colombia
25
2009, employees volunteered to give training courses
to the 250 individuals that attended over a 90-day
period.
US $156.5 million, in connection with a lawsuit over
pre-existing tax liabilities at the moment of the purchase of the Brazilian beer company Kaiser.
GRI HR6 and HR7
Core Area 3
Our Strategic Procurement area has specialized in maximizing the efficiency of our purchases of inputs common
to various Business Units. As part of its work, it has identified processes in our value chain that are vulnerable to
child labor exploitation or force labor in its operations.
One example of this is the purchase of promotional articles for Coca-Cola FEMSA, which now must be acquired
exclusively from suppliers that have been previously certified by The Coca-Cola Company as firms that operate in
compliance with human rights, laws, and principles.
GRI EC4
In accordance with the laws of each country, we received various forms of financial incentives from the
governments. In 2009, our operations in Colombia,
Brazil, Mexico, and Nicaragua received economic support for our participation in the areas of research and
development, investment in fixed assets, energy savings, exports, transportation, cinematography, and
others. This support totaled US $186.2 million in 2009,
led by Brazil, where we received tax benefits totaling
Culture
Based on its belief that art and culture are a splendid vehicle for promoting a comprehensive education,
FEMSA has a cultural program open to the general community. The FEMSA Art Collection, one of the largest
in Latin America, with more than 1,100 works of modern and contemporary Latin American art, is available
to the public through exhibitions in cultural spaces in
Mexico and around the world. In 2009, the FEMSA Art
Collection lent 11 works of art and held 11 exhibitions
in Mexico, Brazil, and the United States, where 1 million
people had the opportunity to appreciate a wide selection of works by the great Latin American masters.
To provide more in-depth information on the content of
the works shown, we organized 17 conferences by experts
in art history, which were attended by more than 1,500
participants. Eight additional complementary activities
were held with the exhibitions, with 800 people attending,
including training sessions for museum guides.
Rounding-up lives
“Thanks to rounding-up by OXXO clients, many institutions can support families
like mine.”
Sixta was born in Huejutla, Hidalgo in Mexico. Around the time she turned 15, she
began to lose her sight due to a congenital illness that affected her and her four
brothers and sisters. But her love for life kept her moving forward, and she did not
hesitate to marry her boyfriend David a few years later. Her vision worsened with
her first pregnancy, but this did not prevent her from caring for her child. Five years
later, her second daughter Francisca, was born. Now completely blind, Sixta continued
to do everything she could to care for her family. But she did not need her eyes to
know that there was something wrong with her daughter’s development. In the city
of Monterrey, one of Sixta’s sisters regained her sight with an operation by Destellos
de Luz, A.B.P. Sixta knew that if she could see again, she could take better care of her
daughter, so her family of four left it all behind and moved to Monterrey to seek out
a better life. Like her sister, she was able to get a cornea transplant from Destellos de
Luz, A.B.P, in one of her eyes, and for the first time, she could see her children. Another
institution appeared to continue “rounding-up” her life. Her daughter was diagnosed
with microcephaly by the specialists at Nuevo Amanecer, A.B.P., and today this institute
provides the therapy Francisca needs twice a week. Sixta awaits the operation for
her left eye, while she cares for her children. Like many other individuals throughout
Mexico, through the generosity of clients and employees of OXXO and two important
institutions supported through the PRO program, Sixta and Francisca found a window
to a better life.
“My daughter is getting better, every day she moves a little bit more. I get assistance
for the medicine and therapy that I couldn’t otherwise afford. I will always be
grateful to the people who support Destellos de Luz and Nuevo Amanecer for
changing my life. Thanks for saying YES to rounding-up at OXXO!”
26
In addition to promoting art appreciation through exhibitions, we have supported artistic creation since 1992 with
our FEMSA Monterrey Biennial. This fine arts contest has
become one of the most widely-recognized in Mexico,
where the winning pieces are added to the FEMSA Art Collection. The competition is held every two years, and in its
ninth edition held in 2009, 1,314 artists took part, submitting 3,605 works. Winners received a cash price and
one-month artists’ residency at the School of Fine Arts in
Saint-Étienne, France, sponsored by the Alliance Française
de Monterrey.
Social Assistance
OXXO has several initiatives that take part of its OXXO
Social Responsibility Program (PRO) and is especially
proud to support its rounding-up program throughout
its stores in Mexico. Through this program, and thanks
to the generosity of clients who agreed to round up their
checkout ticket to the nearest peso, the program was
able to support a number of NGOs involved in environmental care, health, and social assistance, among other
fields. The donations have brought a smile and aid to
many people throughout the country, helping them with
the construction and maintenance of shelters, purchase
of medical equipment, operations, prosthesis, and many
other noble causes. In 2009, our clients donated US $5.2
million, which supported 187 institutions. Since PRO began in 2002, OXXO has channeled US $24.9 million to
877 institutions.
In 2007, Coca-Cola FEMSA Colombia was the first company to support the Time Bank program, an initiative by the
High Presidential Council on Reintegration. The program
promotes the social re-integration of former members of
Colombia’s guerrilla movement and former members of
paramilitary groups. In 2009, more than 100 volunteers
from the company took part in the initiative, donating
their time to help people develop skills and know-how for
setting up their own businesses. Since its inception it has
benefited more than 90 people who are now taking part in
rebuilding peace in Colombia. In August 2009, Time Bank
graduated its first class of 23 participants; and after two
years of operation in Bogotá, it was extended to Medellín,
Montería, and Valledupar, with the support of 480 volunteers. Another achievement this year was the agreement
of 20 other companies to join this initiative.
In 1993, FEMSA and Tecnológico de Monterrey introduced the Eugenio Garza Sada Award to recognize
people and institutions that follow the example set by
the man who for many years served as CEO of our company, and was also a tireless social leader and founder of
the Tecnológico de Monterrey. There were 139 submissions in 2009, from where Roberto García Maldonado
and the Fundación Merced A.C., where selected by the
jury in public recognition of their efforts to mitigate poverty through the integral, and sustainable development
of people and their communities.
CMYK
Pantone Process 325-4 C
IXBIENAL
MONTERREY
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Pantone 877 C
The Monterrey FEMSA
IXBIEN
AL in
Biennial was
created
MONTERREY
1992, in order to recognize
and stimulate artistic
creation in Mexico. To
IXBIENAL
date, more than 7,000
MONTERREY
artists have taken part,
submitting 17,093 works.
For more information, visit
our website:
ESCALA DE GRISES
8
http://www.
bienalmonterreyfemsa.com/
Time well spent
“This is the way, supporting and obtaining support for people trying
to succeed.”
Since it was first introduced in 2007, the Time Bank program led by
the President of Colombia has had the decisive support of Coca-Cola
FEMSA, the first company to join this initiative to restore peace and social
integration in that country. Like any story, it has two sides: Rosalía Galán’s
and Nicolás Cuadros’s. Despite the differences in their lives, they share
an involvement in the Time Bank program, the desire for a better life for
themselves and their families, and the will to do something about it. For
Rosalía, the program helped her to focus on her dream and to achieve it.
For Nicolás, who works in the corporate offices of Coca-Cola FEMSA, it
was an opportunity to serve his country by contributing his time and his
know-how, but more importantly, he learned that we can all change the
course of our lives, those of others, and of our country as a whole, without
great heroic feats. Today, Rosalía has a business making macramé articles
in the city of Bogotá. “This is the way,” she remarked enthusiastically,
“supporting and obtaining support for people trying to succeed.”
27
80% NEGRO
70% NEGRO
40% NEGRO
20% NEGRO
core
area 4
Environmental
care
GRI 4.12, EN26, and EN30
At FEMSA, we are committed to caring for the environment, which is
why we seek to incorporate sustainable development criteria into all of
our business decisions and processes. Our efforts focus on issues like the
availability of drinking water to our communities, reforestation, and bodies
of water cleanup; appropriate management and recycling of waste;
environmentally-friendly processes and packaging, and optimization
of energy consumption in our operations and value chain.
We made major progress in the area of environmental care in 2009.
In water usage efficiency, we remained a global benchmark for
both the Coca-Cola system and the beer industry.
In our OXXO stores we introduced oxodegradable bags. We took
a big step forward in terms of the use of renewable energy in our
processes, and continued to innovate in more efficient refrigeration equipment, regarding energy consumption.
We also made great progress in the environmental care program of
our administrative offices, taking it to more work centers. Because
we are convinced that taking care of our planet is everybody’s task,
we are also working to encourage a sense of joint responsibility
among our stakeholders.
28
2009 HIGHLIGHTS
630,000 cubic meters of water saved
by Coca-Cola FEMSA
51 wastewater treatment plants
16,000 metric tons of PET recycled
56.7%
37,255 Gj
in Mexico through IMER
OXXO stores with
intelligent-store system
of energy saved by
FEMSA Cerveza in Mexico
In 2009, we invested
more than US $19.9
million in environmental
care programs.
29
Water
Core Area 4
Environmental care
GRI EN10, EN21, EN23, EN25, and EN26
51
We are constantly seeking out opportunities to reduce
our environmental footprint though technological improvements and sustainable practices applied throughout every level of the organization. Because water is
one of our main inputs, we work continually on optimizing and reducing the amount we use. These measures
include state-of-the-art equipment and technology,
recovery systems, wastewater treatment plants, and
awareness-raising campaigns for our employees and
their families. This year, we concluded the wastewater
treatment plant in Barcelona, Venezuela, and authorized
investments for the construction of plants in Antímano, Maracaibo, and Valencia, in Venezuela, as well as in
Guatemala, and Medellín and Cali, in Colombia. Also, the
capacity of the Apizaco wastewater treatment plant
in Mexico was expanded. At present, we have
51 wastewater treatment plants in all our
operations.
wastewater treatment plants
in nine countries.
Coca-Cola FEMSA is a global leader
in water usage efficiency. In 2009,
the company saved 630,000 cubic
meters of water compared to its 2008
consumption, equivalent to the annual con-
sumption of 2,000 families. By introducing rigorous water usage procedures, we improved water use by 15%
from 2004 to 2009.
FEMSA Cerveza is also among the most efficient beer
companies in the world in terms of water usage. In 2009,
its indicator of water consumption was 3.8 liters of water
for every liter of beer produced.
More than 95% of the wastewater generated by
the operations of Coca-Cola FEMSA is treated before
being discharged. We currently work and devote resources to increase this figure to 100%.
Because of our wastewater management programs, in
2009 there were no reported incidents of impact on
any of the water resources or habitats surrounding our
operations.
To optimize maintenance services for the fleet of distribution units in Mexico, FEMSA Logística performs these
services in 98 shops located at the relay bases. These
facilities have incorporated technology that minimizes
environmental impact, for example, vehicle washing
equipment that recycles water, saving up to 80% of
their water consumption. The shops also have installed
traps to capture oil, sludge, and other hazardous resi-
Water, please
“The proper use of our natural resources will affect future
generations, and we are aware of this.”
Founded in Mexico’s arid northeast, Cervecería Cuauhtémoc
Moctezuma knows that caring for water is nothing new. The close
attention it pays to this vital liquid throughout every phase of its
processes has made it a world leader in the efficient use of water in
its industry. It is worth noting that although part of the bottles used
by CCM are returnable bottles and must be thoroughly washed, the
company’s use of water is more efficient than in the main global beer
companies, including those that produce most of its production in nonreturnable bottles. At the same time, all of the wastewater generated
in its processes is re-treated in wastewater treatment plants, under
the strictest environmental standards. For Victor Treviño, Manager of
Engineering and Plant Sustainability at CCM, this is not just a matter
of savings but of a corporate and personal conviction.
“The care and sustainable use of water is one of our central concerns;
we cannot stop working on it despite having already achieved
excellent results. We use the most advanced technology in an
unceasing effort to innovate toward achievement of our goals. The
proper use of our natural resources will affect future generations,
and we are aware of this.”
30
dues so that they can be safely transported and contained according to established regulations.
In order to raise awareness of the importance of water
preservation among our employees and families, FEMSA
Strategic Procurement gave a seminar in partnership
with the Save the Water Foundation in Mexico. More
than 200 attendees listened and considered about the
importance that the task of caring for water and the environment is not left only to the authorities, but is assumed by each and every one of us as individuals.
GRI EN13 and EN14
We are aware of the importance of the entire water cycle,
so we are also working on a project focused on the conservation of bodies of water that filter this vital liquid: wetlands
and forests. Since 2008, Coca-Cola FEMSA Colombia has
been working in partnership with the Ministry of the Environment and other companies in restoring the Cappellanía
Wetlands in Bogotá. In 2009, a three-day cleanup effort
involved neighboring communities.
Forests provide important environmental services, as
they are vital for the conservation of soil and water, the
capture of carbon, and the prevention of global warming. That is why Coca-Cola FEMSA Brazil, through its
Águas das Florestas Tropicais program, participated in
5 years
the reforestation of the Japi Range in São Paulo, a protected water source rich in animal and vegetation biodiversity that covers 3,300 square kilometers. The aim
of this project is to restore the area in a period of six
years. In 2009, the company backed this initiative planting 300,000 trees.
In Mexico, Coca-Cola FEMSA, in alliance with The Coca-Cola
Company and other organizations, has supported the reforestation of regions in the states of Mexico, Guanajuato,
Michoacán, Puebla, Tlaxcala, and Veracruz. Through these
initiatives, in 2009 over 4,500 hectares were forested with
more than 4.2 million trees.
GRI EN11, EN12, and EN15
As part of the analysis that goes into building or expanding operations, we take their environmental impact into
account, and we can therefore say that our facilities
guarantee that no harm is caused to the fauna and flora
of the region.
Energy
GRI EN5 and EN18
Saving energy in our daily operations not only translates
into economic benefits, but it also has a positive impact
on the environment. Consuming less energy derived
from fossil fuels minimizes emissions that might contribute to global warming, and helps avoid using up its nonrenewable sources. As a result of improvements in our
using lamps with 80% less
mercury content in OXXO
stores.
INTELLIGENT STORES
OXXO has shown its interest in contributing
to the environment by introducing a system
called Intelligent OXXO Store, which controls lighting, refrigeration, and air conditioning
equipment in its stores in real time through a
central processing unit. At the close of 2009,
56.7% of OXXO stores had this system.
OXXO Store > Monterrey, Mexico
31
Environmental care
processes, Coca-Cola FEMSA reduced by almost 2% the
energy required to produce one liter of product. Also,
during the year, more than 47,000 Gigajoules of electricity were saved, which means ceasing to emit 6,000
metric tons of CO2 to the environment, equivalent to
the carbon uptake of 880,000 pine trees.
GRI EN6
Core Area 4
In 2009, a big step forward towards the supply of renewable energy was given by signing a contract for the supply of
wind energy from the Bii Nee Stipa project in the zone of La
Ventosa, Mexico. This wind farm will supply the Coca-Cola
FEMSA plant in Toluca, as well as other important operations,
with 360,000 Gigajoules of energy a year. The change in
the energy source represents the equivalent of ceasing to
emit 55,000 metric tons of CO2 each year, equivalent to the
carbon uptake of more than 8 million pine trees.
+47,000
Gigajoules of energy saved by
Coca-Cola FEMSA.
OXXO has shown interest in contributing to
the environment by introducing a system
called Intelligent OXXO Store, which
controls lighting, refrigeration, and air
conditioning equipment in its stores in
real time through a central processing
unit. At the close of 2009, 56.7% of
OXXO stores had this system. Additionally, transition
refrigerant gases were replaced with definitive gases
in our air conditioning and cooler equipment, which are
now Chlorine-free and therefore do not damage the
ozone layer, while helping save energy as well. Although
Mexico has no specific regulations on the matter, starting five years ago, OXXO installed lamps in its stores with
80% less mercury content than those commonly used
on the market.
GRI EN7
Súmate, vive nuestra cultura (Add Yourself Up, Live
our Culture), is a program of environmental awareness
and savings, which was born at the initiative of the
employees of FEMSA’s corporate offices in Monterrey.
The program promotes the involvement of employees
and suppliers in introducing measures to benefit both
the environment and the economy. Among the actions taken in 2009 were the acquisition of environ-
Protecting the economy and the environment
“This means savings for my business, and better
prices for my customers.”
Every day for the past six years, Arturo Hernández
has opened the doors of his business early in
the morning, at “Cremería Cantabria”, located in
the Escandón district of Mexico City. The good
service and quality of the merchandise he offers
his customers have been the key to the success
of Arturo’s business. A year ago, when they came
from Coca-Cola FEMSA to install a new IMBERA
cooler, the company of our Strategic Procurement
area that manufactures cooling equipment, with a
more attractive image and lower energy use, he
knew it would bring good things. The technicians
told him that the new cooler was not only more
efficient, but used a cooling gas that did not affect
the atmosphere and could also be recycled.
“Not only do my clients see a clean and neatly
organized cooler, but I’ve saved 10% on my total
electricity bill. This means savings for my business
and better prices for my customers.”
32
We are aware that climate change requires the involvement of each of us in mitigating its effects and, to the
extent possible, slowing its advance. This is why regularly
measuring our performance in terms of emissions is highly
important for gauging our progress on this front. As they
have been doing every year since 2006 and 2008 respectively, in 2009 Cervecería Cuauhtémoc Moctezuma
and Coca-Cola FEMSA Mexico submitted their Voluntary
Report on Greenhouse Gas Emissions, making a clear
statement on their performance in this regard.
CO2 EMISSIONS (METRIC TONS) BY FEMSA CERVEZA MEXICO*
£ Direct
£ Indirect
n Production
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HECTOLITERS
Through this initiative in our corporate offices, more
than 1,800 Gigajoules of energy were saved in 2009,
and 32 metric tons of aluminum, cardboard, and
newspapers were recycled. Furthermore, the use of
videoconferencing equipment reduced the need for
physical traveling, meaning 1,221 metric tons less of
C02 emissions, equivalent to removing 175 vehicles
from circulation for a year. We are aware that the importance of this program goes beyond the numeric
results, because of its potential impact on the habits
of our employees and their families. Because of this,
the program has been replicated in other work centers in the countries where we operate.
Emissions
METRIC TONS OF CO2
mentally-friendly office supplies, the installation of
motion sensors for the lighting of common areas, and
programmable thermostats for air conditioning, as well
as the purchase of videoconferencing equipment and
other measures. This initiative also encourages recycling, savings through rational use of services, and the
creation of an environmental care culture. The program
also includes regular communication with employees in
the form of monthly reports on energy and water savings in the building, and an invitation to get involved
through the Add Yourself Up Award, which recognizes
proposals and actions by employees and their families.
�
2004
��
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2005
2006
2007
2008*
* REPORTED IN 2009. INCLUDES ONLY MANUFACTURING OPERATIONS
1,800
Gigajoules of energy saved in
2009 in our corporate offices
with the Add Yourself Up,
Live our Culture initiative.
AWARDS FOR OUR BEST PRACTICES
In 2009 two of our environmental care programs
received the Best Social Responsibility Practice
Award by the Mexican Center for Philantrophy
(CEMEFI): Cervecería Cuauhtémoc Moctezuma’s
Sustainable Use of Water Program, and FEMSA
Headquarters’ Add Yourself Up, Live our Culture
program, which promotes environmental awareness and savings among employees, their families, and our suppliers.
Receiving the Best Social Responsibility Practice Award > México
33
Environmental care
Although FEMSA Cerveza’s production in Mexico increased
1.27% from 2007 to 2008, the total greenhouse gas emissions decreased by 8.3%. This was achieved in part because
of an improved emission factor for the electricity generated
at the Comisión Federal de Electricidad, (Federal Electricity
Commision) but also significantly because our plants reduced electricity and vapor consumption by 7%.
CO2 EMISSIONS (METRIC TONS) BY COCA-COLA FEMSA MEXICO*
n Production
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2004
2005
2006
2007
MILLIONS OF LITERS
��
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METRIC TONS OF CO2
Core Area 4
£ Direct
£ Indirect
2008*
nificantly in absolute terms, remaining in total, at 130,000
metric tons. They were even reduced in 2008 to 122,678
metric tons.
Coca-Cola FEMSA has established the commitment that
by 2015, its CO2 emissions, in absolute terms, will be the
same as those generated in 2004. This commitment is
supported by actions to reduce emissions in distribution
centers, vehicle fleet, and refrigeration equipment.
As for CFC emissions, which damage the ozone layer, all
of the coolers manufactured by IMBERA, our commercial coolers manufacturing company, as well as the air
conditioning equipmet purchased by our work centers
are free from these components. Additionally, as part of
this commitment, IMBERA and OXXO have incorporated
the use of inert gases in their refrigeration equipment.
Also, coolers bought at present by Coca-Cola FEMSA are
80% more efficient in energy consumption than those
purchased in 2001.
* REPORTED IN 2009. INCLUDES ONLY BOTTLING PLANTS.
In regards to the performance of Coca-Cola FEMSA, it is
worth noting that although production increased by 12%
from 2004 to 2008, CO2 emissions did not change sig-
In regards to the emission of other gases into the environment, FEMSA Cerveza in Mexico made a noteworthy
effort in its combustion process controls, reducing NOx
and SOx by 6% and 2.3%, respectively, from 2008. It is
On the road to a better environment
GRI EN29
“There are solutions that benefit both the company and the environment. They’re
not always obvious, so we have to constantly seek them out.”
Every day, thousands of trucks travel the roads and highways of the countries
where FEMSA operates. They are working to bring our beverages and containers
to their destinations in the most efficient way possible. A couple of years ago,
the benefits of transportation standardization seemed a long way off, since each
company in the group made its own decisions about the acquisition of vehicles.
The interest in saving more money and reducing their environmental impact led
to the creation of FEMSA’s Technical Committee on Vehicles in 2007, made up
of a group of specialists who had worked in the procurement, maintenance, and
use of vehicles in the nine countries where FEMSA is present. Every one of our
Business Units is represented on this committee.
The committee has incorporated environmental criteria in the purchase decisions.
One example was the migration to the use of diesel fuel instead of gasoline, which
has a higher yield and lower atmospheric emissions.
Alex Theissen, Director of Technical Assistance and Supply at FEMSA Strategic
Procurement and coordinator of the committee, expressed his great satisfaction
at being able to continue finding ways to simultaneously create environmental
and economic value. “It would be easy to continue our old procurement strategies
based only on price, but today we’re more aware of our commitment to the
environment, and we will continue to work on minimizing our footprint. There are
solutions that benefit both the company and the environment. They’re not always
obvious, so we have to constantly seek them out.”
34
also important to mention that, in all our operations, the
emission of these and other gases strictly complies with
relevant laws.
Recycling
GRI EN26 and EN27
We are aware of the huge impact that recycling practices have on the environment, mainly in reducing the
amount of virgin materials used in packaging, some of
them created out of non-renewable sources, and reducing waste levels. Recycling can even have social
benefits, like job creation. For these reasons, we decided to fund programs in this area that simultaneously
generate economic, social, and environmental value.
IMER, the PET-recycling plant, began operations in the
State of Mexico in 2005, through a joint investment
by Coca-Cola FEMSA, ALPLA (a company that makes
PET containers), and The Coca-Cola Company. In 2009
alone, the plant increased its production by 30%, recycling 16,000 metric tons of containers. With bottle
to bottle recycling technology, IMER produced close
to 10,000 metric tons of recycled food-grade resin,
16,000
which was used to produce 1.4 billion new 600 ml
bottles with 35% of recycled material. These actions
derived in energy savings which, besides canceling the
emission of approximately 18,000 metric tons of C02,
also reduced the use of non-renewable resources.
Due to lightening initiatives, Coca-Cola FEMSA
Mexico saved 11,000 metric tons of PET, thus canceling the emission of 70,000 metric tons of greenhouse gas emissions.
During more than 10 years, Coca-Cola FEMSA Costa Rica
and The Coca-Cola Company have supported the Planet
Mission program, which focuses on the topic of recycling
and the promotion of an environmental culture. During
2009, 967 metric tons of PET were collected through
this program, as well as 2,300 metric tons of other waste
materials (plastic, cardboard, wood, glass, and others).
MATERIALS OF RECYCLED ORIGIN
USED AT COCA-COLA FEMSA IN
Input / material
Steel
Aluminum
Cardboard
PET
Glass
2009
Brazil %
Mexico %
42
93
32
53
37
26
23
28
30
44
metric tons of recycled bottles
at IMER, the PET-recycling plant
in Mexico.
ECO-TRUCK
GRI EN29
As part of our efforts to reduce emissions,
through FEMSA Logística we are continually
seeking new ways to optimize the transportation
and distribution of our products. Our procurement requirements now include the migration to
diesel fuel in our freight vehicles. In 2009, we
acquired both electric and hybrid vehicles, which
we will test during 2010 for performance under
conditions of daily use. We have also developed
vehicle technology to optimize space and weight
so that we can deliver more product with fewer
trips, and with state-of-the-art technology, we
eliminated trips with empty vehicles. Today, we
can proudly say that FEMSA Logística is an industry leader moving more product with the least
possible amount of atmospheric emissions.
FEMSA Eco-Truck > Mexico City
35
GRI EN2
Core Area 4
Environmental care
FEMSA Logística is continually seeking out solutions to
optimize resources and minimize environmental impact.
We seek to maximize the useful life of our vehicles’ tires
through vulcanization processes; and when it is no longer safe to continue using them, we dispose them appropriately and in accordance to current environmental
regulations. In some cases, the tire suppliers themselves
accept the old tires for removal and disposal, and in others, waste tires are collected by specialized companies
that transfer them to cement companies to be used as
fuel in their co-processing furnaces, ensuring that they
are used fully and ultimately destroyed.
In 2009, an ongoing campaign to collect used batteries
and cell phones was carried out through OXXO stores
in the cities of Culiacán, Guadalajara, Monterrey, and
Puebla.
On the other hand, IMBERA collected a total of 550
electric appliances, which were disposed of appropriately
for recycling. This was made possible by the assistance of
more than 120 volunteers from our offices in San Juan del
Río, Querétaro, Mexico.
FAMOSA, a company from the Strategic Procurement Area which manufactures metallic packages and
hermetic enclosures, carried out the FAMOSA Verde
program (Green FAMOSA). This program, started by
a multi-disciplinary team of 40 employee volunteers,
made it possible for the plant at Ensenada, Baja California, Mexico to create a process for optimum waste
disposal, in both economic and environmental terms.
Waste
Because of our waste management programs, the
company registered no significant spills. The companies that integrate FEMSA do not treat, transport, export or import hazardous waste. These are channeled
through specialized companies that have the required
technology and permits for the appropriate handling
of waste.
WASTE FROM FEMSA CERVEZA IN MÉXICO
Hazardous
Lubricating oil
Spent solvents
Non-Hazardous
Cardboard
Plastic
Barley screenings
Tons in 2009
62.9
6.2
10,293.3
20.9
5,267.3
Materials with a useful life
“If we don’t act now, it might be too late tomorrow—and I want to be a part
of it.”
TIENDA INTELIGENTE
OXXO ha mostrado su interés por contribuir
al medio ambiente implementado en sus
tiendas el programa Tienda Inteligente, que
consiste en controlar en tiempo real los
equipos de iluminación, refrigeración y aire
acondicionado a través de una Unidad Central
de Procesos. Al cierre de 2009, un XXX% de
las tiendas contaron con este sistema.
Cristian Alvarado is a young man concerned about the environment that is in
his last year of the industrial engineering program at the University of Costa
Rica. In one of his courses, he discovered that discarded PET containers are
worth a lot more than he thought. That day, a number of ideas took shape: he
decided that his graduation project would contribute somehow to improve his
country’s environment. The research project led him to information about Planet
Mission. He immediately found fertile ground for attaining his objectives. To his
surprise, his project idea was welcomed by Coca-Cola FEMSA Costa Rica, which
took it from paper and enriched it with practical experience. Six months later,
Cristian presented his proposal on optimization of the PET collection system
to lower costs and increase the volume collected. He was confident he could
contribute to the recovery of waste materials, which still have value and take
up unnecessary space in landfills.
“In six months, I was able to make an improvement, and I explained it to
Coca-Cola FEMSA. Their support has been invaluable, and working with an
environmentally-committed company has been a very enriching experience. If
we don’t act now, it might be too late tomorrow—and I want to be a part of
36
it,” says Cristian.
36
As part of our efforts to optimize resources and properly
handle waste, OXXO Distribution Centers (CEDIS) have
become an industry standard. These centers have succeeded in reducing the amount of waste materials from
packaging, and the emissions generated by transportation
vehicles. This is done by having suppliers come directly to
the CEDIS, where the merchandise is unloaded and organized through “picking,” a process that transfers them to
individual baskets that can later be re-used. The cardboard that is generated is re-used in other FEMSA companies as a raw material for making cases, and after the
wooden pallets are used for around a year, they are also
recycled at the end of their useful life.
Environmental culture
With the mission of raising awareness about the importance of environmental care as well as encouraging teamwork and family togetherness, employees at FAMOSA in
Ensenada, Baja California, Mexico, held a Walk for the
Environment in 2009. The event was attended by 250
employees and family members, who enjoyed a day of socializing while collecting trash along Ensenada beaches.
Additionally, employees of Coca-Cola FEMSA Venezuela and
their families took part in the Beach Cleanup Day. Attendees showed that they could not only set an example for the
community by collecting 16 metric tons of trash, but could
also enjoy caring for the environment in a family setting.
Coca-Cola FEMSA Argentina held the Econiño contest, a
program that invites children of our employees between
5 and 12 years of age to create art works or objects with
PET bottles. Besides promoting creativity and a recycling
culture, this initiative is a space for family togetherness.
The 57 works were exhibited at our Alcorta plant in Buenos Aires, and winners received various prizes.
In 2009, Coca-Cola FEMSA Colombia launched the Taking
Care of Me and the Environment program, which consists
in the creation of libraries to promote environmental care
and the adoption of active and healthy lifestyles among
children and young people. The first stage of the program
involves the donation of 32 libraries, so that some 20,000
children and young people have access to information related with personal care and the importance of conserving
non-renewable natural resources.
The OXXO Ecology Award, which begun in 1996 in
Monterrey, Mexico and today also takes place in the
cities of Chihuahua and Hermosillo, promotes awareness of environmental care and preservation in Mexican
schools. Schoolchildren, teachers, and parents organize
Ecology Clubs to collect recycling materials, prepare
compost, build and maintain school vegetable gardens,
clean up public areas, and other activities. In 2009,
more than 177,100 children took part in the program.
The government of the state of Sonora acknowledged
this initiative for its merits in contributing to the protection of the environment.
Bags that take care of the planet
“...sales people are very conscious that our bags are environmentally
friendly.”
Members of Equipment Engineering and Purchases Departments at
OXXO work diligently to improve processes, and thus minimize the
impact of operations on the environment. One project that came up in
2008 was particularly motivating to the work team: they were asked
to analyze alternatives to use more environmentally-friendly shopping
bags. As a result of their efforts, OXXO introduced oxodegradable
bags in 2009, and as a way to show OXXO’s interest in informing the
public about the importance of environmental care, the launch was
complemented by a campaign on the rational use of plastic bags. “For
us, this did not bring savings, or ease of production—in fact, it was a
challenge. But the short- and long-term benefits for the environment
are worth it,” the OXXO team says.
Armando Esquivel, an employee of OXXO in Monterrey, said, “We
always ask the customer if they wish to have a bag, and only offer
one to those that carry several small items. But sometimes even they
don’t want a bag. On the other hand, salespeople are very conscious
that our bags are environmentally friendly.”
37
FEMSA Foundation
FEMSA Foundation
Representatives of the
Tecnológico de Monterrey,
FEMSA Foundation, and
the IDB (from left to right)
sign the agreement for the
creation of CAALCA.
Created in 2008, FEMSA Foundation A.C. is a social
investment instrument that supports the conservation
and sustainable use of water, as well as the improvement of quality of life within the communities through
education, science, and applied technology.
Through strategic alliances, FEMSA Foundation supports
projects derived from two programs: Sustainable Development of water resources, and Quality of Life with
a focus on nutrition and health. Both programs focus on
education, science, and applied technology.
The first major initiative for the Sustainable Development program was the creation of the Water Center
for Latin America and the Caribbean (CAALCA),
together with the Inter-American Development Bank
(IDB), and the Instituto Tecnológico de Monterrey
(ITESM). Throughout 2009, the Center forged various
alliances with renowned institutions that contributed
significantly to its consolidation, among them, the Instituto Mexicano de Tecnología del Agua (IMTA), the
Asociación Nacional de Empresas de Agua y Saneamiento de México (ANEAS), The Nature Conservancy
(TNC), and the Asociación Interamericana de Ingeniería
Sanitaria y Ambiental (AIDIS).
38
Besides relevant scientific research on the topic of water, CAALCA celebrated its First International Symposium. The most important objective was to inform
academics, private companies, and society about the
new trends and sustainable solutions regarding water
resources, as well as its quality and availability. This
symposium gathered academic institutions, private and
public organizations, as well as people interested in the
topic, in order to spread the knowledge about important aspects regarding water resources.
On the other hand, FEMSA Foundation and CAALCA
had an important participation in the Water World
Week in Stockholm, Sweden, which took place in August 16-22, 2009, on the topic “Accessing Water for
the Common Good”.
For the first time, this program included a complete day
of work, comprising two seminars, with a focus in Latin
America. The first seminar, together with TNC, was
called “Sustainable Water Fees for Latin America”. The
second one, under the name “Perspectives and Challenges derived from the Cooperation among Multiple
Actors of the Hydraulic Sector in Latin America”, was
organized together with IDB and UN-HABITAT.
Created in 2008, FEMSA Foundation A.C. is a social
investment instrument that supports the conservation and
sustainable use of water, as well as the improvement of
quality of life within the communities through education,
science, and applied technology.
At both events, important organizations, such as the AIDIS, ANEAS, Comisión Nacional del Agua (CONAGUA),
the World Bank, the Superintendencia de Servicios Sanitarios de Perú (SUNASS), the IMTA, and the Association
of Water Regulatory Entities of the Americas (ADERASA),
were present.
For the first time, the Water and Sanitation Award for Latin America and the
Caribbean was granted. Created in partnership with the IDB, this award recognizes outstanding work from authorities
and water and sanitation operators
in Latin America and the Caribbean, and promotes the exchange
of ideas and experiences in order
to create sustainable solutions to
the region’s problems. In its first
year, the Drop of Silver Award was
granted in three categories:
£ Water management
£ Water sanitation management
£ Solid waste management
This year, the winners for the categories above (in that
order) were: the Superintendence of Sanitary Services of
Chile, the Sanitation Division of the Municipal Intendency
of Montevideo, Uruguay; and the Mayor’s office of Londrina, Brazil. In addition to the recognition, winners and
finalists received scholarships to take specialized training
courses at CAALCA, as well as at other renowned institutions.
In 2009, CAALCA coordinated the first phase of a study
on Mexican Water Basins, which analyzes the different
components of a basin: meteorology, attributes of the
capture area, different uses, sources of pollution, treatment systems, and others. During this year, it completely
mapped and diagnosed the situation of four of Mexico’s
water basins: at Antigua and Río Blanco in the state of Veracruz, San Juan (Pesquería, Pilón, and Santa Catarina) in
Nuevo León, and the Cuitzeo Lake in the state of Michoacán. During the next two years, the study will analyze
another 10 water basins in Mexico, and propose strate-
gies for the conservation and sustainable management
of their water resources. For this first phase, a total of
US $221,000 were invested by FEMSA Foundation and
the Tecnológico de Monterrey in equal share.
FEMSA Foundation also supported the first year of a project entitled Ecotecniques on the Valley of Mexico, carried out by the Fondo Pro Cuenca Valle de Bravo, A.C. This
initiative, that covers a 10 year period, seeks to preserve
the existing forests and the water basin, while working for
the wellbeing of the region’s inhabitants. This is done by
helping them build basic sustainable technology like water
sinks, rainwater capture systems, dry sanitation facilities,
wood-saving stoves, and backyard vegetable gardens.
These initiatives provide basic services, improve the quality of life, and reduce water pollution and greenhouse gas
emissions in three municipalities on the Valley of Mexico,
600
Families will benefit each
year during 10 years from the
Ecotechniques in the Valley
of Mexico project. The project
seeks to preserve the existing
forests and the water basin,
while working for the wellbeing
of the region’s inhabitants. This
is done by helping them build
basic sustainable technology
like water sinks, rainwater
capture systems, dry sanitation
facilities, wood-saving stoves,
and backyard vegetable
gardens. These initiatives provide
basic services, improve the
quality of life, and reduce water
pollution and greenhouse gas
emissions.
39
FEMSA Foundation
The Vehicle for Potable Water, that will provide assistance
to people affected by natural disasters, will operate in
Mexico under the coordination of the Civil Protection
Department and will be officially introduced in the second
quarter of 2010.
In order to provide assistance to people affected by
natural disasters, FEMSA Foundation developed during
2009 a project called Vehicle for Potable Water. During this year, and with the support of the Civil Protection Department of the state of Nuevo León, México,
the basic needs and requirements of communities in
these circumstances were detected. The result was the
design of a mobile unit with equipment to generate potable water that has the following characteristics:
£ The necessary facilities to treat water in site, gathered
from any source, with the capacity to provide up to 50
thousand liters of potable water a day.
£ An ice machine that can be used for preserving food
and medicine, as well as in cases of fires and other
emergencies.
£ A power generator that allows the vehicle to operate
autonomously for at least during the first 72 hours after its arrival.
whose basin provides water to 10% of the population of
Mexico City and Toluca. The project will benefit 600 families a year during a period of 10 years, to cover a total of
6,000 families that do not have basic services in the 200
communities of the water basin.
This year, FEMSA Foundation has joined The Nature
Conservancy, to become part of the group of leading
companies, water management operators, and civil
and environmental organizations from around the
world, that undertake the assignments of the Alliance for Water Stewardship (AWS), a key element
to promote the responsible use of freshwater so that
it is both socially beneficial and environmentally sustainable. With this purpose, AWS will create a global
platform to develop a system of international certification on the sustainable management of water. Additionally, an institution that will embrace the system
and will grant the certification on the long term, will
be created. FEMSA Foundation and CAALCA will play
a fundamental role in the organization of the Latin
American regional chapter of AWS.
40
The vehicle, which will operate in Mexico under the
coordination of the Civil Protection Department,
will be officially introduced in the second quarter of
2010.
In 2009, under the Quality of Life, nutrition and
health improvement program, the Fatty Acids and
Vitamin D in the School-Age Population of Nuevo
León Reaserch was conducted in partnership with
Coca-Cola FEMSA, Coromega Company, the Medical School of the Instituto Tecnológico de Monterrey,
and the University of Minnesota. The study identified
the formal causes of fatty acid and vitamin D imbalances as determinant factor of the quality of life of
children in the state of Nuevo León in Mexico. This
study is the first one of its kind in the region.
We also forged an alliance with the IDB’s Opportunities
for the Majority initiative and with the Global Alliance for Improved Nutrition (GAIN), a Swiss-based
organization. The alliance objective is to finance a study
to provide the private sector with a diagnosis and solutions for malnutrition in Latin America. The study will
include activities in Mexico, Central America, Ecuador,
Peru, and Brazil. The results will describe the positive
impact that the identified business solutions will have
on the improvement of nutrition in low-income communities. Furthermore, the identified solutions could be
scaled to take them to other countries in the region. The
first results of this study will be obtained by mid-2010.
As part of the strategic impulse to education, science,
and applied technology, we continued to support the
FEMSA Biotechnology Center. In 2009, a project with
a unique process in the world and of great relevance was
promoted: the development of a vaccine for the A H1N1
virus, that also reduces the need for major facilities, time,
and costs by more than 50%.
Through synergies with world-class institutions and the
support of projects with a true potential to pass on a
legacy for change, FEMSA Foundation has started
working in various regions of Latin America. For FEMSA
Foundation, doing something today that can turn into a
legacy to benefit communities in the long-run, represents an investment for the welfare of all.
2009
FEMSA Foundation has joined
The Nature Conservancy, to
become part of the group
of leading companies, water
management operators,
and civil and environmental
organizations from around
the world, that undertake the
assignments of the Alliance
for Water Stewardship, a
key element to promote the
responsible use of freshwater
so that it is both socially
beneficial and environmentally
sustainable.
41
Global vision
Our value-based organizational culture is rooted in a humanist philosophy
that recognizes that there is no economic consideration that stands above
human dignity. At FEMSA, we place special importance on bringing our
corporate DNA to all the territories where we operate. Today, we have the
privilege of sharing and continually enriching our corporate culture and
our Social Development Scheme, promoting the integral development
of our employees and their families, in nine countries.
42
Argentina
2009
Employment (1):
Investment Ps. (2) million
Investment (2) US $ million
Social programs
•Education programs
•Family development programs
•Health and sports programs
Wastewater treatment plants
Investment in Social Responsibility
Programs (3)
•Millions of Mexican Ps.
•US $ thousands
People benefited
1
2
3
$
$
$
$
3,934
1,235.0
91
15
4
7
4
2
2.8
211.3
20,716
In 2009, Mercosur region including Argentina and Brazil
Quality of Life, Health and Wellness, Community Engagement,
and Environmental Care
GRI LA10 and LA11
MBA in Company
In 2009 a group of 41 employees at Coca-Cola FEMSA
Argentina took part in the MBA in Company program
given by the Business Management School of the
University of Argentina.
School assistance
To support the education of our employee’s children, we
distributed 1,600 packets of school supplies in 2009,
aimed at children currently in pre-school, elementary, and
high school.
Health and wellness
Healthy Space and Health 100
A gymnasium was built at the Alcorta Plant in Coca-Cola
FEMSA Buenos Aires. It encourages healthy living habits
and physical activity among our employees, giving them
access to exercise facilities and equipments at their work
place. A number of internal communication campaigns, like
Health 100, led more than 200 employees to take advantage of the space.
GRI 4.12 and EN26
Environmental care
Supporting the community through paper
and plastic cap recycling
To raise funds for the comprehensive development of the
Garrahan Pediatric Hospital and raise awareness about environmental care, Coca-Cola FEMSA joined the campaign
to collect waste paper and plastic caps. In 2009, our
operations collected a total of 120 metric tons of paper
and 2,500 plastic caps from soft drink and water bottles.
Reduction in water consumption
Through the introduction of new technologies and the
concerted efforts of our manufacturing areas, in 2009 we
succeeded in reducing the amount of water consumed
in our operations by 6.5% compared to 2008.
Family visits and Vacation Festival
As part of our initiatives toward family togetherness aimed
at employees, Coca-Cola FEMSA Argentina conducted 165
guided Family Visits to our plants. Also, 400 employee children took part in a week-long program of recreational activities and open-air fun.
Training
In 2009, around 10,000 hours of training were provided to 1,100 employees through more than 60 activities, in topics related to the procurement chain, manufacturing, administration, finance, sales, and distribution,
among others.
43
Global vision
Brazil
2009
Employment (1):
Social programs
Programs (3)
•US $ thousands
People benefited
1
2
3
$
$
15,493
$
$
1,235.0
91
6
4
1
1
11
6.2
460.5
46,646
In 2009, Mercosur region including Argentina and Brazil
Family Day
Family Day, a tradition in Brazil since 2002, promotes
family togetherness and company values through integration activities, performances, and sports competitions,
among others. In 2009, the events held in 15 cities where
FEMSA operates, were attended by 45,000 employees
and family members.
FEMSA Women of Value
In Brazil, the FEMSA Women of Value Program has been
working since 2007 in holding workshops, theater performances, and personal development events that promote
the company’s values among the wives of our employees.
In 2009 more than 1,300 women came together.
FEMSA Station
In 2009, more than 1,000 children of our employees
from the Manaus, Cuiabá, Pacatuba, Belo-Horizonte, and
Montes Claros plants took part in the FEMSA Station
program. It was a whole day of activities to promote togetherness, family integration, and company values, and
to create awareness about the importance of a healthy
lifestyle and sustainability, among others.
FEMSA Jr.
This is a program in which employees’ sons and daughters who are studying a professional degree can work in
internship programs within the company. This year, 12
students participated in this initiative, which allowed them
to complement their studies with the practical experience
in the working world.
FEMSA Youth Camp
To integrate our employees’ children, we held the FEMSA
Youth Camp. The 2009 edition provided educational and
recreational activities to over 500 young people.
2009 Drawing Contest
Children of employees of our Coca-Cola FEMSA facilities
in Brazil participated in the 2009 Drawing Contest, this
year with the theme, Join in and Care for the Environment.
Out of 1,300 entries, four winners were selected for publication in our 2010 calendar.
Health and wellness
Crystal Running Team
The Crystal Running Team race is organized to promote family togetherness and good sports habits. This year,
more than 500 employees and family members took advantage of the benefits of sports in a family setting.
Healthy Day
More than 130 Coca-Cola FEMSA associates took advantage of the benefits of medical checkups and informational workshops offered during our annual Healthy
Day event.
44
GRI 4.12 and EC8
Education for Work
This program provides young people the opportunity
to develop tools for joining and advancing within the
working world. In 2009, more than 260 young people
attended from the cities of Ipiranga, São Paulo, and Jurubatuba. Additionally, the top students were given the
opportunity to work in the company for six months.
Valuing Young People
Through this initiative, more than 1,000 young people
from low-income families had the opportunity to improve
their self-esteem and socialization habits. Participants
had access to psychological support workshops and various integration activities.
Dancing Coke
Created at the suggestion of a disabled student, Dancing Coke has been held every year since 2000. The event,
which is supported by Coca-Cola FEMSA Brazil, involves
a series of social gatherings in discotheques that are fully
accessible to disabled youth. In 2009, more than 760 disabled young people attended these events.
Citizens’ Place
In 2009, through a program called Plaza Ciudadana,
(Citizens’ Place) we offered free access to health services,
legal advice, consumer advocacy information, and other
important services to more than 3,500 people from the
communities of Jacareí and Gravataí.
FEMSA Award to the Children and Youth Theater
and FEMSA Goes to the Theater
In 2009, the 16th annual FEMSA Award to the Children
and Youth Theater was given in recognition of theater
plays aimed at the young audience. In parallel, the FEMSA Goes to the Theater program invited more than
5,800 children to enjoy the experience of live stage
performance.
FEMSA Art Collection
In 2009, the exhibit Latitudes: Latin American Masters
was held at the Tomie Ohtake Institute in São Paulo, the
National Museum in Brasilia, and the Oscar Niemeyer Museum in Curitiba. More than 98,500 people had the opportunity to admire the work of outstanding artists such
as Frida Kahlo, Fernando Botero, and Diego Rivera, among
others. The FEMSA Art Collection, one of the largest in
Latin America, has more than 1,100 works of modern and
contemporary Latin American art.
GRI EN13
Environmental care
Água das Florestas Tropicais
As part of the Água das Florestas Tropicais project, during 2009, 300,000 trees were planted in the Sierra de
Japi in São Paulo, with our support.
Integral development of the value chain
In 2009, close to 6,000 retailers strengthened their businesses through a training program that included modules
on customer service, management improvements, and
other themes important to their development.
45
Global vision
Central America
2009
Employment (1):
Social programs
Programs (3)
•US $ thousands
People benefited
1
2
3
$
$
$
$
5,345
2,524.4
186
297
278
7
12
4
3.2
239.3
11,160
In 2009, Latincentro region including Central America, Colombia and Venezuela
GRI LA11
Plant visits
In order to promote that family members are familiar
with the activities of our employees, Coca-Cola FEMSA
Nicaragua held weekly visits to our facilities during
2009.
Back to school
In order to support the personal development of employees, the manufacturing area of Coca-Cola FEMSA Costa
Rica, together with the Employees Solidarity Association,
implemented the Back to School program. This initiative
gave 34 employees the opportunity to finish their high
school education.
GRI 4.12
Health and wellness
Health through sports
To promote health care and encourage physical activity,
Coca-Cola FEMSA Nicaragua organized various activities
in 2009, like the Soccer Tournament and an Aerobics
program joined by close to 300 employees.
Get into the Game
In 2009, a program called Apúntate a Jugar (Get into the
Game) introduced by Coca-Cola FEMSA Nicaragua and
Panamá, in partnership with the Ministries of Education, encouraged physical activity among more than 2,000 schoolchildren through age-appropriate dynamics and games.
GRI EN29
Environmental care
Fuel efficiency campaigns
To improve the fuel efficiency of our fleet of vehicles, a program of major engine repair was carried
out in Coca-Cola FEMSA Costa Rica, Guatemala, and
Nicaragua. In Guatemala alone this program saved more
than 195,000 liters of gasoline, directly improving the
amount of emissions produced by our vehicles.
Fleet upgrade
At Coca-Cola FEMSA Panama, we invested in upgrading
our fleet of vehicles, bringing in new vehicles that optimize fuel efficiency, directly benefiting the atmosphere.
Planet Mission
Coca-Cola FEMSA Costa Rica supports the Planet Mission
program, which focuses on recycling and the promotion of
an environmental culture. In 2009, an important activity
was the Beach Cleanup Day in the region of Tivives in
Puntarenas, where 360 employees and their families participated, collecting 967 metric tons of PET and 2,300
metric tons of other waste materials (plastic, cardboard,
wood, glass, and others).
46
Colombia
2009
Employment (1):
Inversión (2) US $ millones
Social programs
Programs (3)
•US $ thousands
People benefited
1
2
3
$
$
$
$
8,413
2,524.4
186
56
5
3
48
6
9.9
735.4
828,700
Health and wellness
High Presidential Council for Reintegration, placed at the
service of communities in 12 municipalities in the country,
long-distance learning platforms developed by the Instituto Tecnológico de Monterrey.
Computers for educating
This program, carried out by Coca-Cola FEMSA in an alliance with the Ministry of Communications, The Coca-Cola
Company and other partners, donates computer equipment to underfunded schools. In 2009, this program gave
12,000 students access to educational tools that allowed
them to make the most of their academic environment.
Quench your Reading Thirst
Through this program, we promote the habit of reading
among boys and girls in Colombia’s disadvantaged communities. To make this possible, we train public school teachers
by providing various pedagogical tools that promote reading, and delivering support materials to mobile libraries. The
Quench your Reading Thirst program benefited more than
18,000 Colombian schoolchildren in 2009.
GRI 4.12
Live Positively
Through nutritional counseling and interactive stands providing general information on our products, Coca-Cola
FEMSA offered the general public information on the content and consumption of carbonated beverages. Through
these forums, information on healthy lifestyles was provided to more than 12,300 attendees.
GRI 4.12
Environmental Care
Capellanía Wetlands
Since 2008, Coca-Cola FEMSA Colombia has been working in partnership with the Ministry of the Environment
and other companies in restoring the Capellanía Wetlands in Bogotá. In 2009, a three-day cleanup effort involved neighboring communities.
Time Bank
Coca-Cola FEMSA Colombia was the first company to support the Time Bank program. The initiative promotes the social reintegration of former members of Colombia’s guerrilla
movement and of paramilitary groups. In 2009, more than
100 volunteers from the company, donated their time to help
people develop skills and know-how for setting up their own
businesses. In 2009, Time Bank graduated its fist class of
23 participants; and after two years of operation in Bogotá,
it was extended to Medellín, Montería, and Valledupar, with
the support of 480 volunteers. Another achievement was the
agreement of 20 other companies to join this initiative.
Community learning centers
Through the installation of Community Learning Centers, Coca-Cola FEMSA Colombia, in partnership with the
47
Global vision
Mexico
2009
Employment (1):
Investment Ps. million
Investment US $ million
Social programs
Programs (2)
•US $ million
People benefited
1
2
$
$
$
$
85,364
9,514
701
955
165
226
376
26
1,173.9
86.4
8,895,359
Support and recognition of academic performance
Through various initiatives, FEMSA companies recognized academic excellence among the children of our
employees. Niños KOF, a Coca-Cola FEMSA program
carried out in 2009, recognized more than 5,500 students, and in the history of the program has recognized
the academic achievement of more than 18,000 chil-
dren and young people. Meanwhile, FEMSA Comercio
awarded the CuadernOXXO prize to 25 young people,
distributing backpacks and school supply kits. Additionally, FEMSA Logística distributed the Knowledge Prize
to 55 children of employees who had attained a grade
point average of more than 9.0 out of 10. FEMSA companies also participated in scholastic support programs and the distribution of school supplies to help
our employees defray educational expenses.
Summer programs
During the summer vacation period, Coca-Cola FEMSA
and FEMSA Empaques led various programs aimed at
employees’ children. The activities were attended by
close to 8,300 children and young people.
Health and wellness
Charting my Own Destiny
This program is aimed at encouraging young people to develop skills for making better decisions in all aspects of their
lives. Through hands-on experience and reflection, students
develop social and cognitive skills and emotional self-control. In 2009, we reached 459,000 students in public and
private schools in the states of Campeche, Chihuahua, and
Nuevo León in Mexico. Since its inception in 2007, Charting
my own Destiny has touched the lives of 515,000 young
people, and based on its encouraging results, it was made a
flagship program, so that it can be expanded to more Mexican states and other countries in Latin America.
Sports tournaments
To encourage healthy cooperation and camaraderie, our
employees took part in various sports tournaments in
2009, including bowling and soccer tournaments at
FEMSA Comercio, FEMSA Empaques, and FEMSA Cerveza,
involving more than 8,800 employees.
Safe Worker
To motivate our employees to be safe on the job,
FEMSA Logística created an award called Safe Worker.
This program recognizes workers who have an accidentfree track record at the company. In 2009, 75 of our employees received this award.
48
Coca-Cola Cup
Sponsored by The Coca-Cola Company and bottlers of
The Coca-Cola system, the Coca-Cola Cup is a soccer
tournament held in Latin America. In 2009, from Mexico
alone, 85,000 children participated, of which 13,600 took
part in the more than 850 Coca-Cola FEMSA teams.
Conductor Designado® (Designated Driver)
Since 2002, Cervecería Cuauhtémoc Moctezuma has implemented a program in Mexico called Conductor Designado® (Designated Driver), aimed at creating awareness among drivers to refrain from drinking before they
get behind the wheel. In 2009, more than 40,200 drivers
registered to sum 175,800 drivers since 2002.
Sports volunteers
Through this program, 38 enthusiastic employees from
Cervecería Cuauhtémoc Moctezuma donated more than
1,580 hours to transmit corporate values through sports
activities to a group of 86 children from the municipality
of Santa Catarina, in Nuevo León, Mexico.
PRO
OXXO continued to support its rounding-up program
in its more than 7,300 stores in Mexico. Through this
program, and thanks to the generosity of clients who
agreed to round up their checkout ticket to the nearest peso, we were able to support a number of NGOs
involved in environmental care, health, and social assistance, among other fields. In 2009, our clients donated
US $5.2 million, which supported 187 institutions in 60
cities. Since PRO began in 2002, OXXO has channeled
US $24.9 to 877 institutions.
GRI EN26
Environmental care
Oxodegradable bags
In 2009, we introduced oxodegradable bags, an environmentally-friendly form of packaging in all of our OXXO
stores in Mexico. We also continued to promote the rational use of these bags among clients.
Rainwater capture
FEMSA Cerveza introduced new technologies in the production process which allow for the capturing of rainwater. In 2009, this program was introduced in the Toluca
and Guadalajara operations and, as a result, 41,600 cubic
meters of water were saved.
OXXO Ecology Award
The OXXO Ecology Award, which begun in 1996 in
Monterrey, Mexico and today also takes place in the
cities of Chihuahua and Hermosillo, promotes awareness of environmental care and preservation in Mexican
schools. Schoolchildren, teachers, and parents organize
Ecology Clubs to collect recycling materials, prepare
compost, build and maintain school vegetable gardens,
clean up public areas, and other activities. In 2009,
more than 177,100 children took part in the program.
Continuous training for retailers
Through the Continuous Training for Retailers program, Coca-Cola FEMSA supports the development
of retailers in its traditional sales channel. The program
gives retailers the opportunity to become micro business
owners, therefore improving their business. In 2009,
employees from the company volunteered as instructors, training 250 people during 90 days.
49
Global vision
Venezuela
GRI 4.12
2009
Employment (1):
Social programs
Programs (3)
•US $ thousands
People benefited
1
2
3
$
$
$
$
8,176
2,524.4
186
44
10
4
30
2
6.2
460.2
274,885
GRI LA11
School for Business Excellence
With this initiative, all the training activities taught on site
are consolidated under one program. In 2009, US $1.5
million were destined to this program.
Health and wellness
Valencia Manufacturing and Logistics Olympics 2009
In 2009, under the slogan “Say Yes to Sports and NO
to drugs,” Coca-Cola FEMSA Venezuela held its first
Manufacturing and Logistics Olympics in Valencia in 2009. Over a three-day period, more than 300
employees from our central offices and plants at Antímano, Barcelona, Maracaibo, and Valencia took part in
basketball, volleyball, indoor soccer, and other tournaments.
Vamo’ a Jugá’
Since 2009, Coca-Cola FEMSA Venezuela has supported a program run by The Coca-Cola Company called
Vamo’ a Jugá’ (Let’s Play). The program promotes
sports and encourages children from underprivileged
communities to develop their skills and discover their
talents. In addition to attending baseball clinics and
gaining practical experience with professional ball players, participants receive a sports kit, a printed manual
with technical basics on playing this popular sport, and
an attendance certificate. A series of workshops for
coaches were also held. In 2009, the program reached
close to 1,000 children from Caracas and elsewhere in
the country, and in 2010 we expect to benefit more
than 10,000 young people through the same program.
El Nacional in the Classroom
With the aim of promoting reading for young people
and teach them about different literary genres, in 2009,
Coca-Cola FEMSA supported a program called El Nacional in the Classroom. The program involved mass
publication of educational material that invited readers
to become aware and learn more about the various types of literature.
GRI 4.12 and EN13
Environmental care
Beach cleanup days
Employees of Coca-Cola FEMSA Venezuela and their families took part in the Beach Cleanup Day. Besides collecting 16 metric tons of trash, attendees showed that caring
for the environment can be enjoyed with the family.
50
GRI 2.5, 2.9, 3.1, 3.2, 3.3, 3.5, 3.6, 3.7, 3.8, 3.10, 3.11, and 3.13
About this report
This is our fourth Sustainability report, being the most
recent after the publication of our 2008 report which
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Cerveza, and FEMSA Comercio, as well as the StrateCaimaneras de Béisbol
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full comparability against the 2008 report.
corroborated this through subjects of interest raised by
our various stakeholders through a number of communication channels, and confirmed them through an analysis
of sustainability reports by other leading companies engaged in the same industries.
Cuidado
ambiente
Figures
in USdel
$ aremedio
based on
the average exchange rate
during 2009: US $1.00 = Ps $13.5723.
Jornadas de Limpieza de Playas
Colaboradores
de Coca-Cola
FEMSA
Venezuela
y sus
faFor
financial results,
such as total
revenue,
income
from
milias, participaron por xx año consecutivo en la Jornada
opertions, and net income, the exchange rate was that
de Limpieza de Playas. Además de convertirse en ejemplo
as
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paraofsuDecember
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New York
milia se
disfrutar
del cuidado
del medio
and Mexican Stock Exchange.
Because of the nature of its activities as a non-profit
organization, we have presented in a separate chapter a
summary of the main activities of FEMSA Foundation.
In a fourth section, we offer a summary of the main
activities and figures in each of the countries where
FEMSA operates. To conclude, followed by the GRI indicators index, we provide a list of recognitions received in 2009, and a public statement of our support for
the 10 principles of the United Nations Global Compact.
For the second year in a row, our reporting methodology followed the indicators recommended by the Global
Reporting Initiative (GRI G3), which are today the standard indicators in the industries in which we participate.
This year we added 40 indicators to those reported last
year, when we reported a total of 64 indicators.
To define the content of this report, we followed two criteria: the first was to report information on the same indicators included in the 2008 document, and the second,
to include indicators that are material to our business. We
Furthermore, and for the purposes of clarity, we have
presented the information in four sections: the first
contains a message by our Chairman of the Board and
Chief Executive Officer, followed by a description of
the company, its foundations, values, and business
philosophy. The second section describes the four
core areas of our corporate social responsibility scheme:
Health and wellness
Environmental care
As part of our process of ongoing improvement, this
report is the first to have been checked by the GRI,
thus validating adherence to the indicators.
For the second year in a row, our reporting methodology
followed the indicators recommended
by the Global Reporting Initiative (GRI G3), which are
today the standard indicators in the industries in which
we participate.
51
GRI 3.12
GRI Index
Index of Global Reporting Initiative (G3) indicators
GRI
Indicator Contents
1.
1.1
1.2
2.
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
3.
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.10
3.11
3.12
3.13
4.
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
Page
Strategy and analysis
Statement of the Chairman of the Board and Chief Executive Officer
2
Impacts, risks, and opportunities
2
Company profile
Name
Inside back cover
Brands, products and/or services
Foldout
Operating structure
Foldout
Headquarters
4
Countries where the company operates
Foldout and 51
Nature of ownership and legal form
Foldout and 9
Markets served
Foldout
Scale of the reporting organization
Foldout
Significant changes during the reporting period
51
Awards received
Inside back cover
Report parameters
Reporting period
51
Date of most recent previous report
51
Reporting cycle
51
Contact point
Inside back cover
Process for defining report content
51
Boundary of the report
51
Specific limitations on the scope of the report
51
Basis for reporting on joint ventures
Foldout and 51
Effect of any re-statements of information in earlier reports
51
Significant changes from previous reporting periods
51
Content index
52
External assurance
51 and Inside back cover
Governance, commitments, and engagement
Governance
9
Governance
2
Governance
9
Governance
9
Governance
9
Governance
8
Governance
9
Mission or values, codes of conduct, and relevant principles
8
Governance
9
Processes for evaluating highest governance body’s performance
9
Precautionary principle
9
Economic, environmental, and social charters,
7, 8, 19, 22, 28,
principles, or other initiatives
43, 45, 46, 47, 50, and Inside back cover
4.13 Presence in associations
7
4.14 Stakeholders
6
4.15 Stakeholders
6
4.16 Stakeholders
6
4.17 Stakeholders
6
Economic performance
Disclosure on Management Approach
Foldout, 4,8,22,25 and 26
EC1
Direct economic value
Foldout, 4, and 22
EC2
Financial implications, risks, and opportunities due to climate change
n/a(1)
EC3
Benefit plan obligations
15
EC4
Significant financial assistance
26
EC5
Entry level wage
15
EC6
Suppliers
25
EC7
Procedures for local hiring
12
EC8
Infrastructure investments and services provided
primarily for public benefit
22, 24, and 45
EC9
Indirect economic impact
4
Environmental performance
Foldout, 5, 28-41
EN1
Materials used by weight or volume
n/a(2)
EN2
Recycled input materials
36
EN3
Direct energy consumption by primary source
n/a(2)
EN4
Indirect energy consumption by primary source
n/a(2)
EN5
Energy saved
31
EN6
Energy-efficient or renewable energy based products
32
EN7
Initiatives to reduce indirect energy consumption
32
EN8
Total water withdrawal by source
n/a(3)
EN10 Water recycled and reused
30
(1)
(2)
(3)
(4)
(5)
GRI
Indicator Contents
Page
EN11
EN12
EN13
EN14
EN15
EN16
EN18
EN19
EN20
EN21
EN22
EN23
EN24
EN25
Land adjacent to protected areas
31
Significant impacts of activities on biodiversity in protected areas
31
Habitats protected or restored
31, 45, and 47
Strategies for managing impacts on biodiversity
31
Number of species affected by operations
31
Total greenhouse gas emissions
33
Initiatives to reduce greenhouse gas emissions
31
Emissions of ozone-depleting substances
33
NOx, SOx and other significant air emissions
33
Total water discharge
30
Total weight of waste
36
Total number and volume of significant spills
30 and 36
Hazardous waste
36
Status and biodiversity value of water bodies
affected by discharges of water and runoff
30
EN26 Initiatives to mitigate environmental impacts
28, 30, 35, 43, and 49
EN27 Reclamation of packaging materials
35
EN28 Monetary value of significant fines
9
EN29 Environmental impacts of transporting products
34, 35, and 46
EN30 Environmental investment
28
Labor practices and decent work
5,8-19
LA1
Employment
Foldout and 12
LA2
Employment
Foldout
LA4
Collective bargaining agreements
12 and 14
LA5
Notice period(s) regarding operational changes, including whether
it is specified in collective agreements
n/a(2)
LA6
Workforce represented in health and safety committees
14 and 18
LA7
Rates of injury, occupational diseases, lost days and absenteeism,
and number of work-related fatalities
n/a(2)
LA8
Health education
18
LA9
Health and safety topics in agreements
18
LA10 Training
13 and 43
LA11 Skills management and lifelong learning
13, 15, 43, 46, and 50
LA12 Employees receiving performance and career development reviews
15
LA13 Diversity indicators
9, 12, and 13
LA14 Ratio of basic salary of men to women by employee category
n/a(2)
Human rights
5,8-16,18,19 and 26
HR1 Investment agreements that include human rights clauses
n/a(4)
HR2 Suppliers and contractors that have undergone screening on human rights n/a(4)
HR3 Employee training in human rights
14
HR4 Incidents of discrimination
9
HR5 Risks and actions to support freedom of association
14
HR6 Risks for incidents of child labor
26
HR7 Risks for incidents of forced labor
26
HR8 Security personnel trained in human rights
14
HR9 Violations to rights of indigenous people
9
Social performance
Foldout, 5-9 and 22
SO1 Programs to assess impacts of operations on communities
22 and 24
SO2 Risks related to corruption
8
SO3 Employees trained in anti-corruption policies
8
SO4 Actions taken regarding incidents of corruption
9
SO5 Public policy and lobbying
7
SO7 Anti-competitive behavior, anti-trust, and monopoly practices
9
SO8 Fines and non-monetary sanctions for non-compliance with laws
9
Product responsibility
4-9
PR1
Life cycle stages in which health and safety impacts of products
and services are assessed
n/a(5)
PR2
Non-compliance with regulations of health and safety impacts of products
6
PR3
Product and service information
6
PR4
Product and service information
6
PR5
Practices related to customer satisfaction
6
PR6
Adherence to laws related to marketing communications
6
PR8
Customer privacy
9
PR9
Monetary value of fines for non-compliance with laws and regulations concerning
the provision and use of products and services
9
We have no quantified data, although we are working on the detection of risks and opportunities to face the consequences of climatic change.
Not available as we are in the process of homologating the information in the various operations in the different countries.
Currently considered as confidential information.
This information is not monitored regarding percentage and number, although we maintain strict controls to promote compliance with our Code of Business Ethics and Corporate Policies, and promote that reports be made in case of non-compliance.
Because of the diversity of our products and the nature of each Business Unit, this information is not available at present. However, we strictly comply with the regulations related to the impacts our products might have regarding the health and safety of our
clients.
52
GRI 2.10
Social Responsibility
Recognitions 2009
FEMSA
Socially Responsible Company (CEMEFI)
Ethics and Values in the Industry
(CONCAMIN)
Best Social Responsibility Practices by a
Business. Environmental Category (CEMEFI)
Educational Leadership (Worldfund)
FEMSA Cerveza
Mexico
Best Social Responsibility Practices by a
Business. Environmental Protection and
Responsible Consumption Category (CEMEFI)
Clean Industry (PROFEPA)
Coca-Cola FEMSA
Mexico
Argentina
Brazil
Colombia
Nicaragua
Great Place to Work
(Great Place to Work Institute)
Planet Trophee (The Coca-Cola Company)
Time Bank Award (President’s Office)
In Favor of Peace (Ministry of Commerce,
Industry and Tourism, Konrad Adenauer
Foundation and GTZ)
Regional Award for the Cleanest Operation
(Cleanest Operation Center)
FEMSA Comercio
Recognition to the OXXO Ecology Award
(Government of the State of Sonora)
Strategic Procurement Area
FEMSA
Empaques
FEMSA
Logística
Socially Responsible Company
(CEMEFI)
Exports Award
(Government of the State of Querétaro)
Socially Responsible Company
(CEMEFI)
National Safety Award (ANTP)
Safe Industry (STPS)
GRI 4.12
Support for United Nations
Global Compact
We ratify our support for the
10 Principles of the United Nations Global Compact:
Human rights
Principle I: Businesses should support and respect the protection of
internationally proclaimed human rights.
Principle II: Business should make sure that they are not complicit in human
rights abuses.
Labour conditions
Principle III: Businesses should uphold the freedom of association and the
effective recognition of the right to collective bargaining.
Principle IV: Businesses should uphold the elimination of all forms of forced and
compulsory labor.
Principle V: Businesses should uphold the effective abolition of child labor.
Principle VI: Businesses should uphold the elimination of discrimination
in respect of employment and occupation.
Environment
Principle VII: Businesses should support a precautionary approach
to environmental challenges.
Principle VIII: Businesses should undertake initiatives to promote greater
environmental responsibility.
Principle IX: Businesses should encourage the development and diffusion
of environmentally friendly technologies.
Anti-corruption
Principle X: Businesses should work against corruption in all its forms, including
extortion and bribery.
GRI 2.1 and
3.4
CONTACT IN
FORMATION
FEMSA Corp
orate Com
munity Affai
Communicat
rs and
Social Respo
Carolina Alvea ions
nsibility
r Sevilla
Jaime
Ka
Toussaint Elos
úa
Anik Varés Le
al
Phone: (52)
81-8328-6
148
Fax: (52) 81
-8328-611
comunicacio
7
n@fe
rla Torres Eliz
ondo
Phone: (52)
81-8328-6
046
Fax: (52) 81
-8328-611
7
e-mail:
msa.com
FEMSA (Fom
ento Económ
ico Mexica
General Ana
ya 601 Pte. C no S.A.B. DE C.V.)
ol. Bella Vista
Monterrey, N
uevo León M
éxico C.P. 64
410
www
.femsa.com
sustainability report
2009
General Anaya 601 Pte. Col. Bella Vista
Monterrey, Nuevo León México C.P. 64410
www.femsa.com

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