Sustainable Development report of CCC 2011

Sustainable Development Report

More information at www.ccc.es

1

contents

1. STATEMENT BY THE CHIEF EXECUTIVE .............................................................................. 3

2. FRAMEWORK OF ACTION ....................................................................................................... 4 2.1. Transparency........................................................................................................................................................................................................ 5

2.2. CorporateEthics............................................................................................................................................................................................... 5

3. RESPONSIBLE CONSUMPTION: What we do to combat irresponsible drinking.......... 6 3.1. Self-regulation...................................................................................................................................................................................................... 6

3.2. Informationandprevention.....................................................................................................................................................................7

4. SUPPLY CHAIN: enhancing business development around us ....................................... 9

5. CONTRIBUTION TO THE COMMUNITY .................................................................................11 5.1. CorporateSocialInvestment................................................................................................................................................................. 11

5.2. Culturalandsportsactivities................................................................................................................................................................14

6. CONSUMERS AND CLIENTS: Their satisfaction, our raison d’être ................................15 6.1 Clients.........................................................................................................................................................................................................................15

6.2. Consumers..............................................................................................................................................................................................................16

7. THE TEAM: Our main competitive advantage ...................................................................18 7.1. TrainingandDevelopment....................................................................................................................................................................18

7.2. EqualOpportunities.......................................................................................................................................................................................19

7.3. InternalCommunication..............................................................................................................................................................................21

7.4. SocialBenefits................................................................................................................................................................................................... 22

7.5. Participation..........................................................................................................................................................................................................23

7.6. Occupationalhealthandsafety........................................................................................................................................................23

8. THE ENVIRONMENT: Reducing our footprint ....................................................................25 8.1. Consumptionofnaturalresources..............................................................................................................................................25

8.2. Wastegenerationandtreatment.................................................................................................................................................30

8.3. Packagingmanagement........................................................................................................................................................................30



3

The most effective way for Compañía Cervecera de Canarias tomeet our sustainable development targets is by ensuring that ourbusinessgrowsand issuccessful.Weunderstandthatouractivity isnotseparatefromsociety:wearesimultaneouslyanemployer,client,supplierandtaxpayer.Ourinterestsandthoseofthewidercommunityareinextricablylinked.

Webelievethattobuildcompetitiveedgeandprofitability,sustainabledevelopmentmustbepartofwhatwedoeveryday.Thisiswhy,eightyearsago,webegantointegrateit intoourdecision-makingandthewaywemanagethecompany.

Despitethechallengesimposedbythecurrenteconomicclimate,wehavecontinued to invest in sustainabledevelopment to thevalueof€2.8million 15%ofouroperatingprofit.

Ourdeterminationtoreduceourenvironmentalfootprinthasledtoafurtherreductioninwaterandfuelconsumption,withanensuingdecrease ingreenhousegasemissions.Whileweareachievingpositiveresults inmost indicators,othersneedparticularattention ifwearetomeettheambitioustargetswehavesetforourselves.

Toincreasetrainingforourteaminthecontextofcostconstraints,ourprofessionalshaveprovidedin-housetraining,contributingtheirknowledgeandensuringthatthenumberoftraininghourshasgrownby33%to5.3daysperemployee.

Webelievethataneffectivesolutioncanturnanunhappyconsumerintoasatisfiedandloyalone.Severalinitiativeshavethereforebeenintroducedtoreduceresponsetimesandenhancetheserviceweprovidetoourcustomers.

Ourcommitmenttopromotingresponsibledrinkingisreflectedinouralcoholconsumptionpolicy.Thealcoholpolicytrainingplanhasbeenextendedtoincludeallemployees,therebyprovidingthemwiththeinformationandtoolstopromoteresponsibleconsumptionintheirprofessional,homeandsociallives.

Inthepastyear,wecontinuedoureffortsincorporatesocialinvestmentbydefininganewstrategytoguideourapproach.Asaresult,wehaveincreasedourcontributioninaneconomicclimatethatadverselyaffectsmanypeopleandthatwerealizedrequiredofusagreatereffort.Wehaveinvestedresourcesto the value of over €126,000 (which represents 0.66% of our income before tax), increasing ourparticipationinvarioussocialprogrammesby56%.

In thefollowingpages,youwill findmoreexamplesofoursustainabledevelopmentperformance,withemphasisonpositive results achievedbut alsoon areas requiringspecific improvement andincrementaleffort.

Weunderstandthatsupportingenvironmentalandsocialinitiativesisrequiredofusandthatasustainableapproachtobusinessisboththerightthingtodoandcentraltolongtermsuccess.Withthisbusinessphilosophy we will overcome the challenges of the current economic environment and emergestrengthenedtomakeasustainable,positivecontributionformanyyearstocome.

1. Statement by the Chief Executive



4

Ourapproachtosustainabledevelopmentisbasedontenprioritiesinvolvingkeyissuesforourbusiness,

forouremployeesandforthevariousstakeholdersweassociatewithsuchasclients,consumers,suppliers

andthewidercommunity.Theseprioritiesfocusonthemainenvironmental,economicandsocialrisksand

opportunitiesthatwefaceandprovideuswithaseriesofsolidprinciplesthathavebeenintegratedinto

thecompany’sstrategy,planninganddecision-making.

Theseprioritiesareasfollows:

4 Todiscourageirresponsibledrinking

4 Tooptimizewaterconsumption

4 ToreduceenergyconsumptionandCO2emissions

4 Topromotethereuseandrecyclingofcontainersandpackaging

4 Torecycle100%ofwaste

4 Toinvolvealltheelementsofthesupplychaininourcommitmenttosustainability

4 Toencouragesocialinvestmentinthecommunity

4 TocontributetoreducingtheimpactoftheHIVvirus

4 Torespecthumanrights

4 Tofurtherobjectiveknowledgeaboutthecompanythroughtransparency.

We are committed to achieving minimum standards in each priority by concentrating on those that

arecritical forourenvironment.These requirements, however, arenotstatic andevolveasneedsare

detected,enablingustobuildontheobjectivesmetandtointroducenewchallenges.

Inordertodetermineourprogressinthesepriorities,weusetheSustainabilityAssessmentMatrix(SAM),

asystemdevelopedbySABMillerthatmeasuresover300indicatorsonasix-monthlybasis.

2. Framework of action

Evolution of sustainable development indicators

4.00

3.50

3.00

2.50

2.00

1.50

1.00

0.50

0.00

Alcohol

Wate

r

Energy

Packagin

g

Waste

Supply chain

Corpora

te so

cial in

vestment

Human rights HIV

Transp

arency

TOTA

L

F08F09F10EUROPE AVG



5

Transparencyunderpinsourapproachtosustainabledevelopmentand,inthebroadestsense,totherest

ofourbusiness.Consumerswanttoknowthatourbrandsareofconsistentlyhighquality.Ouremployees

wanttoworkforafirmthatishonestandcommittedtoactingresponsibly.Ourpartnersandsuppliers

wantahealthyrelationshipwithus,andthecommunityinwhichweoperatewantstoknowthatweare

concernedabouttheirqualityof lifeandtheenvironment. Inshort,webelieveit isextremelyimportant

tobetransparentinwhatwedoandtoopenlycommunicatebothoursuccessesandthoseareaswhere

targetshavenotbeenmetandneedimproving.Thisreportaimstoservebywayofexample.

Once again, our results in assessing themain indicators thatmake up the tenpriorities for sustainable

developmentcanbeconsultedintheonlineversionofthisreportatwww.ccc.es.

Thisreportisdeliveredtoallthecompany’semployees,inadditiontothelocalauthoritiesandimportant

figuresinthecultural,economicandsociallifeoftheCanaryIslands.Wehave,however,receivedrequests

forfurtherknowledgeofouractivity,particularlyfrommembersofourteam.Thisyear,therefore,special

attention will be given in particular to the internal communication of our achievements in sustainable

development.

CompañíaCerveceradeCanarias(CCC)hasarecentlyupdatedcodeofethicsthatappliestoallemployees

andthirdpartiesactingonbehalfofthecompany.Throughoutthisyear,significantprogresshasbeenmade

toembedethicalprinciplesinthecompanyvis-à-visrelationswithoursuppliers.Thisyear,forthefirsttime,

whencommunicatingourcodeofethicstoourmainsuppliers,wehaverequestedtheyacknowledgethat

theyunderstandandacceptitsterms.Inthisway,atwo-foldcommitmentofrespectanddefenceofthe

ethicalpracticesoutlinedissealed.

Inadditiontotheserulesandregulations,in-housetrainingsessionswereintroducedthisyeartoexplainthe

newalcoholpolicyforemployees aframeworkthatdefinesbehaviourpatternsthecompanyexpects

ofitsemployeesregardingalcoholconsumption.Theseguidelinesenvisagethebanonbeerconsumption

duringworktimeanditsexceptions,aswellasrulesforcompanyeventsandsupportmeasuresforproblems

ofalcoholdependence.

5

2.1. Transparency

2.2. Corporate Ethics



6

Theimmensemajorityofourconsumersdrinkand

enjoy our brands responsibly. However, a small

minoritydrinktoexcess,whenabouttotakethe

wheelorwhenunderage.Forthisreason,atCCCwe

acceptourresponsibilityinthismatterasregards

maintaining moderation guidelines, by promoting

educational and preventative campaigns that

contributetocombattinginappropriatedrinking.

Irresponsibledrinkingisnotpartofourcommercial

interests.Weshareacommonpointofviewwith

the World Health Organization (WHO) and their

strategy to reduce the harm brought about by

alcohol abuse. As part of the international group

SABMiller and the European and Spanish beer

industry, we are committed to working to stop

irresponsibledrinkingandtoreducealcohol-related

harm.Tothatend,webelieveinaseriesofgeneral

principles:

4Our beer helps the immense majority of our

consumerstoenjoylife

4Weareconcernedabouttheharmfuleffectsof

irresponsiblealcoholconsumption

4Weengagestakeholdersandworkwiththemto

addressirresponsibledrinking

4Alcoholconsumptionisforadultsandisamatter

ofindividualjudgementandaccountability

4The information we provide consumers about

alcohol consumption should be accurate and

balanced

4Weexpectouremployeestoaspiretohighlevels

ofconductinrelationtoalcoholconsumption.

Proof of this commitment is our participation in

several ongoing projects that are giving good

results, including the follow-up of various self-

regulationcodesandeducationalandpreventative

strategiesincollaborationwithseveralinstitutions.

3. Responsible consumption: What we do to combat irresponsible drinking

Since1995,CCChasadheredtotheSpanishbeer

industry’s self-regulation code. This pioneering

agreementinthecountry’sfoodanddrinksector

ensures that all commercial communications

about beer are legal and honest, with particular

emphasis on protecting the underage. This

codewas revised in 2003 and2009 to include

stricterlegalmeasuresandisendorsedbyseveral

consumer associations and by Autocontrol, the

Spanish independent advertising auditing and

follow-upbody.

3.1. Self-regulation



7

In addition to this commitment document,

CCChasdefinedanowncode,theCommercial

Communication Code, which complements

the former and largely ensures the inclusionof

messagesaboutresponsibledrinkinginallbrand

promotionalandpackagingmaterials.

Forthepurposeofextendingourcommitment

inthisarea,throughouttheyearallmembersof

themarketing,trademarketingandsalesteams,

aswellasournearestcommunicationsuppliers,

haveparticipatedinupdatesessionstokeepthe

spiritofourself-regulatorypolicyalive.

As we had envisaged last year, a training plan

forallotheremployeeshasbeendesignedand

set in motion. The plan will continue all year

providingstaffwithastartingpointfromwhich

tocomprehend,debate and adopt their role in

promotingresponsibledrinkingintheirworking,

familyandsociallives.

Our challenge for the future lies in concluding

training in thenewalcoholpolicy forpersonnel

and in improving the reviewing system for

communication materials to optimize their

adaptationtoself-regulatoryprinciples.

3.2. Information and prevention

Asmentioned above, the information about alcohol consumptionweprovide for consumers shouldbe

accurateandbalanced.

AspartofSABMiller,wehavecollaboratedintheongoingdevelopmentofhablemosdealcohol.com,aweb

pagedesignedtohelpconsumersmakeinformeddecisionsaboutalcoholanddrinkingmoreresponsibly.

Thischannel isasourceofdataforconsumers,healthcareexpertsandprofessionals,ownersofalcohol-

selling premises, political authorities and parents,

amongothers.

AtallperformancesintheDoradaenVivoconcert

series, we set up stands where everyone who

showedtheircarkeyordriver’slicencewastreated

to a Dorada Sin. We also provided them with

importantinformationaboutdrinkinganddriving.A

similaractivitywascarriedoutwiththosepresent

at the Islas Canarias international rally that we

sponsoredin2009.

Asmembersofthebeersector’sassociation,CervecerosdeEspañaorBrewersofSpain,weparticipate

invariousinitiativesincollaborationwithpublicandprivatebodies,consumerandhospitalitymanagement

associations,roadsafetyassociationsandmedicalsocieties.Theseactivitiesarealwaysaimedatspecific

collectivesforbestresults.



8

Los padres tienen la palabra(It’sovertotheparents).Asalcoholconsumptionamongchildrenandteenagers

hasbecomeaweightypublichealthissue,itisparticularlyimportanttoidentifythefundamentalreasons

behind thecurrentbehaviourof theyouthof today.According todifferent research, parents andpeer

groupshavethemostinfluence,hencetheimportanceofthiscampaignwhichtargetsparentsinorderto

encouragetheirinvolvement.

Un dedo de espuma, dos dedos de frente(Oneinchoffoamandouncesofcommonsense).Setupin2000,

thiscampaigntargets thepublic ingeneral andyoungpeople inparticular recommendingmoderateand

responsiblebeerdrinking.AcreativecompetitionofTVspots,graphicpostcardsandmicro-talesreaches

outtoyoungpeopleandinvolvesthemindesigningthecampaignthatwillthenbepublicizedinsettings

frequentedbythispublic,includingsocialnetworks.

La Carretera te pide SIN (TheRoadSays

No).Thiscampaign,whichbeganin2000,

putsacrossthemessagethatdrinkingand

driving are incompatible. The message

targets drivers and society in general,

as well as driving school pupils, and

proposes the alternative of non-alcohol

beer.Informationintheshapeofgraphical

material is displayed at service stations

anddrivingschoolsandbackedupbyan

advertising campaign and informational

leaflets handed out at restaurants, bars

and coffee shops to raise awareness

amongprofessionals in thesector about

the importance of not serving alcoholic

beverages if they think customers are

going to drive. In acknowledgement of

efforts made to raise awareness about

road safety over the last ten years, the

SpanishTrafficDepartment has awarded

theMedallaalMéritoormedalofmeritfor

roadsafetytoCervecerosdeEspaña.

Un embarazo Sin (Alcohol-freepregnancy).

The objective of this campaign is to

remindwomenoftheincompatibilityofdrinkingduringpregnancyandtorecommendnon-alcoholbeeras

analternativetootherbeer.Informationalmaterialisdesignedbymedicalexpertsandtargetsspecialistsand

pregnantwomen(orthosewhothinktheymaybe).Itcontainsinterestingdocumentationaboutconsuming

non-alcoholicbeveragesandadviceaboutfollowingacompleteandbalanceddiet.



9

The decisions we usually take about where

we purchase our raw materials, equipment and

services are abalancebetween the carry-over

effectofouractivityonthelocaleconomyand

the need for cost efficiency.We are awareof

ourroleingeneratingwealthintheregionandare

committedtobuyingfromlocalsuppliers,while

attemptingtotakeadvantageofthepossibilities

openedupbybelongingtoaninternationalgroup

in order to gain access to global contracts in

conditionsthatwewouldnotreachonourown.

Aresultofthisprocessconditionedbymarket

restrictionswasa17%reductionlastyearinthe

volume of purchase which affected provisions

acquiredintheCanaries(-13%)toalesserextent

thanthoseacquiredexternally(-20%).

Despitehavingreducedthenumberofsuppliers

in order to strengthen and improve our

managementwith long-term agreements, 62%

ofoursuppliersarelocatedintheCanaries.

4. Supply chain: enhancing business development around us

In Canaries

Not in Canaries

Value of procurement by location (€ million)

F07 F08 F09 F10

44

3740

37

42

46,347 45,6



10

The principles of sustainable development are

instilled into the main suppliers of our supply

chain in such a way that they are committed

to following up, measuring and improving the

rates they consider important in the process.

Accordingly, emphasis is placed on measuring

consumptionrelatedtoenergysourcesandraw

materials, and to percentages of losses in the

manufacturingprocessandrecyclingrates.

Comparedwith lastyear,wehavemanagedto

spread our principles to more companies and

an increasing number are informing us of their

objectivesandprogressinsustainabilityissues.

Accordingtothetestimonieswereceive,itisthe

bigcompanies,ofwhichthemajorityarelarge-

scale international suppliers, that show greater

concern for the development of policies of

corporateresponsibility.Evidently,considerable

potential affiliations to practices of sustainable

developmentarestillpossibleandCCCismaking

everyefforttoensurethatmoreandmorefirms

adhere to this business philosophy. We do

so by working with our suppliers, sending our

annual reports to a wide range of public and

private institutions, participating in professional

sustainability forums and visiting higher

educationandbusinesseducationcentres.

Inadditionto900directjobs,wecalculatethat

ourpresenceintheCanariesgeneratesafurther

7100jobs.Moreover,ouractivitydirectlyaffects

around 138 farmers and stockbreeders who

benefit from a by-product of beer production

whichprovidestheir landsandtheircattlewith

totallyecological,highlynutritionalcompostand

fodder,respectively,andmuchmorereasonably

pricedthanconventionalproducts.



11

Thedevelopmentofourbusinessisinextricablylinkedtothewell-beingofthewidercommunityinwhich

weoperate.Ourcommitmenttothiscommunityisnotexclusivelyphilanthropicorreputational,though

theconsequencescancertainlybebeneficial.Wefirmlybelievethatsuccessfulcompaniesarethosethat

meettheneedsoftheirclientsandconsumers,generateemploymentandimprovethequalityoflifefor

thosearoundthem.Theyarefirmsthat,byprovidinggreateropportunitiesforgrowth,betterqualified

employeesandmoreprosperouscommunities,therebyenhancetheirownprogress.

5. Contribution to the community

Wedefinecorporatesocialinvestmentasacontribution

tooran investment inpersonsororganizations incash,

know-how, our employees’ time or our equipment

thatwillenable themtoevolvewhilehelpingsustainan

environment in which we can do business in a suitable

manner. In short, what we are doing to help the local

communityandwhatmayhaveadirectorindirecteffect

onthedevelopmentofthecompany.

Last year, we continued to work hard in this area

and we have defined a new strategy to systematize

our corporate social investment. As a result we have

increased our contribution in an economic climate

wedeemedneedful of an extra effort.Thus,wehave

invested resources to the value of over €126,000,

increasingourparticipationinvarioussocialprogrammes

by56% 0.66%ofpre-taxprofits.

Thisnewstrategyofcorporatesocialinvestmenthasset

atargetof1%andrequiresustodirectouractivityeven

further,maintainingthesamepaceofhabitualcollaboration

and making greater efforts vis-à-vis initiatives whose

resultscanbemeasuredmoreeasily.

5.1. Corporate Social Investment

Our contribution in an economic climate like the current one required a greater effort



12

ADEPACADISFUERAldeasInfantilesANDENIAsociaciónAcogeryCompartirAsociaciónCorazónyVida(ChildCardiopathy)AsociacióndeHemofiliadeTenerife(HemophiliaAssociation)AsociaciónEspañolacontraelCáncerAsociación Mujeres Cáncer de Mama (BreastCancerAssociation)AsociaciónParálisisCerebralQuierosercomoTú(cerebralpalsy)ASORTECáritasDiocesana(charity)Charitabledinner,fairsandgalaforHaitiCentrodeAcogidaMadredelRedentorClubAdemiLions’ClubComedorHijasdelaCaridad(SoupKitchen)

InternationalCooperationRedCrossFUNCASORFundaciónCanariaQuesadaSánchez(foundation)FundaciónDeporteyDesafío(foundation)ParrotParkFoundationFundaciónPadreLarañaHermanasDominicasHermanasMªInmaculadaHermanasPurezaMariaHermanosLaSalleHogarSantaRitaManosUnidasNuevoFuturoProyectosdeAcciónSocialDonBoscoResidenciaTimanfayaRotaryClubSINPROMI(IslandAssociationforPromotingtheDisabled)

This is currently one of the most

pressingsocialprioritiesthatexist in

the Canaries and we have therefore

made additional efforts to increase

ourcollaboration.

The current economic climate has

led to increased demand for food

products by non-governmental

organizations in the region. CCC

has responded to this call and has

extendeditscustomarycollaboration

withthiskindofinstitutionbymaking

an extra-special contribution to

CanaryIslandsFoodBanksof172,800

units of one of its star products,

Appletiser, the 100% natural drink.

The Food Bank is a non-profit organization

supportedbyvolunteerswhoseobjectiveisto

recover foodsurplusand redistribute it among

theneedy,therebyavoidinganywasteormisuse.

Food Banks distribute the donated products

to other charitable and welfare institutions for

them to shareout among their beneficiaries. In

thecaseoftheCanaries,theyworkwitharound

220organizationsthatinturnreach45,034users

throughouttheentireregion.

Other institutions we have collaborated with

include:

Ourcommitment to thecommunity is also reflected in the supportwe lend to institutionsworkingon

initiativesdealingwithissuesweconsiderpriorityforthedevelopmentoftheCanaries,includingtourism

(CongresodeTurismodeTenerife,HotelesEscueladeCanarias and theCentrode IniciativasTurísticas

ortouristboard),watermanagement(FundaciónCentroCanariodelAgua),ruraldevelopment(Fundación

TenerifeRural)andtheenvironment.

5.1.1. Support for non-governmental organizations

5.1.2. Investments in the community


5.1.3. Academic activities

13

This commitment also applies to the two

local universities through our membership of

Fundaciones Universidad Empresa or business

foundationsandthroughthefinanceweprovide

forresearchintoissuesweconsiderofparticular

interest for our environment such as the

“Displacement of azeotropic points in solutions

by adding pyridine-derived ionic liquids” and

the “Evaluation of policies for the sustainable

developmentoftourismintheCanaries:Product

update,climatechangeandmarineresources”.

It iswidelyagreedthat there isadearthofspecialist training in theCanaries.AtCCCwebelieve

wecancontributeto improvingtheeducational levelofyoungCanary Islandersandsubsequently

enhance their preparation and integration into the business life of the region. Nineteen students

fromvariouseducationalcentresintheCanaries,mainlandSpainandabroadhavebeenincorporated

into internship programmes at company

headquarters,acquiringmanagementskillsinthe

followingareas:treasurer’sdepartment,financial

planning and analysis, financial control, human

resources,logistics,exports,engineering,supply

chain,procurementandstrategicplanning.

Moreover, several of our professionals have

taughtclassorgiventalksat localuniversities,

businessschoolsandvocationaltrainingcentres,

transmitting their know-how to a total of624

studentsinthefollowingareas:

BalancescorecardFinancialcontrolandplanningCommercialmanagementMarketingmanagementFinancialmanagementFinancefornon-financiersSupplychainmanagementComprehensivemaintenancemanagementTimemanagementEnvironmentalmanagementIntroductiontomarketingExportlogisticsInternationallogisticsReverselogisticsSponsorshipandcorporatesocialresponsibilityTechniquesfornegotiationsandsalespersonnel



14

Apartfromthevalidpromotionalobjectiveswe

seek forourbrandsbysponsoringcultural and

sportingactivities,CCCispresentatnumerous

events, contributing to enlivening the islands’

culturalagenda.

Despitethedifficulteconomicsituationandthe

widespread trend of cutting back on cultural

investment, CCC has kept a high level of

involvementandparticipationintheorganization

ofculturalandsportingevents.Notwithstanding

the logical adjustments imposed by current

circumstances, our brand participation in

activitiesofthiskindhascontinuedinpractically

everyisland,reachingaround200,000members

ofthepublic.

At many of these events, we have taken

advantagetospreadthemessageofresponsible

drinking,whichhasbeenthecaseattheDorada

en Vivo concerts where all concert-goers

who showed their car keys were treated to a

DoradaSin.Atsponsoredrallieswehaveshared

out information among spectators about non-

alcohol beer as an alternative beverage when

takingthewheel.

Atseveralconcerts,wehaveinstalledrecycling

points to raise awareness among the general

publicaboutrecyclingandtoreducethewaste

thatisusuallyleftbehindaftertheevent.

We have kept up our now customary level of

collaborationwithnumeroussocialandmunicipal

institutions, by providing them with resources

fortheiractivities.Beneficiariesincluderesidents’

associations, cultural centres, sports clubs and

eventscommittees.

events

5.2. Cultural and sports activities

ArrecifedelasMúsicasBeachUltimateLaCícersurfchampionshipPozoIzquierdoSpanishWindsurfChampionshipRoyalGolfClubofLasPalmasGolfTournamentRoyalGolfClubofTenerifeGolfTournamentFuerteventuraWindsurfWorldChampionshipElConfital-WQSSurfChampionshipElMédanoWindsurfChampionshipVargasWindsurfChampionshipDiningtoOperaMusicDoradaenVivoConcertsTourismCongressAgriculturalandLivestockFairTheatreandDanceFestivalSportsGalaoftheSportsPressAssociationHECANSAGastronomyCourseInternationalAnglingOpenRallyIsladeTenerifeRallyIslasCanariasInfantaCristinaRegattaPríncipeAsturiasRegattaPuertoCaleroRegattaRutadelGallo(tapasroute)SantaBlues(Music)InternationalTourBeachTennisAyto.SanMiguelGolfTournamentBananaGreenGolfTournamentClínicaNubisGolfTournamentCopaMelonerasGolfTournamentHotelTecinaGolfTournamentRadioClubGolfTournamentCostaAdejeGolfTournamentSportsPressAssociationGolfTournamentMercedes-BenzGolfTournamentBang-Olufsen–SegwayGolfTournament



15

Wewantourconsumerstoenjoyaproductof

consistentquality.Toensurejustthat,weusea

globalsysteminvolvingprofessionalbeertasters,

inadditiontoaseriesofmeasuresaspartofthe

manufacturingprocesstoassessqualityfroma

consumerperspective.Thisprocedure includes

aprotocolforthewithdrawalofproductsfrom

the market in the event of non-conformity to

standards,sothatwecanbethefirsttodetect

anybatchthatdoesnotmeettheconsistency

ofqualityexpected.

Withaviewtobringingthecompanycloserto

consumersandclients,inthelastfewyears,we

haveencouraged the useofour hotline,which

hasledtoamarkedriseincalls,mainly(99.8%)

for queries or commercial purposes. Around

0.03%arerelatedtoconsumercomplaints,while

0.17%arefromclientswhogenerallymakeuse

ofthedirectchanneltotransmitthem.

6. Consumers and clients: Their satisfaction, our raison d’être

Year on year, we carry out a three-monthly client satisfaction survey in order to discover how our

brandsandservicesarevaluedandsobeabletoimproveourwork.Inthisstudy,weincludetheextent

andthereasonsforclientsatisfactionandalsoanycomplaintsthatcanhelpusimproveclient-company

relations.

6.1 Clients



16

Wehavenowaddedaprogrammeofclient/consumer

proximitytothisstudy.Thissystemofapproachisbuilt

aroundcompanyemployeesundertakingfieldworkwith

clients,whichenablesustogain first-handknowledge

oftheirneeds.

Aspartofourcommitmenttothetransparencyofour

business, we understand that complaint management

should be public rather than confidential because it

reflects our behaviour in the market of which we are

sometimes unaware. Excellent complaint management

transforms adissatisfied client intoonewho is happy

andsatisfiedwiththecompany’scommitment.

Therehasbeena17%riseinthenumberofcomplaints

received,thelargestincreaseinvolvingserviceincidents

or queries. Those related to the state of the product

were about specificwithdrawals from themarketdue

to the non-compliance of quality standards stipulated

bythecompany.

Ourtarget inthisareaentails reviewingthesystemto

speed up real-time processing for the entire market

andtoassignanoperatorforeachcasetoprovidean

immediatesolution.

Client Complaints

Total no. reports Per product Various (services andadditional informationfor clients)

644706

824

523

121

649

57

690

134

F08

F09F10

Excellent complaint management transforms a dissatisfied client into a happy and grateful one

6.2. Consumers

Wearewitnessing a change in our buyers-consumers’ behaviour,which iswhywehavedecided to

scrutinizetheirpurchasinghabitsinordertoadaptouroffertotheirpreferences.Tothatend,wehave

undertakenseveralmarketstudies thatwillenableus toofferanoptimumrangeofourproductsand

reorganizeshelflayouttomaketheactofpurchasingmoregratifyingorintuitive,whilespeedingupthe

timeourcustomersspendbeforetheshelf.Wealsocontinuetoquestionconsumersaboutcustomsand

attitudesunderlyingthemorethan6000differentconsumptionoccasionswehavefound.



17

Inadditiontoactivelyseekinginformationfrom

thepublic,acallcentreorhotline,whosenumber

appearsonallourproducts,isavailabletoattend

toanyincident,queryorcomplaint.Inmuchthe

same way as we deal with client complaints,

consumercomplaintmanagement isalsopublic

becauseitreflectstheimpactofouractivityand

helpsuskeepourcommitmenttosatisfyingand

exceedingconsumerneeds.Excellentcomplaint

management transforms an unhappy consumer

into one who is happy and grateful for an

efficientsolutiontohis/herproblem.

The number of consumer complaints has

decreased slightly.Aswell as registering them

inrealtimeandassigninganoperatortohandle

them,objectivesaresetintermsofnumberof

daysofinitialcontactandfinalsolution.Several

initiatives introduced this year have led to a

significant improvement in the response rates

(from4to1daysforthefirstcontactandfrom

15to4forthefinalresponse).

Consumer complaints

Total no. reports Per product Various (additional forinformation consumers)

59

28 2725

34

141419

8

F08

F09F10

Consumer complaints

F08 F09 F10

4,754,64

2,15

4,59

1,41

15,71

Days till 1st contact

Days till final response

There has been a significant improvement in consumer complaint response times



18

ThesuccessofCCCdependsontheworthandpreparationofitspeople.Thisiswhyitisnecessary

toattractandretainthosewhopossesstheattributesandqualitiesthatcontributetotheprogressof

ourbusiness.Atthesametime,thesurroundingsmustmakeemployeesfeelmotivatedtodecisively

supportthevalues,strategiesandprioritiesofthecompany.

Lastyear,wecreatedtheconditionstoboostin-housetrainingsoastomakethemostofourprofessionals’

know-howwithoutmandatorycostoptimizationsignificantlyaffectingthisfundamentalaspectofhuman

resources.Consequently,wehaveincreasedtherateofin-housetrainingtoaround40%whenonlyafew

yearsagoitstoodatjust10%.Therefore,notonlywastrainingnotreduced,butthenumberoftraining

hoursroseby33%comparedwiththepreviousyear.Atotalof20,594hoursmeansthattheratioof

trainingdaysperemployeestandsat5.3,whichalsoexceedslastyear’sdata.

A detailed analysis of our current business

needs pinpointed specific areas on which to

concentrate our training efforts. Below is a list

ofthemainones:

4 Legal regulations about food handling,

legionellabacteriumandfirefighting.

4 LaunchoftheSalesAcademy,theaimofwhich

istoprovideacontinuoustrainingprogramme

forthecommercialteam,coveringareassuch

as product knowledge, brand management,

commercialskillsandoperationalknowledge.

4 ConsolidationofTheMarketingWayprogramme,designedtoimprovepreparationandknowledgeof

businessprocessesandcommercialmanagement,encompassingmarketing,trademarketingandsales.

7. The team: Our main competitive advantage

7.1. Training and Development

51.2

32.8

42.4

Training hours per employee

F08 F09 F10



19

4 Twoaspectsof thealcoholpolicy:updatesessionsof the

Commercial Communication Code for marketing, trade

marketing and commercial teams, in order to consolidate

the knowledge and practice of responsibly promoting our

brands; and onset of training about the alcohol policy for

employees targeting the areas of finance, operations and

humanresources.

The Aspire project, dedicated to the recruitment and

development of young talent, has resulted in two previously

recruited persons joining the organizational structure of the

companyasjuniorbrandmanagers.Similarly,bystrengthening

relations with local universities and leading national business

schoolsfor recruitingqualifiedtalent,wehavesucceeded indetectingand incorporatingvalueadded

humancapitaltobolsterourareasofmarketingandtrademarketing.

Careermanagementhasalsodeservedspecialattentionthroughouttheyear.Twofundamentalinitiatives

havebeenimplementedtoimprovemanagement.Firstly,themanagementcommitteehasbeeninvolved

ingaugingthepotentialofkeystaffmembers.Andsecondly, improvementshavebeenmadeto the

assessmentof thisgroupbyusingpsychometric testing toguaranteemoreobjective andcoherent

careerplansandthesuccessionofkeypositions.

Apeercommissionwithworkers’andmanagementrepresentativeswassetuptodeviseanequalityplan

forCCC.Oncethediagnosticstagewasover,workbeganonanactionplanbasedontheresultsofthe

diagnosisandonafirstdraftoftheequalityplan.

Thanks to in-house training we have succeeded in

increasing the number of hours taught by 33%

7.2. Equal Opportunities



20

Belowarethemainobjectivestobereachedintheactionplan:

1. Guaranteeequalopportunitiesbetweenmenandwomeninrecruitmentandpromotionprocedures

undertakenbythecompanyandbycollaboratingfirms.

2. Confirmtheabsenceofanycriteriathatmightbeconsidereddiscriminatoryintermsofsexor

genderintheprofessionalclassificationsystem.

3. Designaninternalpromotionsystemdevoidofdiscriminationinallareasofthecompany,based

onvaluesoftraining,experience,merit,capacityandperformance,avoidinganydiscriminationfor

otherreasons.

4. Ensureequalopportunitiesbetweenmenandwomenregardingentrytotraininganddevelopment

proceduresprovidedbythefirm.Guaranteeadequateknowledgeoftrainingandthepotentialfor

developmentofthecompany’sentireworkforce.

5. Ensurethatthecompany’sinternalandcorporatecommunicationconsiders,valuesandappliesthe

principlesofnon-discriminationonthegroundsofsexandgender,andencouragesthespreadof

acultureofthepeople.

6. Promoteawork-lifebalanceequallyamongmenandwomen,andstudynewmeansadaptedto

ouractivitythatwillhelpusmakeprogressinmeetingthisobjective.

7. Placespecialemphasisonpreventingallconductthatmaygiverisetosituationsofsexualorgen-

derharassmentthatcreateahostile,intimidating,degradingoroffensiveworkingenvironment.

8. AdaptouroccupationalhealthmanagementsystemtotherequirementsoftheEqualityLaw.

The equality plan contains contributions by both parties and includes a harassment protocol, which

establishesguidelinestobefollowedandtheimplicationsofsexual,genderorwork-relatedharassment.



21

In addition toourongoingendeavours to involveemployees in external campaigns thatpromoteour

brands,wehavedesignedanambitiouscommunicationplanaimedattheconsumptionofnaturalresources

inthebreweries.

Undertheslogan,“CCCrecommendstheresponsibleconsumptionofnaturalresources”,aplanofaction

willbeundertakeninthecomingmonthsthatwillentailthefollowingfourkeyelements:

4 A signallingcampaign for all physical sectors

ofthebreweries:Blue(water),Red(fuel),Green

(wasteseparation)andOrange(electricity).

4 Three-monthlycampaignsdevotedtoeachof

theseresources.

4 Acampaigntoacknowledgeachievements.

4 An external campaign that will communicate,

beyond the workplace, our activities in

environmentalmatters.

Although CCC tries to keep its teams informed

ofall itsactionsandobjectives, in futurespecial

emphasiswillbeplacedoninternalcommunication,

particularlyinmattersofsustainabledevelopmentin

whichemployeesandotherstakeholdersdemand

greater knowledge about our commitment and

performance.

7.3. Internal Communication



22

Thesocialbenefitsenjoyedbythecompany’semployeesarereviewedannually.Asidefromthosemen-

tionedinthefollowingtable,otherprivilegesincludeasupplementofupto100%ofaworker’ssalaryin

theeventofaccidentorillnessandfamilyassistanceonthedeathofanemployee.

SocialBenefit A

Schooling assistance per child:

PrimaryEducationCertificate 289.01

PrimarySchoolCertificate,ProfessionalStudiesorsimilar 422.86

ESO(SecondaryEducation),PAU(UniversityEntrance),Estu-diosMediosandSuperiores(secondaryandhighereducation)

691.93

Study assistance for employees:

PrimaryEducationCertificate 289.01

PrimarySchoolCertificate,ProfessionalStudiesorsimilar 422.86

ESO(SecondaryEducation),PAU(UniversityEntrance),Estu-diosMediosandSuperiores(secondaryandhighereducation)

691.93

Marriage bonus 345.93

Birth bonus 368.99

Christmas Gift 115.36

Epiphany gift per child under 12 133.66

Permanence bonus

For20years’service 1,013.36



Life insurance and permanent incapacity for work (insured capital) 26,848.38

Pension plan (average annual contribution per employee) 687.74

Holiday Assistance Summer (€/working day) 31.47

Holiday Assistance Winter (€/working day) 39.33

Beer (48 crates per year or their worth in €) 483.24

Clothing allowance 162.98

Social fund (for organising sports and social activities, etc.) 30,613.64

PaidLeave Days

Marriage 17

Birthofachild 5

Seriousillnessoroperationonfamilymembers 2to5

Changeofresidence 3to4

Grantingofleaveonpersonalgrounds 1

Deathofrelatives 1to4

7.4. Social Benefits



23

Onceagain,theparticipationofemployeesinthe

operations area has been crucial for providing

sustainable solutions to many incidents arising

duringtheperformanceoftheirwork.Persistent

endeavours to identify areas for improvement

andtofindthepracticestoaccomplishthishave

generallyconcentratedonreducingconsumption

and on achieving efficiencies, safety and the

ergonomicadaptationofmachinery.

Inthepastyear,proposalsforimprovementhave

risenby14%to40.Theyincludeaconsiderable

energy saving resulting from small changes to

the water cooling process, the switch-off of

manual equipment on days of inactivity and

improvementsmadetothepasteurizationtunnel

pumps.Optimizedwaterconsumptionhasbeen

madeeasierbyusingsimpledevices incleaning

operationsoftheC02plantandbyacquiringguns

and couplings for hose pipes. Work processes

andergonomicsforoperatorshavealsoimproved

with ideas such as substituting certain parts to

speedupbottle fillingwithC02, andplacing an

alarm/photocellontheemptycratebelttodetect

badlypositionedcrates.

Inadditiontothese initiatives, thecompanyhas

focussedonencouragingoperators tobemore

autonomousintheirwork,bypromotingtraining

so that they can maintain their own equipment,

which has led to significant progress in the

workingenvironmentandworkquality.

Considerable efforts, in terms of training and

investment, have been made in occupational

safety,oneofthecompany’stoppriorities.

Where training is concerned, the number of

employees in attendance (+29%) and the total

number of hours dedicated (+258%) have

risen significantly. Although the past year has

been distinguished by cost optimization and

programmedstoppagesatoneplant,making it

difficulttoorganizetrainingsessions,adetailed

planforspecificpreparationinoccupationalrisk

7.5. Participation

7.6. Occupational health and safety

Specific training in occupational health and safety

Hours

No. of attendees

F08 F09 F10

1034

109347

3749

1046

445



24

prevention was undertaken, in collaboration

with the mutual insurance company and

qualifiedin-housetrainers.

Investments have also risen considerably

(+66%). This has been partly due to

implementing actions detected during risk

evaluation and forecasted in the annual plan.

However, investments made in other areas

are increasingly benefiting the occupational

healthandsafetyof theworkers,particularly

investments in industrialsafety,newfacilities

and equipment. Initiatives worthy of special

mentionincludetheacquisitionofnewforklift

trucks, wind fans and firefighting equipment

compliantwithnewrulesandregulations,which,

inadditiontoimprovingsafetyandconditions

forcompanyworkers,havealsobeendesigned

tohavealowerenvironmentalimpact.

Asfortheincidencerateofaccidentsatwork,

levels are similar to the previous year. These

results have enabled us to receive a state

bonusfromtheprofessionalcontingencyfund

for having kept within the margins stipulated

forcompaniesthat

havecontributedtoareductioninaccidentsatwork,whilestagingobjective

and effective activities in matters of prevention of work accidents and

occupationaldiseases.

Moreover,and inaccordancewithourcomprehensivemanagementsystem

certified by AENOR, in compliance with OHSAS 18001 specifications since

2006,ASINCALasPalmas(CanaryIslandsIndustrialAssociation)haspresented

CCCwith the 2010 award for occupational riskmanagementprevention in

the industrial sector.Thisdistinctionaimsto “acknowledgetheeffortsand

commitment of associated firms towards efficiently managing prevention,

therebyenablingthemtooptimizeresourcestothebenefitoftheirworkers

andtofomentacultureofprevention”.

405,898365,622

606,214

Specific investments in occupational health and safety (€)

F08 F09 F10

Accident rate indicators

69

83

2622

47

57

83

20

63

No. work accidents

No. accidents with leaveNo. accidents with no leave

F08 F09 F10



25

Inrecentyears,informationaboutenvironmental

problems,inadditiontotheguidedactionsaimed

at solving them on the part of companies and

authorities,hasbeenmademorefreelyavailable

to the general public. At CCC we believe that

caring for the environment is central to our

business.Thisiswhyfourofourtenprioritiesin

sustainabledevelopmentareexpresslydedicated

to reducing our environmental footprint. We

maintainthatourresponsibilitycallsforproactive

anddecisiveaction.Weareconvincedthatthere

isnogoingbackforthisroutebegunsometime

ago and thatwecan transform it into tangible

benefitsforourbusiness.

Theresourcesthatnaturehasplacedatourdisposalarenotendless,at leastnotthosewehavebeen

traditionallyusing forouractivity.Furthermore, theveryspecific featuresof theCanary Islands a

fragmentedterritory,remotefrommainlandEurope callforgreaterattentionandcommitmentforthe

sustainabilityofourbusinessandtheenvironment.

8.1.1.Energy

Ourstrategy to faceclimatechangegoes farbeyondenergyefficiencyandswitching to renewable

sources.Italsoincludesourconcernabouthowtohelpreducegreenhousegasesthroughouttheentire

value chain in relation to packaging production, transport and refrigeration. There is still an immense

amountofworktodoinmanyoftheseaspects,andtheresultsintheshort-termaredifficulttoenvisage.

8. The environment: Reducing our footprint

Our environmental responsibility calls for proactive and decisive action

8.1. Consumption of natural resources



27

However, this has not stopped us from

settingambitious targets such ashalvingour

dependenceonfossilenergy.

Total fuel consumption in the past year has

decreased by 5.53%, much higher than the

reduction in volume of beer bottled and an

indication that we have made a considerable

effort to improveefficiency.Actionssuchas

the recovery of condensed substances and

streamlining of machinery cleaning systems

havecontributedtolowerCO2emissionsand

afuelsavingof341tons.Therenewableenergy

supply from the biogas plant, though still

small,doesallowustodependlessonexternal

sources.

Several projects targeting lower energy

consumptionarenowunderwayandwillprovide

resultsinthenearfuture.Theseprojectsfocus

onusingsteamtoheatproductioncontainers,

cooling water from the pasteurizer by C02

evaporation and re-designing the conveyor

beltsystembyusingthegravityofthefacility

asapowersource.

Total electricity consumption for lower

productionhasbeensimilartothepreviousyear

(+0.48%),resultinginaslightriseinthespecific

ratioperunitofbeerproduced.Inaddition,we

havecommencedAppletiserproduction,which

requiresahigherenergyinputthanforbeer.

Although the outcome has not been fully

satisfactory, energy-saving initiatives have

been put in place, including the installation of

motioncontroldetectorsonfencing,according

to zone, and frequency shifters on several

motors. Furthermore, energy consumption

control has been improved during production

stoppagetimes.

Electricity consumption (kWh/hl beer)

11.612.1

11.2

F08 F09 F10

Fuel consumption(MJ heat/hl beer)

97.25 92.0299.16

F08 F09 F10



28

The targets for improvement in this section

have boosted plans to analyze the individual

consumption of each area of the breweries,

leading to the design of customized solutions

thatwillentailtheuseofcleanalternativeenergies.

Thoughresultswillnotbetangibleintheshort-

term, studies have also begun into electricity

production by solar thermal energy and into

theinstallationofasolarthermalpowerunitfor

thepurposeofworkingtowardscombinedheat

and power systems in order to harness wind

power. In short, theseareveryambitiousplans

that contemplate a long-term perspective and

thatwebelievenecessarytograduallybringus

closertoourtargetofreducingourdependence

onfossilenergyby50%in2020.

These attractive projects that will enable us

to optimize the consumption of this natural

resource must not distract us from other

smalleractionssuchasre-designingthecurrent

distribution pipes of the refrigeration system

andstudyingthespeedcontrolofmotorsand

pumps in order to replace them with better

motorsthatconsumeless.Anditgoeswithout

saying that we will continue to work towards

raisingtheawarenessofourteamsregardingthe

responsibleconsumptionofnaturalresources.

8.2.2.Water

Beer production is a water intensive process.

CCC operates in the Canary Islands, a region

like others in the world where the availability

and quality of water are under threat. For this

andforthecommitmentwehavemadetoour

community,wearesponsorsof theFundación

CentroCanariodelAgua, an independent, non-

profit organization, created to promote the

scienceandtechnologyofwaterintheseislands.

Water consumption(hl water/hl beer)

4.914.68

5.23

F08 F09 F10

We have ambitious plans to reduce our dependence on fossil energy



29

Efficient water management is one of the key

ways to protect the environment and the

wider community, which means that one of

ourpriorities for sustainabledevelopment is to

producemorebeerusinglesswater.

Inthissense,wehavesucceededindiminishing

by5%theamountofwaterneededtoproduce

onelitreofbeer,whilethecompany’stotalwater

consumption has fallen by 8%, accumulating a

22%cut-backinthe lasttwoyears,equivalent

totheannualconsumptionof689islandhomes.

To achieve this result, the conveyor belt

lubrication system was replaced by another

whose injectorsallowan80%saving inwater,

condensed water was recovered from the

filtration area, guns were placed in hose pipe

ends and improvements were made to the

bottle-washingmachine.

Thepositiveresultsobtainedinthelastfewyears

haveshownusthewayforwardtosucceed in

thechallengetoreduceourwaterconsumption

by25%in2015.Tothatend,weareexamining

consumption per area at each brewery, in

additiontoconsideringthe renewalof facilities

dependingontheneedsandresourcesavailable.

We plan to re-design the current machinery

cleaning system so that it will permit water

reuse.Several initiativeshavebeenputinplace

to improve containers and packaging so that

wecanreducewaterconsumptionforcleaning

returnable bottles, achieve dry lubrication for

conveyorbeltsandreuserinsingwaterforthe

hydraulic refrigeration of the pasteurization

machine.

In the past two years our water saving has been the equivalent of the consumption of 689 island homes



30

Bottlesandcontainersprotectandensurethequalityofourproductsandaredesignedforthispurpose.

CCCisawarethatthemanufactureandresidueofthematerialsusedtoproduceourpackaginghavetheir

ownenvironmentalrepercussionsthatwemustalsobearinmind.

Weuseseveralkindsofcontainers, likebottles,aluminiumcansandkegs,whichdependonconsumer

preferences,theinfrastructureand,increasingly,therecyclingsystematthepointofsale.Thisiswhywe

arecommittedtoreducing,reusingandrecyclingaspartofourpackagingstrategy.

Toachievethis reduction,weanalyzethepercentageof recycled rawmaterialusedbyoursuppliers

tomanufactureourcontainers,theheavymetalcontentandtheweightofourformatswithaviewto

reducingthemandsubsequentlyourcarbonfootprint.

8.3. Packaging management

Wearedeterminedtouseourresourcesefficientlyandtolimitshippingourwastetotherubbishdump.

Wefollowthewastemanagementhierarchyfortreatingwasteinordertoreduce,reuseandrecycleit

asefficientlyaspossibleandtomeetourtargetofgeneratingzerowaste.Ourrecycling/reusagerate

currentlystandsat96%andwearestudyingvariousinitiativestoappraisecertainwastethatisdifficult

tomanage.

Mostofourwasteisorganicmaterial,aby-productofbeerproductionthathastraditionallybeenusedfor

cattlefodder.Forseveralyearsnow,theutilizationofthisby-producthasimprovedsubstantiallytothe

extentthattherehasbeenariseinthenumberoffarmersandstockbreederswhomakeuseofitandin

theamountoffodderandcompostproduced.Thevolumeoffodderproducedhasincreasedby160%in

thelasttwoyears,withtheaddedadvantagethatitisalmost70%cheaperthanotherproductsavailable

onthemarket,besidesbeingcompletelyecological.

Anotherimportantareaofwasteismadeupofdamagedcontainersandotherpackagingcomponents

(labels,cardboard,bottletops,etc.)discardedduringthefillingandhandlingprocess.Inthiscase,100%

isseparatedandsubsequentlyrecycled.

All hazardous waste (oils, electrical and electronic materials, batteries, etc.) is delivered to authorized

wastedisposalmanagementcentresforsubsequentrecyclingorreusage.

8.2. Waste generation and treatment



31

Forreusage,weencouragereturnablebottleswhereverpossibleasthese

undoubtedly have considerably less impact on the environment. CCC’s

particularconcerninthisareaisreflectedinarateof61%,muchhigherthan

averageintheSpanishbeersector(50%).Topromotereturnableformats,

lastyearwelaunchedasuccessfulcampaigninsmallsupermarkets.This

year,weplantorepeatthisactivityatvariousintervals.

For recycling, we separate 100% of packaging waste generated at

ourbreweriesandwealsoencourageacultureof recyclingwithinthe

industrialsectorintheCanaryIslands.

WeareawarethatthisisavitallyimportantissuefortheCanaryIslands,

a territorydistanced frommainlandEurope anddependentonmaterials

brought from the exterior whose subsequent waste management is

arduous and costly. We therefore believe that an enormous effort is

requiredtominimizethecarbonfootprintleftbycontainersandpackaging.

Our container reusage rate is 61% compared with the average of

50% for the Spanish beer sector

Contacts:

CompañíaCerveceradeCanarias,S.A.

Ctra.Gral.LaCuesta-Taco,Km.0,5

38320LaLaguna.Sta.CruzdeTenerife

Tel.:922661338

Fax:922661892

e-mail:[email protected]

http://www.ccc.es

Publishedby:

CompañíaCerveceradeCanarias,S.A.

Pictures:

TarekOde

ArchivoFotográficodeCCC

Designandartwork:

AtlantisComunicación

Printedby:

GráficasSabater

LegalDeposit:

Thisreporthasbeenprintedonchlorine-freeecologicalpaper

Documents

Sustainable Development report of CCC 2011