The project involves CAPEX within the footprint of the existing COBOMI and Fruital plants. No land acquisition is required for any of the project components. Therefore, PS5 (Land Acquisition and Involuntary Resettlement) is not applicable. Considering the plants are located within industrial areas, risks and impacts envisaged in PS6 (Biodiversity Conservation and Sustainable Natural Resource Management), PS7 (Indigenous Peoples) and PS8 (Cultural Heritage) are not applicable.                                                   

This is a Category B project according to IFC’s 2012 Policy on Environmental and Social Sustainability as the project is expected to have limited adverse environmental and social risks and impacts that are few in number, short-term and site-specific, and can be avoided or mitigated by adhering to recognized Good International Industry Practices (GIIPs) procedures, guidelines, design criteria and resource efficiency/control equipment’ Best Available Technology (BAT) as described in the following sections and the attached E&S Action Plan (ESAP). This categorization is aligned with similar type of projects within the sector.

The key E&S risks associated with this project include: (a) corporate and plant-level E&S management systems and staffing to manage the operations in line with IFC PSs requirements; (b) assurance of fair, safe and healthy working conditions in compliance with country’ legal labor laws and PS2 requirements; (c) emissions, wastewater, and solid waste management in line with WBG EHS Guidelines; (d) sustainability of water sources used for the production line; (e) recycling/reuse of plastic waste generated after consumption of products; (f) supply chain risks for sugar; (g) community risks due to  transport and security; and (f) stakeholder engagement plan and community grievance mechanism.

E&S Policy, Management Systems and Programs: ECCBC plants have documented quality, environment, and health and safety policies. Fruital and COBOMI plants have implemented quality, environment and occupational, health and safety (OHS) management systems aligned with ISO 9001, ISO 14001, and ISO 45001 requirements. All ECCBC processing plants have food safety management systems certified with ISO 22000 requirements. Environment and OHS’ Standard Operating Procedures (SOPs) including risk assessment, accident investigation, contractor management, safe road to market (RTM) (i.e., logistics and warehousing operations) management, dangerous works and hazardous energy management, waste management, and behavior based safety program are being implemented at both plants. 

ECCBC has adopted a corporate Environmental, Social and Governance (ESG/Sustainability) Impact Strategy which will be implemented by 2030. This strategy has six key pillars - Packaging, Water, Climate, Communities, Sourcing and People. Key details of these pillars are discussed in relevant PS sub-sections below. The sustainability team of ECCBC work on monitoring implementation of ESG Impact Strategy in coordination with corporate, country and plant-level teams.

Identification of E&S risks and impacts: Both plants have completed an environmental aspect-impact (AI) analysis and hazardous identification and risk assessment (HIRA) for their operations as required under ISO 14001 and ISO 45001 standards. Considering the new production lines are an expansion of processing capacity, the environmental and OHS risks are not expected to change significantly from current risks and impacts, except for the key risk of water supply as discussed below under PS3 (ref. water use section). Also, E&S risks associated with the plants are managed in accordance with country-level requirements, including various permits which have been obtained. Lastly, the internal audit department reviews overall risks of each plant and creates a risk card which includes all operational risks. 

E&S Organization Capacity: At the corporate level, ECCBC has a Quality, Environment and Occupational, Health, Safety (QEOSH) Manager. The QEOSH manager is supported by four managers – (i) health and safety manager; (ii) QEOSH management systems and audit manager; (iii) quality assurance manager and food safety and (iv) RTM manager. At the country or business unit (BU) level, there are QEOSH managers as well; the larger markets – Morocco and Algeria each have one whereas West Africa countries BU has one for all remaining countries. Lastly, each plant has a QEOSH team, composed of a QEOSH manager and safety officers. The QEOSH teams are responsible for the effective implementation of quality, food safety, environment and OHS management systems both as per ISO management systems, national legal requirements and TCCC’s Operating Requirements (KORE).

In addition to the QEOSH organization, ECCBC has a Group Sustainability Manager, Public Affairs, Communications and Sustainability (PACS) Manager, supported by an analyst. The sustainability manager and PACS team work on monitoring implementation of ECCBC’ ESG Impact Strategy in coordination with Group, BU and plant teams.

Emergency Preparedness and Response: ECCBC has Incident Management and Crisis Response (IMCR) plans in place as per TCCC’s KORE requirements. The plans cover any risk events that can adversely affect the business of the Coca-Cola system if not managed effectively, including among others - incidents causing problems relating to the health and/or safety of consumers and/or employees; environmental releases, chemical spills, truck accidents with environmental repercussions; and any incident resulting in the death or any serious injury to employees. In addition, the plants have specific emergency response plans in place. Key contact personnel have been identified to handle emergencies. Employees from different departments have been trained in firefighting and first-aid. Evacuation plan has been prepared for each plant and assembly points have been identified. COBOMI and Fruital plants have fire extinguishers, fire hydrant, sprinklers, dedicated fire pumps, fire water storage, smoke and heat detection and fire alarm systems. During the visit to COBOMI plant, the systems were noted to be adequately maintained and all the emergency exits were noted to be marked. Emergency response drills are conducted at the plants on fire, chemical spills, rescue from height and confined space entry. For Ammonia based refrigeration system, separate ammonia leak detection and alarm systems have been provided at both the plants.E&S Monitoring and Review: The plant level QEOSH teams conduct monthly internal audits. The plant is divided in various zones and audits’ results are linked to financial incentives for the production staff of particular zones. Reports are shared with the zone owners and operations director, HR and plant manager. Corrective actions are developed by the zone owners and compliance is tracked by QEOSH team. In addition, the corporate QEOSH team conducts an audit of each plant once a year.

The plants also undergo regular audits by TCCC teams (or nominated third parties) for their: (a) compliance with KORE requirements which cover policies and standards on environment, OHS and quality; and (b) compliance with the Supplier Guiding Principles (SGP), which cover various human rights principles to have responsible workplace policies and practices (more details in PS2). KORE and SGP requirements are aligned with IFC PSs requirements and WBG EHS Guidelines for this sector. Lastly, all plants are audited by accreditation agencies to assess effective implementation of management systems and associated ISO certification, and by national regulatory authorities for legal compliance.

All plants report on EHS KPIs on a monthly basis – which cover safety (lost time incidents rate, total incident rates, fatalities), efficiency (energy use, water use) and implementation of corrective actions with respect to internal and external audits. ECCBC is developing a web-based platform for consolidating monthly KPIs monitoring and reporting from all plants. Also, a monthly QEOSH review is conducted for all plants where these KPIs are reviewed. Similarly, a monthly sustainability performance review is conducted for all plants against the sustainability KPIs, including water use ratio, water efficiency maturity, implementation of water management initiatives, energy audits, energy use ratio, % of waste recycled.

All plants conduct monthly monitoring of water and wastewater quality, workplace noise, dust and light (lux) levels both internally and externally to ensure compliance with the applicable national standards. Currently, no ambient noise, ambient air quality and stack emissions monitoring is conducted at the plants. Going forward, ECCBC will include regular ambient noise, ambient air quality and stack emissions monitoring (for boilers) in its monitoring procedures (ESAP#1(a)). Regular monitoring will be conducted for the defined parameters and corrective actions taken as necessary based on the results.

Supply Chain: The concentrate is supplied by TCCC whereas the other materials (sugar, cans, pre-forms) are only purchased from TCCC approved suppliers which are audited under TCCC’s SGP (already discussed above), which includes requirements on safety and prohibition of use of child and forced labor. ECCBC has access to these audit reports and can confirm compliance against the SGP requirements. TCCC also has sustainable sourcing goals for which it has documented under Principles for Sustainable Agriculture (PSA) which are applying to its sugar products suppliers. The scope of E&S requirements in these Principles include human and workplace rights (which include prohibition of child and forced labor) and environment and ecosystems (which include the protection of natural habitat from risk of conversion). TCCC benchmarks its suppliers of its agricultural raw materials and discloses the results externally. ECCBC will share the results of the PSA benchmarking and validation with IFC and based on review of the results, the region of sugar production and suppliers will be further assessed.

ECCBC employs more than 3,000 employees across its seven bottling operations, head and holding offices. The COBOMI and Fruital plant employ 215 and 1000 employees respectively. After the proposed expansion in production capacity, the company is expected to employ additional 26 employees and third-party workers in Morocco and Algeria.     

Human Resources (HR) policies, procedures, working conditions and terms of employment: ECCBC has Group level HR policies e.g., on recruitment, training, travel, and expenses. Then, each country-level BU prepares its own HR policies and procedures in line with the corporate policies and applicable national legal requirements. All employees are provided an induction session and HR policy handbook at hiring stage.

Additionally, ECCBC has adopted a Code of Ethics and Business Conduct (the “Ethics Code” or CEBC). The Ethics Code describes the set of rules and policies that directors, managers, and employees must respect while working for the company. The CEBC includes guidelines on working conditions and that ECCBC will abide by all International Labour Organization (ILO)'s basic conventions. It does not accept practices that go against these principles and the company has made specific commitment to principles of non-discrimination, freedom of association, no forced and child labor and providing safe and healthy working environment. All employees sign the Ethics Code at the time of joining.

Further, being a TCCC bottler, ECCBC is expected to comply with TCCC’s Supplier Guiding Principles (SGP, https://www.coca-colacompany.com/content/dam/journey/us/en/policies/pdf/human-workplace-rights/supplier-guiding-principles/sgp-brochure-eng.pdf), which among other issues cover compliance with the law, freedom of association, prevention of child and forced labor, non-discrimination, legal working hours and wages, safe and healthy workplace, grievance management procedure and having the appropriate management systems. All ECCBC plants are annually audited by third parties (on behalf of TCCC) to assess their compliance with the SGP. Recent audits of COBOMI and Fruital plants have resulted in a Green (compliant) status with respect to TCCC’s SGP, with no material deficiencies.

The plants operate three shifts of 8-hours. In the peak seasons, the operation is run seven days of the week with rotational off days for workers. In the non-peak season, fixed weekly offs are provided to all workers. All workers (employees and temporary workers) mark their attendance through card punching. Transport is provided to all workers by ECCBC. All workers are covered in medical insurance.

Non-discrimination: ECCBC’s Ethics Code has commitments on treating all employees fairly, with dignity and respect, and ensuring no discrimination in recruitment, remuneration, access to training, promotion, dismissal, or retirement. Further, as part of the People pillar of its ESG/Sustainability Impact Strategy, the company has objectives of ensuring higher presence of female employees; higher ratio of manager roles; and building a diverse and inclusive environment with training of managers on diversity and inclusion. Lastly, ECCBC has committed to expressly avoid and reject the abuse of authority and any other type of physical, psychological, or moral harassment, and any other behavior that could create an intimidating, offensive or hostile working environment.

Prevention of child and forced labor: ECCBC through its Ethics Code rejects use of child or forced labor in its operations. During the COBOMI plant visit, no such issues were noted.

Freedom of association: In the Ethics Code, ECCBC has committed to respect the right of its employees, managers and directors to exercise their legal right of freedom of association. Both the COBOMI and Fruital plants have elected workers’ unions  and the company signs collective bargaining agreements (CBAs) with the unions. During the visit to COBOMI plant, the agreements with the two unions were noted to be displayed on notice board in the local language (Arabic) which is understood by most workers. Unions have a regular meeting with the plant management. In the past few years, the key issues discussed in these meetings (e.g. on COVID19 protection measures, wages and benefits) have all been addressed. 

Grievance Mechanism: Each plant has a HR manager and HR business partners. Employees can raise their concerns to the HR department. Also, they can approach the workers unions for resolution of their grievances. ECCBC has established an independent Ethics Line (https://secure.ethicspoint.eu/domain/media/en/gui/105667/index.html), which is a 24x7 reporting channel through which anyone including employees and sub-contractors can raise concerns regarding violations of the Ethics Code, internal policies or the legal requirements in local languages via telephone and internet. The Ethics Line is administered by an external independent supplier who provides ECCBC Group with this platform designed to ensure confidentiality and anonymity of the complainants. The reports are received by the ECCBC’s Ethics and Compliance Committee. Retaliation against any complainant is prohibited and is treated as a violation of the Ethics Code.

Occupational health and safety (OHS): ECCBC has implemented OHS management systems based on ISO 45001 requirements at COBOMI and Fruital plants. OHS risk assessments have been completed for both the plants and required procedures have been documented. The OHS procedures cover key aspects of risk assessment, incident management, contractor management, dangerous works, behaviour-based safety program, safety for RTM (for drivers and motor cyclists). Safety instructions were noted to be displayed at the COBOMI plant. Required personal protective equipment (PPE) is provided to workers depending on hazards related to the type of task being performed and PPE usage was noted to be adequate at the visited plant. Based on observations and discussions during appraisal, regular training is provided to employees on OHS culture, PPE usage (respiratory and hearing protection), machine safety, equipment handling and work at height. Also, trained first-aiders and fire fighters are available at the plant. Procedures for managing hazardous work (e.g., work at height) and hazardous energy management have been established. The plants have a system of daily safety inspection and documentation of findings. Also, accident-incident-near miss reporting and investigation systems have been implemented at the plants. Forms and boxes are available throughout the plant which can be used to report such occurrences. The COBOMI plant had a fatality in 2019. Since then, more than 1000 days (as of the day of appraisal) without any accident has been achieved. The plants have an OHS committee, which meets on monthly basis to review safety issues and improvements. Effective implementation of these practices will be further verified at the Algeria plant, when site visit is allowed. Both plants have a medical room where doctor and nurse are present in the plant. All workers undergo medical test once a year whereas, for critical positions (e.g., chemical handling), the health check is twice a year. For COVID-19 contingency measures, ECCBC has implemented required measures including temperature monitoring, health check questionnaire, hand wash and sanitization and use of face masks, social distancing and vaccination as per national public health requirements.

Third-party workers: COBOMI plant employs 70 to 80 temporary workers during peak season whereas there 30 temporary workers during the appraisal. The Fruital plant also employs temporary workers. The temporary workers are mainly used in material handling and loading-unloading operations and are hired through third-party agencies. The temporary workers are also provided with transport and are covered in the medical insurance. A specific contract is signed between ECCBC and these agencies. The HR teams at the plants monitor compliance with the contract’s provisions, including various statutory compliance requirements on providing minimal wages, working hours and benefits to their workers.

As ECCBC will hire construction contractors for the installation of solar panels at its plants. As per ESAP#2, the company shall develop a documented EHS procedure which will including compliance requirement for construction activities to be followed by the contractors as well as a monitoring procedure and checklist including: (i) clear EHS/labor and working conditions requirements (in line with IFC PSs and legal requirements) to be implemented at the site; (ii) clear roles and responsibilities of the company and contractors’ personnel for implementation and regular monitoring on-site; (iii) incentives and consequences of non-compliance for the contractors and their method of implementation; and (iv) requirements on labor law compliance including prohibition of child labor.

Resource Efficiency and Greenhouse Gas (GHG) emissions: ECCBC’s ESG/Sustainability Impact Strategy 2030 includes pillars which include objectives and targets on efficiency, namely:

(a)   Climate: TCCC has set a target to reduce its total GHG emissions by 25% by 2030?regardless of volume growth. ECCBC has therefore included improving the energy efficiency of all its operations as well as reducing the carbon footprint of the transport fleet (by looking at electric options based on feasibility). ECCBC has been working on reducing the energy use ratio (EUR) of its products. Both Morocco and Algeria plants have conducted energy audits in 2021 and improvement measures are being implemented. Also, the company is looking at installing solar panels, as discussed below.

ECCBC is also working, with an external partner, on an assessment of baseline GHG emissions (2022) and projections for 2030 for its entire supply chain (Scope 1 to 3), which will help the company identify areas of improvements.

(b)   Packaging: Among other objectives, it includes objectives of reducing the overall packaging use and use of recycled packaging. This is discussed further below.

(c)   Water: It includes objectives of reuse of wastewater and improving water use efficiency, discussed below in detail.

In line with the above objectives, the proposed CAPEX for this project includes various resource efficiency measures as described below:

(a)      Upgrade of production line in Fruital plant: The new line will (i) facilitate a 25% reduction in electricity consumption to produce replaced volume which translates to 558 MWh annually; (ii) facilitate a reduction in the utilization of raw materials as the new line will help in plastic bottle light-weighting with estimated saving of 118 tons in plastic usage annually to produce replaced volume from existing line.

(b)   Packaged Drinking Water Line in COBOMI plant in Morocco: The new line will significantly improve water consumption and enable a reduction in plastic utilization compared to the existing line. The amount of saved plastic annually is expected to be 88 tons to produce the volumes transferred from the existing line to the new line.

(c)   Upgradation of coolers in Ghana, Algeria and other West African countries: The new coolers will be about 25% more energy efficient. The expected amount of energy efficiency gained based on the number of coolers to be replaced is 1,368,750 kwh per year.

(d)   Installation of solar panels in Ghana and Morocco plants: The installation of solar panels in Morocco and Ghana is expected to result in generation of about 4500 MWh/year and 1560 MWh/year, respectively.

(e)   Pilot installation of off-grid solar coolers in Ghana: The off-grid coolers in Ghana will result in generation of 123 MWh of renewable energy produced.

The above measures are expected to result in avoidance of estimated 6,800 tons of Carbon Dioxide (CO2) equivalent GHG emissions annually. This is considering the grid factor of the countries and a baseline of 6kg of CO2 per kg of plastic use.

Water Management: Under the ESG/Sustainability Impact Strategy – Water Pillar, ECCBC has a goal of being responsible for the use and management of water inside its business and in helping communities to access water resources. The company has committed to improve its water efficiency by 20% and 100% of replenishment of water used in their beverages by 2030. To achieve these objectives, ECCBC monitors its Water Use Ratio (i.e., liters of water used/liters of products produced). All plants must conduct self-assessments through a water efficiency maturity tool and areas of improvements are identified. All plants also conduct a source vulnerability assessment (SVA) through external consultants every five years to assess sustainability of the sources of water and prepare a plant-level water management plan (WMP). The results of WUR, water efficiency assessments and implementation of the WMP are reviewed in the monthly sustainability performance reviews.  The status of water management at the COBOMI and Fruital plants and changes in water management due to the project is described below:

• COBOMI: The main source of water supply for the plant are on-site borewells closely followed by municipal supply. The plant has the required permissions in place for both water supply sources from respective agencies. The water is tested on a regular basis for a detailed list of parameters as per TCCC quality standards. Through implementation of water efficiency measures over the years, the WUR of 1.26 has been achieved for the plant. Based on available public information, TCCC’s overall WUR was 1.84 (in 2020), therefore, COBOMI’s WUR is significantly better than the global WUR. ECCBC’s target is to achieve WUR of 1.20 by 2030.

The current consumption, additional water consumption for the new packaged drinking water line as well as available assessments on water (SVA, water efficiency related reports) have been reviewed for the plant as part of the appraisal.  As per the SVA results and other information available, it can be concluded that relative water consumption at the plant is small compared to overall water usage from the aquifer and municipal water supply. However, the aquifer and municipal supply are over-exploited. These risks may be further exacerbated by climate change risks. Therefore, as understood based on public information, the government authorities in Morocco have a plan for the designing, financing, building and operating of a desalination plant for Casablanca region under a public private partnership (PPP) model for a period of 30 years and with a capacity of 200 million m3/year by mid-2026 and in the second phase 300 million m3/year by 2030. The pre-qualification process for the plant has been initiated in March 2022. This would support the water availability for municipal/industrial supply from LYDEC.

Considering the above, as per ESAP#3, ECCBC will work with relevant stakeholders and agencies to ensure water availability for the plant and communities going forward. Also, the new line will only rely on municipal supply. 

• Fruital: The source of water supply are the on-site borewells. The water is tested on a regular basis for a detailed list of parameters as per TCCC quality standards. Through implementation of water efficiency measures over the years, the WUR of 1.61 has been achieved for the plant, which is better than TCCC’s overall WUR of 1.84 (in 2020). ECCBC is working to improve the WUR of the plant to achieve a target of 1.20 by 2030.

Similar to COBOMI, the current consumption, additional water consumption for the new packaged drinking water line as well as available assessments on water (SVA, water efficiency related reports) have been reviewed for the plant as part of the appraisal. The aquifer is over-exploited. Considering the above, as per ESAP#4, ECCBC will work with relevant stakeholders and agencies to ensure water availability for the communities and for the plant going forward. The plant will not increase groundwater withdrawal any further even after the expansion and make operations more efficient.

As discussed above, ECCBC has a goal of helping communities access and better manage their water resources and 100% of replenishment of water used in their beverages. As per ESAP#5, ECCBC will implement community water access projects to offset the additional water consumption from the project. These projects will target communities around the COBOMI and Fruital plants.

Waste Management: The major streams of waste generated at ECCBC plants include recyclable waste - paper, aluminium, PET, metal, plastics, glass and wood (from pallets). The other waste streams include used oil, batteries, biomedical waste (from the clinic), used PPE and mixed (unrecyclable) waste. The plants have prepared a waste management plan which describes how each of these waste streams are handled, segregated and disposed of. Both plants have written agreement with service providers/agencies to recycle the recyclable wastes. The other waste streams are disposed of through incineration by authorized agencies. ECCBC plants have a target of ensuring that 95% of waste is recycled by 2030.

TCCC has, launched its World Without Waste (WWW) sustainable packaging initiative in 2018. The main goals of this initiative, which has been adopted by ECCBC under its ESG Impact Strategy, are the collection and recycling of bottle or can for each one sold by 2030 and using at least 50% recycled material in the packaging (e.g., cans and PET bottles). To achieve these goals, ECCBC has initiated a pilot project in Morocco on Switch to Circular Economy. This project is part of United Nations Industrial Development Organization (UNIDO)’s Switch program (https://www.switchtocircular.eu/node/22), funded by the European Union and Finland, which will support European multinational corporations led pilot projects in the Plastic Packaging value chain. ECCBC’s pilot project is managed by an external agency and the company has other partners, including a recycling company, pre-form manufacturers, partners for waste collection and formalization of waste pickers. The pilot project will be implemented over three years and will include following key activities:

• Facilitate and scale PET collection in households and in ECCBC point of sales;
• Develop traceability and quality control system;
• Develop bottle to bottle technical and business case;
• Develop bottle-to-bottle independent circular practices;
• Enable private-public dialogue on recycled PET (rPET) packaging legislation; and
• Conduct pilot monitoring and partner coordination. 

The pilot aims to collect and recycle 4000 to 6000 tons of PET waste and also, subject to legislation, incorporate rPET preforms in preform supplier production. ECCBC aims to support the transition of lessons learned to additional markets (e.g., Algeria, Ghana) and present reports on business, technical, and impact case at the end of the three-year pilot.

For Algeria, ECCBC is currently:

• Collaborating with the Algerian Ministries of Professional Training and Environment to encourage PET recycling in Algeria; 
• Rewarding best end of recycling program studies;
• Supporting the creation of PET recycling start-up;
• Creation of PET ecosystem in Oran in collaboration with industry, local recycling company by furnishing hundreds of bins in 2022 before the expansion of the project in 2023 by recruiting of informal collectors into the formal sector; and
• Beach cleaning and plastic waste collection activities.

As per ESAP#6, ECCBC will also develop a program (similar to Switch program for Morocco) for Algeria. The details of the program including implementation timelines will be shared with IFC. Progress on the program will be reported as part of the annual monitoring reports.

Hazardous Materials Management: Limited hazardous materials are used in ECCBC plants which mainly include fuel (for back-up generators), lubricants, ammonia gas (in refrigeration) and chemicals in water treatment (sodium hydroxide, chlorine). Suitable PPE are used by the employees in handling of these chemicals and training on PPE usage is provided regularly. Also, eye shower is provided outside the water treatment area. Emergency response drills for spill response are conducted. 

Pollution Prevention: The main power supply is through the grid. The plants have diesel generator (DG) sets for power back-up but only for lighting and not for production. The other sources of emissions are the gas boilers. As discussed in PS1 above, currently, no ambient noise, ambient air quality and stack emissions monitoring is conducted at the plants. As part of ESAP#1(a), ECCBC will include regular ambient noise, ambient air quality and stack emissions monitoring (for boilers) in its monitoring procedures. Regular monitoring will be conducted for the defined parameters as defined in WBG EHS Guidelines and corrective actions taken, as necessary, based on the measurement results.

The wastewater in the COBOMI plant is treated in the common wastewater treatment plant (WWTP) of the Technopole industrial area, which has secondary treatment. Regarding Fruital, the wastewater is treated in the common WWTP for the Fruital and neighbouring Heineken plant, which has secondary treatment. Part of the treated wastewater is reused in ancillary uses of the plant.                                                   

Both plants are located in notified industrial areas. COBOMI is located in Technopole near the airport and the neighbouring communities are about 1 km away whereas Fruital has communities near the plant and on the opposite side of the RN5 on which the plant is located.

Unarmed security personnel are employed at these plants’ facilities from security contractors. Therefore, considering the kind of operations, no significant adverse impacts are expected on the health, safety and security of the communities from the manufacturing operations. ECCBC also has its own fleet of vehicles (trucks and motorcycle). The RTM team manages the fleet and is also responsible for regular maintenance of vehicles and training the drivers on road safety. Regular training is provided to drivers on road safety.