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Workplace

To reach our business goals, we strive to ensure a safe, healthy and inclusive workplace for our employees while engaging, training and rewarding them.

Development

We aim to attract, motivate and retain talented employees in order to ensure future success. In 2007, we adopted the Leadership Pipeline model , which focuses on leadership development and succession planning. The model includes seven core areas in which we our leaders must excel: Business and Financial Results, Management, People Development, Leadership, Relationships, Growth and Innovation and Corporate Social Responsibility.

Health, safety, and wellbeing

One of our key priorities is to constantly improve our health and safety performance. We have adopted the occupational health and safety system OHSAS 18001, which is part of our integrated management and auditing systems.

We also conduct a high-profile safety programme supported by the Operating Committee which aims to build the foundation of a world-class safety culture.

In 2012, to coincide with the 2012 European Safety Agency Health & Safety Week, Coca-Cola HBC held a major campaign to raise awareness on Slips, Trips & Falls. A turnkey campaign was sent to all operations including posters, videos, talks, emails, and SMS alerts. The campaign tackled key risk factors, such as poor visibility, slippery conditions, non-use of protective equipment, poor housekeeping as well as general carelessness. Country operations and corporate offices partnered with local Red Cross, Ministry of Labour, medical professionals, NGOs, customers and others.

Among employees surveyed, 89% found the campaign beneficial, 88% changed their behaviour as a result of the campaign, while 92% would welcome a similar campaign next year on a new Health & Safety topic. In Latvia, the State Labour Inspectorate in collaboration with Coca-Cola HBC, took the campaign national becoming a public awareness initiate.

We also conduct intervention programmes that address specific health risks, such as diseases like HIV/AIDS and malaria.

OHSAS 18001

The Coca-Cola HBC Health and Safety management system implementation programme was launched in 2004. It has been independently verified for compliance with the European Union (EU) occupational health and safety framework directives.

The system also conforms to the International Labour Organization (ILO) guidelines on occupational health and safety management systems. Seventy plants are now certified to OHSAS 18001.

HIV/AIDS and malaria

We formalised our policy on HIV/AIDS in 2004. Its guiding principles are confidentiality, non-discrimination and reasonable accommodation. The policy was developed in accordance with the Joint United Nations (UN) Programme on HIV/AIDS the ILO Code of Practice on HIV/AIDS and The Coca-Cola Company Africa corporate guidelines.

We seek to reduce the impact of HIV/AIDS on employees, their families, communities and our company. Where appropriate, we provide education counselling and testing. We conduct awareness and prevention campaigns in countries where the disease poses a particular threat.

Employee’s wellbeing 

Part of our responsibility is to help our employees understand the importance of a healthy and active lifestyle. We provide preventative health programmes (such as diabetes and cancer screening, cholesterol and blood pressure monitoring) as well as active lifestyle, nutrition, stress management and fitness programmes. In 2011, more than 39167 employees in 21 countries participated.

Employee engagement 

We aim to achieve a two-way dialogue with employees by listening to employee opinions and concerns while communicating our business strategy. Our regularly conducted employee engagement survey has been conducted since 2002 and the most recent one in 2012. It is open to all employees on a voluntary basis and is confidential and anonymous. The survey explores the understanding and views of the company, the management and employees' own roles.

This key communication tool gives employees the opportunity to voice their opinions on how the company is living its values. In 2011, we reinforced our commitment to being a value-led organisation, and we undertook a project to clearly define the values and to build a high performance team

2012 Integrated Report

2012 Integrated Report

2012 GRI COP Report

2012 GRI COP Report