INTRODUCTION
Coca-Cola is
a carbonated soft
d r i n k.
It
is
produced
b y T he
Coca-Cola
Company of Atlanta, Georgia, and is often referred to simply as Coke (a registered trademark of The Coca-Cola Company in the United tates since !arch "#, $%&&'. riginally intended as a patent medicine )hen it )as in*ented in the late $%th century by +ohn emberton, CocaCocaCola )as bought out by businessman businessman Asa Griggs Candler, )hose )hose marketing tactics led Coke to its dominance of the )orld soft-drink market throughout the "th century. The name refers to t)o of its original original ingredie ingredients nts kola nuts, nuts, a source source of caffei caffeine, ne, and coca lea*es. lea*es. The current formula of Coca-Cola remains a trade secret, although a *ariety of reported recipes and e/perimental recreations ha*e been published. The company company produces produces concent concentrate rate,, )hich )hich is then then sold sold to license licensed d Coca-Co Coca-Cola la bottlers bottlers througho throughout ut the )orld. )orld. The bottlers bottlers,, )ho hold territo territorial rially ly e/clusi* e/clusi*ee contract contractss )ith )ith the company, produce finished product in cans and bottles from the concentrate in combination )ith filtered )ater and s)eeteners. The bottlers then sell, distribute and merchandise CocaCola to retail stores, restaurants and *ending machines. The Coca-Cola Company also sells concentrate for soda fountains to ma0or restaurants and food ser*ice distributors.
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The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these is 1iet Coke, )ith others including Caffeine-2ree Coca-Cola, 1iet Coke Caffeine-2ree, Coca-Cola Cherry, Coca-Cola 3ero, Coca-Cola 4anilla, and special *ersions )ith lemon, lime, or coffee. In "$5, Coke products could be found in o*er " countries )orld)ide, )ith consumers do)ning more than $.6 billion company be*erage ser*ings ser*ing s each day. 7ased on Interbrand8s best global brand study of "$$, Coca-Cola )as the )orld8s most *aluable brand. The company8s marketing strategies for a high-sugar drink, especially its targeting of children, remain contro*ersial.
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The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these is 1iet Coke, )ith others including Caffeine-2ree Coca-Cola, 1iet Coke Caffeine-2ree, Coca-Cola Cherry, Coca-Cola 3ero, Coca-Cola 4anilla, and special *ersions )ith lemon, lime, or coffee. In "$5, Coke products could be found in o*er " countries )orld)ide, )ith consumers do)ning more than $.6 billion company be*erage ser*ings ser*ing s each day. 7ased on Interbrand8s best global brand study of "$$, Coca-Cola )as the )orld8s most *aluable brand. The company8s marketing strategies for a high-sugar drink, especially its targeting of children, remain contro*ersial.
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CONCEPTUAL FRAMEWORK
The )orld is changing all around us. To continue to thri*e as a business o*er the ne/t ten years and beyond, )e must look ahead, understand the trends and forces that )ill shape our business in the future and mo*e s)iftly to prepare for )hat8s to come. 9e must get ready for tomorro) today. That8s )hat our "" 4ision is all about. It creates a long-term destination for our business and pro*ides us )ith a :;oadmap: for )inning together )ith our bottling partners.
MISSION ur ur ;oadm ;oadmap ap start startss )ith )ith our missi mission, on, )hic )hich h is endur endurin ing. g. It decla declares res our our purpo purpose se as a company and ser*es as the standard against )hich )e )eigh our actions and decisions. •
To refresh the )orld...
•
To inspire moments of optimism and happiness...
•
To create *alue and make a difference.
VISION: ur *ision ser*es as the frame)ork for our ;oadmap and guides e*ery aspect of our business by describing describ ing )hat )e need to accomplish in order to continue achie*ing sustainable, s ustainable,
People: 7e a great place to )ork )here people are inspired to be the best they can be. 3
•
Portfolo: 7ring to the )orld a portfolio of
and satisfy people8s desires and needs. •
Part!er": =urture a )inning net)ork of customers and suppliers, together )e create
mutual, enduring *alue. •
Pla!et: 7e a responsible citi>en that makes a difference by helping build and support
sustainable communities. •
Proft: !a/imi>e long-term return to shareo)ners )hile being mindful of our o*erall
responsibilities. •
Pro#$ct%t&: 7e a highly effecti*e, lean and fast-mo*ing organi>ation.
VALUES: ur *alues ser*e as a compass for our actions and describe ho) )e beha*e in the )orld. •
Lea#er"'p: The courage to shape a better future
•
Colla(orato!: ?e*erage collecti*e genius
•
I!te)rt&: 7e real
•
Acco$!ta(lt&: If it is to be, it8s up to me
•
Pa""o!: Committed in heart and mind
•
D%er"t&: As inclusi*e as our brands
•
*$alt&: 9hat )e do, )e do )ell
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+ELIEFS: FOCUS ON T,E MARKET •
2ocus on needs of our consumers, customers and franchise partners
•
Get out into the market and listen, obser*e and learn
•
ossess a )orld *ie)
•
2ocus on e/ecution in the marketplace e*ery day
•
7e insatiably curious
WORK SMART •
Act )ith urgency
•
;emain responsi*e to change
•
@a*e the courage to change course )hen needed
•
;emain constructi*ely discontent
•
9ork efficiently
ACT LIKE OWNERS •
7e accountable for our actions and inactions
•
te)ard system assets and focus on building *alue
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•
;e)ard our people for taking risks and finding better )ays to sol*e problems
•
?earn from our outcomes -- )hat )orked and )hat didnt
,ISTOR
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./t' Ce!t$r& ,"torcal Or)!" In !ay, $66B, Coca Cola )as in*ented by 1octor +ohn emberton a pharmacist from Atlanta, Georgia. +ohn emberton concocted the Coca Cola formula in a three legged brass kettle in his backyard. The name )as a suggestion gi*en by +ohn emberton8s bookkeeper 2rank ;obinson. 7eing a bookkeeper, 2rank ;obinson also had e/cellent penmanship. It )as he )ho first scripted :Coca Cola: into the flo)ing letters )hich has become the famous logo of today. The soft drink )as first sold to the public at the soda fountain in +acob8s harmacy in Atlanta on !ay 6, $66B. About nine ser*ings of the soft drink )ere sold each day. ales for that first year added up to a total of about D. The funny thing )as that it cost +ohn emberton o*er # in e/panses, so the first year of sales )ere a loss. In $66#, another Atlanta pharmacist and businessman, Asa Candler bought the formula for Coca Cola from in*entor +ohn emberton for ",5. 7y the late $6%s, Coca Cola )as one of America8s most popular fountain drinks, largely due to Candler8s aggressi*e marketing of the product. 9ith Asa Candler, no) at the helm, the Coca Cola Company increased syrup sales by o*er &E bet)een $6% and $%. Ad*ertising )as an important factor in +ohn emberton and Asa Candler8s success and by the turn of the century, the drink )as sold across the United tates and Canada. Around the same time, the company began selling syrup to independent bottling companies licensed to sell the drink.
n eptember $", $%$%, Coca-Cola Co. )as purchased by a group of in*estors for "D million and reincorporated. The company publicly offered D, shares of the company for & a share. In $%6B, The Coca-Cola Company merged )ith t)o of their bottling operators (o)ned by +T? Corporation and 7CI @olding Corporation' to form Coca-Cola Fnterprises Inc. (CCF'. 7
In 1ecember $%%$, Coca-Cola Fnterprises merged )ith the +ohnston Coca-Cola 7ottling Group, Inc
01t' Ce!t$r& The first outdoor )all ad*ertisement that promoted the Coca-Cola drink )as painted in $6%& in Carters*ille, Georgia. Cola syrup )as sold as an o*er-the-counter dietary supplement for upset stomach. 7y the time of its Dth anni*ersary, the soft drink had reached the status of a national icon in the UA. In $%5D, it )as certified kosher by Atlanta ;abbi Tobias Geffen, after the company made minor changes in the sourcing of some ingredients. n +uly $", $%&&, the one-billionth gallon of Coca-Cola syrup )as manufactured by The Coca-Cola Company. Cans of Coke first appeared in $%DD.
0."t Ce!t$r& n +uly D, "D, it )as re*ealed that Coca-Cola )ould resume operations in Ira< for the first time since the Arab ?eague boycotted the company in $%B6.
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In April "#, in Canada, the name :Coca-Cola Classic: )as changed back to :Coca-Cola:. The )ord :Classic: )as remo*ed because :=e) Coke: )as no longer in production, eliminating the need to differentiate bet)een the t)o. The formula remained unchanged. In +anuary "%, Coca-Cola stopped printing the )ord :Classic: on the labels of $B-U-fluidounce (&# ml' bottles sold in parts of the outh-Fastern United tates. The )ord :Classic: )as remo*ed from all Coca-Cola products by "$$.
Coca-Cola introduced the #.D-ounce mini-can in "%, and on eptember "", "$$, the company announced price reductions, asking retailers to sell eight-packs for ".%%. That same day, Coca-Cola announced the $".D-ounce bottle, to sell for 6% cents. In "$", Coca-Cola resumed business in !yanmar after B years of absence due to U..imposed in*estment sanctions against the country. Coca-Cola8s bottling plant )ill be located in angon and is part of the company8s fi*e-year plan and " million in*estment in !yanmar. Coca-Cola )ith its partners is to in*est U1 D billion in its operations in India by "". In
"$5, it )as announced
that Coca-Cola
?ife )ould
be introduced
in Argentina that )ould contain ste*ia and sugar. In August "$& the company announced it )as forming a long-term partnership )ith !onster 7e*erage, )ith the t)o forging a strategic marketing and distribution alliance, and product line s)ap. As part of the deal Coca-Cola )as to ac
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,$2a! Re"o$rce Ma!a)e2e!t is the process of recruitment, selection of employee,
pro*iding proper orientation and induction, pro*iding proper training and the de*eloping skills, assessment of employee (performance of appraisal', pro*iding proper compensation and benefits, moti*ating, maintaining proper relations )ith labour and )ith trade unions, maintaining employees safety, )elfare and health by complying )ith labour la)s of concern state or country.
,$2a!: refer to the skilled )orkforce in the organisation. Re"o$rce: refer to limited a*ailability or scarce. Ma!a)e2e!t: refer to ma/imise or proper utilisation and make best use of limited and a
scarce resource.
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TRAININ3 AND DEVELOPMENT
It is a subsystem of an organi>ation. It ensures that randomness is reduced and learning or beha*ioural change takes place in structured format.
TRADITIONAL AND MODERN APPROAC, OF TRAININ3 AND DEVLOPMENT Traditional Approach H !ost of the organi>ations before ne*er used to belie*e in tra!!).
They )ere holding the traditional *ie) that managers are born and not made. There )ere also some *ie)s that training is a *ery costly affair and not )orth. rgani>ations used to belie*e more in e/ecuti*e pinching. 7ut no) the scenario seems to be changing.
The modern approach of tra!!) a!# #e%elop2e!t is that Indian rgani>ations ha*e reali>ed the importance of corporate training. Training is no) considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter )orkforce and yield the best result.
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TRAININ3 AND DEVELOPMENT O+4ECTIVES
The principal ob0ecti*e of training and de*elopment di*ision is to make sure the a*ailability of a skilled and )illing )orkforce to an or)a!5ato!. In addition to that, there are four other ob0ecti*es Indi*idual, rgani>ational, 2unctional, and ocietal.
I!#%#$al O(6ect%e" H help employees in achie*ing their personal goals, )hich in turn,
enhances the indi*idual contribution to an organi>ation.
Or)a!5ato!al O(6ect%e" 7 assist the organi>ation )ith its primary ob0ecti*e by bringing
indi*idual effecti*eness.
F$!cto!al O(6ect%e" 7 maintain the departments contribution at a le*el suitable to the
organi>ations needs.
Socetal O(6ect%e" H ensure that an organi>ation is ethically and socially responsible to the
needs and challenges of the society.
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TRAININ3 PROCESS
@;! at Coca-Cola focuses on aces on marketing, ethics, leadership, di*ersity, compliance, human right, as )ell as finance, among other competencies. The company associates are encouraged to seek continuous training annually )here they get the opportunity to gauge their performance against the set goals and ob0ecti*es.
Tra!!) a!# De%elop2e!t V"o!
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The training strategies in Coca Cola focus on bridging the gap bet)een the organi>ation needs )ith the consumer needs. The target is to produce
and
therefore
allo)s
it
to
create
an
ad*antage
for
the
company.
Or)a!5ato!al Co2po!e!t
Coca Cola makes sure that the strategic needs of the company are taken into account. The business training needs are especially arranged to make sure that the company can benefit from the performance enhancement of the )orkers.
Operato!al Co2po!e!t
In the needs e*aluation a functional research looks to analy>e the ob0ecti*es of the company (short-term and long-term', and the styles that are likely to impact these ob0ecti*es. Coca Cola makes sure that the potency of the company enhances to be able to impro*e the functional
efficiency.
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Socal Lear!!) T'eor&
According to Albert 7andura, the ocial learning theory has become the most influential theory of learning and de*elopment. @e argues that people can learn ne) information and beha*iour by )atching other people i.e. modelling or obser*ational learning can be used to analy>e the employee8s beha*iour.
ocial learning theory is also the rationale behind using specific training methods for CocaCola. A modelling process is in*ol*ed in the training program in )hich employees are able to learn through the obser*ations. This is done )hile ha*ing the role plays and )orkshops to make the social learning successful. Certain re
Atte!to! - The employees need to pay attention to a*oid the negati*e effect of
obser*ational learning. •
Rete!to! - They must keep the gi*en information in their mind so that they can use it
later and act accordingly. •
Repro#$cto! - This time the employees )ill ha*e to perform )hate*er they ha*e
obser*ed. 15
•
Mot%ato! - F/periencing these moti*ators can be highly effecti*e. 2or e/ample if a
student comes in the class on time and he has been re)arded by the tutor so you can get moti*ation through that and start coming on time.
Ma!a)e2e!t
•
Tra!!) a$#e!ce The group includes customer ser*ice managers, sales managers,
design managers or line managers. •
Tra!!) O(6ect%e The ob0ecti*e is to understand the current skills of the managers
and help them learn and understand ne) set of skills that matches business re
Tra!!) 2et'o# A ;ole play is something like )earing someone else shoes to
understand the depth of the 0ob. This is *ery much like an actor trying to play a role in a skit. hehe has to shape according to the re
E- Lear!!) F-learning technology is like bringing )orld in front of the eyes. This is
one of solution for organi>ation to reduce the time for trainings and ha*e employees go through different phases of training by sitting at desk )ith a computer or in a conference )ith co-managers.
Skll"
Coca-Cola Company is pro*iding systems training )hich is aimed to introduce the employees to the companys operation and basic skills reations reali>e the potential of soft-skill training. 16
They spend money to de*elop in-house soft skills training program. They )ant their employees to de*elop creati*e thinking skills, communication skills and other skills essential to the long term sur*i*al of the organi>ation. kill training increases the companys employee producti*ity and impro*es their 0ob satisfaction.
Tec'!cal
Coca-Cola Company is pro*iding technical training )ith the aim to impro*e their employees professional skills. Technical training can help the employees to build their self confidence, sa*e time and prepare for promotions. Technical training takes place in the classroom. @o)e*er, most technical training sessions are practical training. The benefits of pro*iding technical training are to impro*e on )ork performance. !any organi>ations pro*ide in-house technical training.
Lea#er"'p
?eadership training is aimed at training future managers and further de*eloping current as )ell as incumbent ones. ?eaders )ithin Coca-Cola Company )ho )ish to e/cel in their fields of business can definitely benefit from leadership training. 9hen it comes to leadership training there are many different skills that must be learned and applied to make things really stick together. ome of the skills that need to be taught and applied are time management, management assessment, management skill assessment, e/ecuti*e assessment, management consulting and other related skills. ome of the most common leadership training concepts 17
include effecti*e listening. This is *ital to help leaders learn ho) to listen and build trust )ith all of the internal employees and all of the e/ternal clients that they may ha*e to associate )ith on a daily basis.
3$#e# D"c$""o! a!# Stor&tell!)
This is more of a practical )ay of leaning the things rather than 0ust be a theoretical )ay of training that takes through *arious slides or modules. This helps the employees to come out )ith the ne) ideas that can be implemented for business needs.
Trainings are held in a closed en*ironment like a meeting hall or training rooms in the office premises that accommodates a group of people )ith latest eation ha*e professional training rooms )ith all infrastructures that can pro*ide complete assistance in training.
Thereby, training and de*elopment is beneficial not 0ust for the company itself but also to the indi*idual )orkers. @ere,
training and
de*elopment
leads
to impro*ed success
and more positi*e beha*iour to)ard profit alignment, enhance the 0ob abilities and
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kno)ledge at all le*els of Coca Cola. n the other hand, this training and de*elopment program benefits personal )orkers through helping them make better choices, helping in moti*ating and achie*ing self-de*elopment and self-confidence, helping an employee to handle stress, disappointment and mo*ing the indi*idual to)ard personal ob0ecti*es.
The greatest aim of this training techni
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At Coca-Cola , )e make it a priority to treat our people )ell, help them de*elop and gi*e them a re)arding )orking life. To us, this means creating an en*ironment )here employees can J F/cel in their performance J 1e*elop skills for impro*ement J !o*e to)ards their career goals 7y pro*iding training and de*elopment programmes, on-the-0ob learning, coaching and feedback, )e make sure that e*eryone )ho )orks )ith us has the resources they need to learn more and build their careers. And also to ha*e some fun along the )ay - )e )ant CocaCola to be a great place to )ork )here people are inspired and moti*ated to be the best they can be.
Employee Engagement ur success depends on moti*ated and committed employees. 9e need them to feel that they play a real part in helping our business meet its goals and ha*e an understanding of )hat they are. 9e ha*e se*eral different )ays of measuring our employees8 le*el of engagement )ith the business and satisfaction )ith their )orking li*es - such as through constructi*e dialogue )ith our employee representati*e groups and employee sur*eys.
Great Place To Work 9e think it8s important for our employees to en0oy their )orking life and )e )ant to make sure that )orking for our business in Great 7ritain is fulfilling, re)arding and fun. Key areas that )e focus on as part of the Great lace to 9ork programme include gi*ing employees discounted gym memberships as )ell as on-site e/ercise classes, free Coca-Cola drinks and fruit, a staff restaurant offering healthy food options, summer hours and fle/ible )orking, a learning allo)ance and a Cycle to 9ork scheme.
Training and e!elopment To attract and retain the best people, )e recognise that )e need to in*est in their de*elopment. 9e take training and de*elopment *ery seriously. 9e ha*e continuously 20
in*ested o*er the years )ith the aim of strengthening this important area of business performance, placing emphasis on employee de*elopment plans, internal talent management, leadership de*elopment for managers and employee performance management.
Pay and re"ard ffering competiti*e pay and moti*ating benefits is crucial to both attracting and retaining the most talented people to dri*e our business for)ard. 9e consider a number of different elements, such as pension, healthcare and additional holiday, )hich form a total compensation and benefits package for our employees. ur re)ards programmes are regularly benchmarked against a select peer group of our ma0or competitors and key players in the local market.
#pen and incl$%i!e 9e8re committed to pro*iding an inclusi*e )orking en*ironment in )hich e*eryone is treated fairly. 9e belie*e that ha*ing people from different backgrounds, )ith different life e/periences and talents is a real bonus for our business. That8s )hy respecting and *aluing the di*ersity of our people is central to our *ision and *alues. It8s also )hy our employment policies and practices ha*e been de*eloped to protect against discrimination and ensure e
WORKPLACE CULTURE
9ith
the
same
spirited
in*estment
as the )orld8s premier
marketer and
be*erage
leader
more than $$B years,
for
21
industry
)e are focused on strategic )orkplace programs that help assure the success of our commitment to embracing the similarities and differences of people, cultures and ideas.
C$lt$ral Se!"ato!" - This employee a)areness program takes di*ersity beyond
representation and pro*ides employees an opportunity to learn about different cultures and regions of the )orld in )hich )e do business. ur Cultural ensations program is designed to foster dialogue about the similarities and differences of people, cultures and ideas through the use of art, music, dance, food and special e*ents.
D%er"t& A#%"or& Co$!cl - The Companys corporate 1i*ersity Ad*isory Council consists
of a representati*e group of employees from all le*els, functions and business units of the organi>ation. The Council de*elops recommendations for senior management on ad*ancing the company8s efforts to)ards achie*ing our di*ersity ob0ecti*es.
E2plo&ee For$2" - 9e belie*e that a sense of community enhances our ability to attract,
retain, and de*elop di*erse talent and ideas as a source of competiti*e business ad*antage. In the United tates, through employee forums, employees can connect )ith colleagues )ho share similar interests and backgrounds. In those forums and else)here, employees support each other8s personal and professional gro)th and enhance their indi*idual and collecti*e ability to contribute to the company. 2orums that are currently acti*e include
WORKPLACE POLICIES
9ithin e*ery large organi>ation, there are al)ays go*erning rules, and our company is no e/ception. The Coca-Cola Company and its subsidiaries maintain a long-standing commitment to e
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Co#e of +$"!e"" Co!#$ct
ur Code of 7usiness Conduct (Fnglish Translation' ser*es to guide the actions of our employees, officers and directors in )ays that are consistent )ith our core *alues honestyL integrityL di*ersityL
E8$al Opport$!t&
The Coca-Cola Company *alues all employees and the contributions they make. Consistent )ith this *alue, the company reaffirms its long-standing commitment to e
The company maintains e
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Associate Training To 2pro%e a" a co2pa!& a!# to 'elp a""ocate" real5e t'er f$ll pote!tal9 e are co22tte# to e;te!#!) e#$cato! a!# #e%elop2e!t pro)ra2" to o$r a""ocate" at all le%el" of o$r or)a!5ato!<
Coca-Cola Uni*ersity (CCU' is our Company8s education curriculum, )hich pro*ides a )ide range of courses through classroom learning, e-learning and field training to help associates de*elop personally and professionally. CCU8s learning portfolio focuses on leadershipL marketingL human rightsL ethics and complianceL di*ersityL sustainabilityL financeL and other competencies. 9e offer thousands of courses to associates through CCU. In "%, more than "#, associates participated in $,#" CCU classroom sessions )orld)ide, and 5%,$ associates participated in e-learning courses. Associates are encouraged to seek training through our annual performance re*ie) system. The system, )hich includes mid-year and year-end career discussions bet)een associates and their managers, gi*es e*eryone the opportunity to assess their annual performance against set goals and ob0ecti*es. Associates and managers discuss training and de*elopment and outline a plan for training and enrichment. The associate and manager are responsible for ensuring that the proper training is completed )ithin the calendar year. The Company also encourages associates to pursue higher education programs, )ith le*els of reimbursement a*ailable for degree-seeking undergraduate and graduate studies at accredited colleges and uni*ersities. 9e also pro*ide associates the opportunity to take ad*antage of many e-learning resources beyond CCU, as )ell as e/ternal conferences and other education and training opportunities.
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D%er"t& E#$cato! = Tra!!) O!)o!) #%er"t& tra!!) " crtcal to t'e a#%a!ce2e!t of o$r o!)o!) 6o$r!e&<
ur *arious di*ersity education programs efforts ha*e mo*ed from minimi>ing conflict to strengthen our ability to amplify, respect, *alue and le*erage our differences to dri*e sustainable business results. ur three pillars of di*ersity education are 1i*ersity Training, a 1i*ersity peaker eries and our 1i*ersity ?ibrary. ngoing di*ersity training helps dri*e employee engagement, create a )ork en*ironment that *isibly *alues and le*erages di*ersity and accelerates producti*ity.
9e also offer supplier di*ersity training to help ensure that associates understand ho) to le*erage the procurement po)er of the company by creating a pool of suppliers that include minority- and )omen-o)ned businesses.
25
26
e!elopment Program% &or Employee% 9e aim to establish long term relationships )ith our employees. ne of the needs identified by our employees )as for opportunities for professional de*elopment. 9ith this in mind )e ha*e de*eloped special programs. Fr"t Fe Sp": The purpose of this training is to pro*ide CCI? ne) hires )ith a sense of
4ision, urpose, 1irection, 7elonging, ride and assion. This is the induction program to train hires on company policies and pro*ide them function o*er*ie). It is a D day )orkshop that includes a plant tour and a sales *isit. Pe)a"$" Pro)ra2: The egasus program seeks to de*elop all-round top talent to fuel a
pipeline of future roles )ithin CCI?. Ma!tra: !antra is our uni*ersity relations programL )e ha*e consistently been a preferred
recruiter in leading 7-school campuses. Through the !antra program, students get an opportunity to )ork on "-month summer internship pro0ects )ith Coca- Cola India. The program is designed for ma/imum learning and consists of a robust mi/ of pro0ect )ork, coaching and assignments. Ma!a)e2e!t Tra!ee Pro)ra2: The best performing summer interns (from the !antra
program' are recruited as !anagement Trainees. The !anagement Trainee program is of $6 months duration and offers comprehensi*e, cross-functional e/perience in different business *erticals and the group8s C; acti*ities. Wo2e! ! Lea#er"'p pro)ra2: Globally, The Coca-Cola Company has been stri*ing to
increase the number of )omen in our talent pool through recruitment and internal de*elopment strategies.FAG 9omen in ?eadership program )as kick started in India in "$. The program aims at grooming )omen talent in the middle management le*el to take up higher responsibilities. Catal&"t: Catalyst is a training program for selected managerial staff, relati*ely high in the
organi>ational hierarchy, grooming them for taking up senior management positions. 9ithin the organi>ation, )e recogni>e the need for performance and de*elopment re*ie)s. ur approach to these re*ie)s is three pronged. 27
•
O! t'e 6o( - Lear!!) )a!e# t'ro$)' c$rre!t ork a"")!2e!t" a!# "pecal pro6ect"
•
Coac'!) a!# 2e!tor!) - K!ole#)e ($lt t'ro$)' !teracto! t' ot'er"
•
For2al tra!!) 7 Co$r"eare #e")!e# to #e%elop k!ole#)e a!# "kll"
In "$$ )e launched # Integrated Career, 1e*elopment M erformance lanning 9orkshops, co*ering $&# associates )ho are people managers. Across the organi>ation )e )ere able to ha*e performance plans for $E of the employees, career plans for %&E, de*elopment plans for %5E and mid-year re*ie)s for $E of the employees.
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E2plo&ee E!)a)e2e!t 'ore t(an 700)000 a%%ociate% create t(e *oca+*ola %y%tem, Fach associate brings his or her uni
To encourage a )ork en*ironment of open communication and to effecti*ely solicit and le*erage inno*ati*e ideas, )e engage in fre
ur compensation and benefits packages are among the best in the )orld, benchmarked against other global, high-performing employers. 9e also offer a *ariety of de*elopmental opportunities for our associates, including Coca-Cola Uni*ersity, a learning program for high performers. Using the eak erformance ystem, our performance management and de*elopment system, in tandem )ith more than $ global people de*elopment forums, associates and their managers regularly discuss de*elopment, mo*ement and succession plans around the )orld.
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CONCLUSION This training techniational ob0ecti*es and perspecti*e of CocaCola and also the present difficulties they are e/periencing. At Coca Cola, )e create it a concern to cure their indi*iduals )ell, help them create and pro*ide them a fulfilling operating life. 7y offering training and de*elopment program, role plays, coaching and feedback, )e make sure that e*eryone )ho performs in Coca Cola has the sources they need to understand more and de*elop their professions. And also to ha*e some fun along the )ay )e )ant CocaCola to be a good place to )ork )here indi*iduals are moti*ated to be the best they can be. The 8Coca-Cola8 promise is simple, solid and timeless The Coca-Cola TCompany e/ists to benefit and refresh e*eryone )ho is touched by its business. art of this promise is to continually operate as a model business citi>en, consistently shaping business decisions to impro*e the
The Company is committed to monitoring performance in the area of social responsibility against benchmarks to make sure that it is, and continues to be, a good citi>en as )ell as the benchmark global brand.
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