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The Coca-Cola Company

The Coca-Cola Company. Talent Management meets Global Mobility. TCCC – Some facts. Worlds largest beverage company and most recognised & valued brand Servings: 1.7 billion per day More than 500 brands in 200+ countries 140,000+ associates worldwide Ca. 300 bottling partners

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The Coca-Cola Company

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  1. The Coca-Cola Company Talent Management meets Global Mobility Classified - Internal use

  2. TCCC – Some facts • Worlds largest beverage company and most recognised & valued brand • Servings: 1.7 billion per day • More than 500 brands in 200+ countries • 140,000+ associates worldwide • Ca. 300 bottling partners • Ca. 80% of sales outside of North America Classified - Internal use

  3. Coca-Cola Goals for 2020 • People • Be a great place to work. • Partners • Be the most preferred and trusted beverage partner. • Profit • More than double system revenues while increasing system margins. Classified - Internal use

  4. Goals for 2020 – cont. • Portfolio • More than double our servings to over 3 billion a day and be No. 1 in the NARTD beverage business in every market and every category that is of value to us. • Planet • Be a global leader in sustainable water use, packaging, energy and climate protection. • Productivity • Manage people, time and money for greatest effectiveness. Classified - Internal use

  5. Coca-Cola HR • HR business transformed in 2010 • Even closer synergies now between: • Talent Acquisition (TA); • Talent Management (TM); • Compensation & Benefits (C&B); and • Global Mobility (GM) across geographies and Business Units Classified - Internal use

  6. GM Set-up • There is a GM “Centre of Expertise” (CoE) consultant for each region: • North America • Latin America • Europe • Eurasia/Africa • Pacific Classified - Internal use

  7. Where does Global Mobility fit? • TCCC is a global company and more often, resources only available in another country • GM now included early on in the process • When candidate(s) identified and a cross-border move imminent, GM involved in discussions with TAP and Hiring Manager • GM not a driver but now heavily involved before and during the event Classified - Internal use

  8. The new operating model will allow HR and therefore the business, to focus on the things that really matter • Planning & driving top-line growth • Working with our bottlers to build a healthy system for the future • Building brand love & value with our consumers • Collaborating with our customers & executing to win Business Unit HR BU / Group HRD’s Global Business Services • Build people strategies and drive change / organizational effectiveness, in partnership with the business • Coach and advise Business Unit leaders • Enable talent and performance management for their business • Transactional services across all HR processes • Implement certain initiatives and plans developed by the COE, with input from HRD’s Shared Transaction Services GBS HR (located in regional sites) • Scaled Expertise • COE’s • e.g., • C&B • Talent Mgmt • Talent Acquisition • Global Mobility Corporate Center Scaled Expertise (COE) • HR strategy & thought leadership • Governance of people programs • Global policy sign-off • Interface with Senior Company Leaders & Operating Committee • Support executive development and compensation • Design global , scalable programs • Create simple, standardized end-to-end processes and tools • Provide expert consulting and support to local needs • With service level agreements with Groups • Lean Corporate Center • Governance • Strategy Classified - Internal use

  9. Building a Global Talent Acquisition Foundation The Foundation • Global recruiting team with deep sourcing expertise Right People One Process • Common global process Technology Platform • Single global technology HIGHLY RESTRICTED Classified - Internal use

  10. The best talent is often the hardest to find & attract Classified - Internal use

  11. The Value of Direct Sourcing Talent External Search Firms vs Direct Sourcing Model Classified - Internal use

  12. GM “Ownership” • Any cross-border move of an associate is “owned” by GM (host country) • CoE works closely with TAP and Hiring Manager to: • Understand reason for the move • Long-term objectives for the associate • Anticipated length of assignment, thus • Type of assignment/policy Classified - Internal use

  13. How does GM help the process? • Guides the Business in relation to policy type • Conducts due diligence: • Review corporate entities in home and host • Consider secondment agreements • Review potential PE and TP issues • Advise on compensation package • All this takes place during discussions with Hiring Manager, SBP and candidate Classified - Internal use

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