The Coca-Cola Company

Talent Management meets Global Mobility

Classified - Internal use

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

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

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

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

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

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 crossborder 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

The new operating model will allow HR and therefore the business, to focus on the things that really matter
Planning & driving top-line growth Building brand love & value with our consumers Working with our bottlers to build a healthy system for the future Collaborating with our customers & executing to win

Global Business Services

Business Unit HR

BU / Group HRDs

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 Implement certain initiatives and

plans developed by the COE, with input from HRDs processes

Shared Transaction Services GBS HR

(located (located in in regional sites) regional sites)

Scaled Expertise COEs

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 Classified - Internal use Strategy

Building a Global Talent Acquisition Foundation

The Foundation

Right People

Global recruiting team with deep sourcing expertise

One Process

Common global process

Technology Platform

Single global technology

HIGHLY RESTRICTED Classified - Internal use

The best talent is often the hardest to find & attract

Prospect Types
(1) Active - Unemployed and actively seeking a position

Difficulty
Easy
Riskiest to

Value
hire, may have left previous role truly on own accord or may be a potential performance issue.

Recruiting Tactics
Internet

postings referrals

Networking and

(2) Passive - Employed but open to a position

Moderate

Prospect

willing to explore other opportunities

Prospect

Internet

postings referrals

Networking and Contingent

may be disenchanted with current employer

and Retained Search

Firms
Contingent

(3) Relationship Focused- Employed, happy, & not seeking external opportunities

Difficult

Any companys

most prized employees and typically the high potentials

& Retained Search Firms referrals

Networking and

Sourcing Consultant

10 Classified - Internal use

The Value of Direct Sourcing Talent

External Search Firms
Consultant managing multiple clients

vs

Direct Sourcing Model

Dedicated internal expert
Pipeline building ahead of Open Requisitions Pro-active introductions of key talent External market intelligence owned by Coca-Cola Understanding of the Coca-Cola system and culture Unrestricted access to worldwide talent pool Long term motivation

Limited, if any knowledge of future needs Motivated to fill immediate hiring needs Market intelligence reused for other clients Limited/Narrow exposure to Coca-Cola Restricted by off-limits policies Short term motivation

Build own firm reputation

Build Coca-Cola employer brand

11 Classified - Internal use

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

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