Employment, Diversity and Inclusion factsheet PDF

CORPORATE RESPONSIBILITY & SUSTAINABILITY REPORT 2015 — 2016
Employment, Diversity
and Inclusion
OUR TARGETS
40%
Have at least 40 percent women in both
management and leadership grades by 2025.
Attract
develop and motivate a talented
and diverse workforce.
WHAT WE ACHIEVED
80%
OUR COMMITMENT
We will attract, develop and motivate a talented and diverse workforce.
By 2025 we intend that women will comprise at least 40 percent of
both management and leadership grades across the business.
INTRODUCTION
We believe that people make a company successful and sustainable.
Our aim is to recruit the best people, develop diverse and inclusive teams
and provide our employees with rewarding careers in an environment that
supports their development.
OUR FEMALE WORKFORCE IN 2015
33%
employee engagement score in our
latest employee engagement survey.
of our Board of Directors
30%
26
%
76%
of employees in
executive grades
of our total workforce
is female
of our employees were covered by collective
bargaining agreements in 2015.
26%
of employees in
leadership grades
43%
38%
of our external hires were women in 2015.
of employees in
management grades
HOW WE’RE DOING IT
Our employment and diversity program
focuses on fostering a diverse and inclusive
culture – attracting, developing and motivating
a workforce that reflects the communities in
which we operate.
FOSTERING A DIVERSE
AND INCLUSIVE CULTURE
We regard every employee as a valued
member of CCE and are committed to
supporting each individual in achieving their
potential. Our Diversity and Inclusion (D&I)
strategy has traditionally focused on gender,
and has recently expanded to focus on
generations and ethnicity.
Accountability
Responsibility for diversity rests throughout
our business. Our Corporate D&I Council is
chaired by two members of our Executive
Leadership Team and made up of business
leaders representing our business units and
functions. A detailed D&I scorecard allows us
to measure and benchmark progress. Our
Leadership Team (LT) under our CEO, John
Brock, reviews how each business unit and
function is progressing against its D&I action
plan every quarter. All members of our LT
have individual D&I performance objectives.
In addition, we have local D&I Councils
in the Netherlands, France, Belgium,
Luxembourg, Norway and Great Britain.
These local councils work with business
leaders to extend D&I initiatives across
the business.
FACTSHEET 25/32
1 Science, Technology, Engineering and Mathematics.
Setting targets
We have set detailed action plans for talent
acquisition, female retention and career
progression and development in all busines
areas, to meet our D&I targets. We have
seen the results of this approach, with female
representation increasing at management
level by four percentage points and at
leadership levels by two percentage points
since 2013.
Talent recruitment
Manufacturing and STEM1 careers have been
seen in the past to be mainly male dominated.
We are working to address this gap through
our recruitment strategy, led by a campaign
called ‘My Time is Now’, which encourages
women to think differently about their careers.
In addition, we aim for gender balance in our
candidate lists and interview panels, have
reworded our job advertisements to make
them gender neutral and have built female
talent pipelines in areas of the business
where we find it difficult to attract women.
We have also begun using video interviewing
technology, which allows us to not only screen
more candidates, but also to assess them on
more than just their written CVs.
CORPORATE RESPONSIBILITY & SUSTAINABILITY REPORT 2015 — 2016
Developing diversity
We aim to recruit the best talent by:
• Broadening and segmenting our
recruitment campaigns
We aim
to attract, develop
and motivate
Attract
• Ensuring gender balanced candidate
short lists and interview panels
• Rewording job advertisements to
make them gender neutral
a talented and diverse workforce
• Using video interviewing to screen
more candidates, and assess them
on more than their written CV
Develop
Motivate
WORKFORCE
We aim to motivate our talent by:
• Establishing employee networks,
focused on gender, age and ethnicity
• Working towards pay equity
throughout our business by
monitoring pay levels annually,
and on an ad hoc basis
To support and increase the number of
women in manufacturing overall, we support
organizations such as Women in Engineering
and Women in Logistics in Great Britain. We
also provide mentors for the Brunel University
mentorship scheme for female engineering
students, and are funding a study to better
understand what motivates female employees
in Sweden. We also participate in programs
which aim to improve youth employment and
employability, and to promote STEM careers.
We are making progress – in 2015 we recruited
27 graduates to our University Talent Program
(UTP), of whom 52 percent were women.
We also partner with organizations such
as the Careers Transition Partnership, in
Great Britain which is the Ministry of Defence’s
official provider of Armed Forces Resettlement.
Through this partnership we are able to
recruit ex-military talent into our supply chain
function, helping in their transition between
military and civilian life.
Pay equity
CCE is committed to gender equality, and we
do not make employment-related decisions,
including pay decisions, on the basis of
legally or company-protected characteristics,
including gender. To ensure that line
managers make appropriate pay decisions,
we provide training and support during the
salary review process and when employees
are being hired or promoted. More specifically,
we monitor pay equity within our territories
through annual and ad hoc reviews that take
place not only when required by law. These
take account of additional factors such as
performance over time which can affect
the pay of both men and women.
FACTSHEET 25/32
AWARENESS AND EDUCATION
Embedding D&I within training
When we started establishing D&I at CCE,
we created standalone programs aimed at
building the awareness and capabilities of our
employees in this area. While we still continue
to run some standalone programs, such as
our Inclusive Leadership Program, which aims
to raise awareness of the importance of D&I
and unconscious bias, we are now focusing
primarily on embedding D&I principles within
existing programs, across our entire training
curricula.
Employees are also encouraged to create
an Individual Development Plan (IDP) which
helps them focus on their development goals,
and in 2015 87 percent of employees had an
IDP. Our online CCE Academy offers training
across all areas of our business, offering
45,748 courses in 2015, with 9,585 employees
completing at least one.
Female leadership coaching
We have established programs which aim
to build our talent pipeline, and help our
female leaders progress to the next stage
of their careers. For example, our Women
in Leadership program helps female senior
managers and above to build network and
leadership skills. Our Signature program
sends our female vice-presidents on courses
that facilitate contact between talented
women from different organizations.
Flexible working
We have updated our flexible working policies
and piloted workshops to encourage managers
and their teams to think differently about the
benefits and implications flexible working.
We look to build a diverse talent
pipeline by:
• Running standalone D&I training
programs (e.g., Inclusive Leadership
Program and mentoring)
• Embedding D&I principles in all
our people management training
• Providing specific coaching and
mentoring to enable key talent to
take the next step in their careers
Beyond gender
We also started to broaden our D&I agenda
from gender, working on engaging multiple
generations and on cultural diversity. We
believe these steps will bring us closer to our
customers, consumers and our employees
(see case study).
CASE STUDY
D&I lab on generations
In 2015, we held our second D&I lab, a full
day workshop focusing on the enablers
to engage multiple generations within
our workforce. A CCE workgroup made up
of a gender- and age-balanced group of 40
people from across our business were joined
by speakers from other leading companies
in D&I such as Acciona, Danone, Ernst &
Young and Sodexo, as well as members of
academia. The output of the session was a
generational diversity action plan signed
off by our CEO, John Brock, and incorporated
into our 2016 D&I strategy. The D&I lab
approach is innovative, and has won
external recognition, ranking fourth in
the Diversity Journal’s 2015 ‘Innovation in
Diversity’ Awards.
CORPORATE RESPONSIBILITY & SUSTAINABILITY REPORT 2015 — 2016
Social Data
Lost-time accident rate 2007–20151
2.97
2.97
2.97
2.45
2.45
2007
1
2
3
2.97
2.97
2.97
Supply Chain
2.97
Number of lost-time accidents per 100 full-time equivalent employees.
2.45
Commercial and sales
CCE TOTAL 2
2.65
2.16
1.96
1.87
2
2
2
2
2
2
2
ChainSupply
ChainSupply
Commercial
ChainSupply
Commercial
Chain
Supply
Commercial
and
Chain
sales
Supply
Commercial
Chain
andSupply
sales
Chain
Commercial
andTOTAL
Chain
sales
Commercial
CCE
and22TOTAL
sales
Commercial
CCE
andCommercial
TOTAL
sales
CCE
and2TOTAL
sales
CCE
and
TOTAL
sales
CCE
sales
TOTAL
CCE TOTAL
CCE CCE
TOTAL
TOTAL
2.97 2.97Supply
2.97Supply
2.97
1.69
ChainSupply
Commercial
and
sales
CCE
1.65 and
1.58 1.50
1.41
1.40
2.65 2.65 2.65 2.65 2.65 2.65 2.65 2.65 2.65
2.65
1.31
1.20
2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45
1.17 1.12
1.07
1.06
2.16
2.16 2.16 2.16
2.16 2.16 2.16 2.16 2.16
2.16
1.96
1.96 1.87
1.96 1.87
1.96 1.87
1.96 1.87
1.96 1.87
1.96 1.96
1.96
1.96
1.87
1.87
1.87
1.87
1.87
1.69 1.65
1.69 1.65
1.69 1.65
1.69
1.69 1.69 1.69 1.69 1.69
1.69
1.65
1.65 1.65 1.65
1.65
1.65
1.58 1.50
1.581.65
1.58 1.50
1.58 1.50
1.58 1.50
1.58 1.50
1.58 1.50
1.58 1.58
1.58
1.50
1.50 1.50
1.501.401.41
1.41
1.41
1.41 1.40
1.41 1.40
1.41
1.41 1.40
1.41 1.41
1.40
1.40
1.40 1.40 1.40 1.40
1.41
1.31
1.31
1.31
1.31
1.31 1.31 1.31
1.31
1.27
1.27 1.27 2012
1.27 1.27
1.31
20101.27
2009
20081.20
1.22
1.22 1.27
1.22
1.22 1.27
1.22 2011
1.22 1.22
1.20 1.17
1.20 1.20
1.20 1.12
1.20 1.12
1.20
1.20
1.17 2007
1.17
1.17
1.17
1.171.22
1.17 1.22
1.17
1.17 1.27
1.20
1.12
1.12
1.12
1.12
1.07 1.07 1.06
1.07 1.06
1.07 1.061.07
1.07 1.06
1.07 1.07
1.06
1.061.121.06 1.12
1.06
1.061.011.12 1.01
1.07
1.01
1.01
1.01 1.01 1.01 1.01
1.01
0.92
0.92
0.92
0.92
0.92
0.92
0.92
0.92
1 0.86
Data0.92
recalculation
and
changes
to0.83
previous
years
due
to0.86
data
improvements.
0.89
0.89
0.89
0.89
0.890.83
0.86
0.860.89
0.86
0.86
0.860.89
0.86
0.86
0.82
0.82
0.82
0.89
0.83
0.83
0.83
0.83
0.83
0.83 0.82 0.82 0.82 0.82 0.82
0.820.89
0.83
2 Nordics are included from the year 2010 onwards.
0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55
3 Cold Drinks Centers transferred from commercial to operations.
0.86 0.92 0.89
0
20133
2
3
3
3
3
3
3
3
33 2013
2010
2010
2010
2010
2010
2010
2010
2010
2009
2009
2009
2009
2009
2009
2009
2009
2015
2015 2015 2015 2015
2007 20072008
20072008
20072008
2007
2007
2007
2007
2013
2013
2013
2013
20132015
20132015
2013
2011
2011
2011
2011
2011
2011
2011
2011
2012
2012
2012
2012
2012
2012
201232014
2012
2014
2014
2014
2014
2014 2015
2014 2014
2008
2008
2008
2008
2008
2008
2010
2009
2015
2013
2011
2012
2014
Data
recalculation
and
changes
toimprovements.
years
due to
data
Data1 recalculation
Dataand
1 recalculation
Data
and
1recalculation
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changes
1previous
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and
1 recalculation
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and
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changes
to
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and
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toimprovements.
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to improvements.
data improvements.
Data 1recalculation
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toand
years
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2the
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are
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from
year
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Nordics
2 Nordics
are 2
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are2included
from
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2 from
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year
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2the
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year
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year
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the
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yearthe
from
onwards.
2010
the
onwards.
year onwards.
2010 onwards.
3Drinks
Cold
Drinks
Centers
transferred
fromtocommercial
to operations.
ColdCenters
3Drinks
Cold3Centers
Drinks
Cold Centers
3
Drinks
transferred
Cold
Centers
3Drinks
transferred
Cold
from
3Centers
transferred
Drinks
Cold
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from
Centers
commercial
3from
Centers
Cold
to
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commercial
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Drinks
from
transferred
to operations.
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from
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from
transferred
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from
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commercial
to operations.
to operations.
Cold 3Drinks
transferred
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totransferred
operations.
Lost-time accident rate by country 20154
Supply Chain
Commercial and sales
CCE TOTAL
Number of lost-time accidents per 100 full-time equivalent employees.
Supply
Supply
Supply
Chain
Supply
Chain
Supply
Chain
Chain
Supply
Commercial
Supply
Chain
Commercial
Supply
Chain
Commercial
Chain
Commercial
and
Chain
Commercial
and
sales
Commercial
and
sales
Commercial
and
sales
Commercial
and
sales
CCE
and
sales
CCE
and
TOTAL
sales
CCE
and
TOTAL
sales
CCE
TOTAL
sales
CCE
TOTAL
CCE
TOTAL
CCE
TOTAL
CCE
TOTAL
TOTAL
Supply
Chain
Commercial
and
sales
CCE
TOTAL
3.07
3.073.073.073.07 3.073.073.073.07
3.07
1.27
1.49
1.34
0.65
1.03
0.83
0.82
0.81
0.37
0.23
1.49 1.491.491.49 1.49 1.491.49 1.49
1.49
0.55
0.00
1.341.341.341.34 1.34 1.341.34 1.34
1.34
0.870.870.870.87 0.870.870.870.87
0.87
1.27 1.271.271.27 1.27 1.271.27 1.27
1.27
0.69
0.69
0.69
0.69
0.69
0.69
0.69
0.69
0.69
0.650.650.650.65 0.650.650.65
0.65
0.65
1.09
1.09
1.09
1.09
1.09
1.09
1.09
1.09
1.090.63
0.630.630.630.63 0.63
0.63
0.63
0.63
1.03 1.031.031.03 1.03 1.031.03 1.03
1.03
1.02
1.02
1.02
1.020.97
1.02
1.02
1.02 1.02 All CCE
1.02
0.97
0.97
0.97
0.97
0.97
0.97
0.97
0.97
Net
France
Great Britain
Belux5
0.83
0.83
0.83
0.83
0.83
0.380.380.380.38 0.38
0.380.380.38
0.820.820.820.82 0.820.82
0.82
0.82
0.81
0.81
0.810.81 0.81 0.810.81 0.810.28
0.38
0.82
0.81
0.37
0.37
0.37
0.370.83
0.370.83
0.37
0.370.83
0.370.83
0.37
0.28
0.28
0.28
0.28
0.28
0.28
0.28
0.28
0.23
0.23
0.230.23 0.230.230.230.23
0.23
0.550.550.550.55 0.550.55
0.55
0.55
0.55
40.00
Data
not
collected
for
the
USA
as 0.00
work
solely office-based.
0.000.000.000.000.000.000.000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00is
0.00
0.00
0.00
0.00
5 6Belux6 commercial
LTA
rate
is7high
due
to a relatively low number of FTEs in Luxembourg.
7 6 7
7
7
7
7
5
5
5
5
5
5
5
6
6
6
6
77 6 Bulgaria
55 France
6Sweden
Bulgaria
Bulgaria
Bulgaria
Bulgaria
Bulgaria
Bulgaria
Sweden
Sweden
Sweden
Sweden
Sweden
Sweden
Sweden
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
Netherlands
France
France
France
France
France
France
All CCE
CCE
All CCE
All CCE
All CCE
All CCE
All
CCE
AllGreat
CCE
AllGreat
CCE
Britain
France
Great
Britain
Great
Britain
Great
Britain
Great
Britain
Great
Britain
Great
Britain
Britain
Belux
Belux
Belux
Belux
Belux
Belux
Belux
Belux
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Bulgaria
Sweden
Netherlands
France
All
Great
Britain
Belux
Norway
6Bulgaria
Data
not
collected
separately
on commercial employees in Sweden.
7 Bulgarian office data first collected in 2015.
Data
4 Data
not
4 Data
collected
4notData
collected
not
4 Data
collected
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4forcollected
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4forUSA
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collected
the
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4
for Data
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is
assolely
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is solely
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is solely
office-based.
office-based.
44 Data
not
collected
for
the
as
isthe
solely
office-based.
Belux
5 Belux
5commercial
Belux
5commercial
Belux
5commercial
Belux
commercial
LTA
5 Belux
rate
5LTA
commercial
Belux
rate
is
LTA
5commercial
high
Belux
LTA
rate
iscommercial
high
due
rate
is
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commercial
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due
to
is
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rate
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due
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number
low
isahigh
due
relatively
tonumber
low
a to
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low
number
ofaFTEs
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relatively
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number
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in
relatively
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FTEs
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of
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innumber
of
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FTEs
in number
of
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FTEs
inofLuxembourg.
FTEs
inofLuxembourg.
FTEs
in Luxembourg.
in Luxembourg.
55 Belux
commercial
LTA
rate
is
high
due
to
aahigh
relatively
low
number
of
in
Luxembourg.
Data
6 Data
not
6 Data
collected
6notData
collected
not
6 Data
collected
not
6separately
collected
Data
not
6separately
Data
collected
not
6
separately
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on
collected
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onseparately
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onseparately
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onemployees
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in
employees
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Sweden.
oninemployees
commercial
Sweden.
inemployees
Sweden.
inemployees
Sweden.
inemployees
Sweden.
in Sweden.
in Sweden.
in Sweden.
66 Data
not
collected
separately
on
commercial
employees
Sweden.
Bulgarian
7 Bulgarian
7 Bulgarian
7office
office
Bulgarian
7office
data
Bulgarian
7office
data
Bulgarian
first
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7 data
Bulgarian
collected
first
7office
data
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data
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office
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data
collected
first
inoffice
data
2015.
collected
first
in 2015.
data
first
collected
in 2015.
collected
first
in 2015.
collected
in 2015.
in 2015.
in 2015.
77 Bulgarian
data
first
collected
in
2015.
WORKPLACE PROFILE
DIVERSITY PROFILE
2013
2014
2015
2013
2014
2015
11,750
11,650
11,500
Females on Board of Directors (%)
33
33
33
96
95.6
96
Females in executive roles (%)
25
30
30
Male
98
99
Females in leadership roles (%)
24
25
26
Female
89
89
Females in management roles (%)
34
36
38
5.7
5.2
Females in non-management roles (%)
23
24
24
5.2
Females in workforce (%)
24
25
26
4.6
5.1
Board of Directors members over 40 (%)
100
100
100
76
86.7
87.3
17
17
17
2.7
2.2
1.9
Ethnically diverse members of the Board
of Directors (%)
0
0.2
0.3
Executive
102
107
20–29
16
15.9
15.8
Management
110
112
30–39
32
30.5
29.8
NonManagement
105
105
40–49
33
32.6
31.7
50–59
17
18.2
19.7
2
2.6
2.8
76
76
Total employees
Full-time employees (%)
5.4
Voluntary turnover rate (%)
New hire rate (%)
Absentee rate (%)
Employees with Individual Development Plans (%)
Average training days per employee
Age profile of workforce (%)
<20
60+
Percentage of employees covered
by collective bargaining agreements
FACTSHEET 31/32
1
Equal remuneration
(median compensation
of men vs. women) (%)2
1 Data is accurate through mid-December
2015. Due to a technical system change we
are note able to provide full year-end data for
this indicator.
2 Pay ratio is based upon a sample size of 43%
of our total workforce.