Our products can be part of an active, healthy lifestyle that includes a balanced diet and regular activity. We’re also supporting our employees’ health and wellness.
Obesity has turned into a significant threat for health. It is primarily the result of energy imbalance. The most effective way to manage body weight is to balance the amount of energy (calories) consumed with the amount expended through physical activity and healthy living.
Within this context, The Coca‑Cola Company announced a series of commitments in 2013 that our global business system will seek to achieve by 2020. These cover
- Low or no calorie options in every market
- Transparent nutrition information
- Helping to get people moving by supporting physical activity programmes
- Marketing responsibly, including no marketing to children under 12 years old
In March 2017, The Coca‑Cola Company joined six leading food and drink manufacturers in backing a standardised nutrition labelling scheme for Europe, based on the colour coded system used in Great Britain & Northern Ireland.
Supporting our employees
As part of our responsibility towards the health and wellness of our employees, we have developed a framework for health and dependent care and offer a range of flexible working arrangements.
Health and Dependent Care
The CCHBC Health and Dependent Care Framework was designed to address the wellbeing needs of our employees. This framework provides our countries structure and flexibility to offer benefits above statutory requirements while taking into account local demands.
Our Health Care initiatives fall under three pillars (medical plans, targeted health programs and paid sick leave) and may include medical and health insurance benefits, preventative measures such as vaccination programmes and medical check-ups, gym facilities or subsidized gym memberships and nutrition information.
Our Dependent Care initiatives also fall under three pillars (carer’s leave, subsidies and development) and may include maternity and paternity leave in excess of the legally required minimum, subsidies for kindergarten or school activities, school supplies, family events and career days. The amount of additional leave and/or additional pay for maternity and paternity leave varies among our countries. In Switzerland two additional weeks paid maternity leave and four additional days' paternity leave are offered. In Ireland and the UK, statutory minimum maternity pay is supplemented to provide 10 weeks full pay and up to 18 weeks half pay of the employee’s annual base salary while for paternity the Company contributes to statutory paternity pay for the 1st week of leave so that the employee is fully paid. A further three days of paid maternity and paternity leave are offered to our employees in Cyprus, Greece and the Ukraine.
Our approach to wellbeing exemplifies our values while supporting our employees and allowing them to thrive.
Flexible working arrangements
At CCHBC, we define flexible working as flexibility in when, where and how work is done. Across the company, we promote the use of flexible working to drive CCHBC as an irresistible place to work – attracting, engaging and retaining talent – as well as supporting the delivery of our business strategy.
Our approach is founded on the principle that flexible working is a win-win for employees and our business. We believe that flexible working arrangements are a partnership between manager and employee. Managers trust employees to make it work and employees know they are trusted to deliver high performance. The CCHBC framework allows employees to sustain energy, be more productive and help grow our company, with just over a quarter of our total workforce covered by flexible working.
The forms of flexible working offered include:
Employees vary their start and finish times
Flexibility in where employees perform their job, i.e., from home
Two (or occasionally more) employees share a full-time job
Employees work fewer hours than the standard working hours
Employees work standard hours across fewer days
Safety in the workplace
For the ninth consecutive year in 2018, the number of employee workplace accidents fell. Lost Time Accident Rate (LTAR) was 0.39, compared with 0.40 in 2017.*
* LTAR track record and future targets: 2016:0,43; 2017:0,4; 2018:,0,39; 2019:0,32; 2020:0,21; 2025:0,20