training and developme t skill gap analysis coca cola

8/13/2019 Training and Developme t Skill Gap Analysis Coca Cola

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A Summer Training Report on

T R A I N I N G A N D D E V E L P O M E N T

In

COCA-COLA

Submitted to:

Mahamaya Technical University,NOIDA

For pursuing the degree of

MASTER OF USINESS ADMINISTRATION

!"#"$#!

Submitted By: Ete!n"# Guide:

Name- Kanchan Parish

Roll No. 1003370014

Designation

MA$ %r&Semester 'oca$cola!"##$#!

R"$ %um"! Goe# In&titute o' Te()no#o*y

De+"!tment o' M"n"*ement

,-m. Stone De#)i-Mee!ut Ro"d. G)"/i"b"d 01P-2343356


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Raj Kumar Goel Institute of Technology

De+"!tment o' M"n"*ement ,t) %M7 STONE. DEL8I-MEER1T ROAD.G8A9IABAD 017P6-234335

Date:

TO WHOM SOEVER IT MAY CONCERN

This is to certi(y that M!M& %"n()"n P"!i&) is a )ona(i&e stu&ent o( MA !n&*ear o(

this institute (or the session !"#"$#! an& he+she has un&ergone the summer training in

Co("-(o#" organiation an& prepare& Summe! T!"inin* P!o$e(t Re+o!t title&

-T!"inin* "nd De;e#o+ment., (or partial (ul(illment o( M"&te! o' Bu&ine&&

Admini&t!"tion/MA0 a((iliate& to Mahamaya Technical University, NOIDA1

I 2ish him+her all the )est (or his+her (uture en&eavors1

/Dr1 3i)huti04ro(essor 5 6ea&Department o( Management


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ecl r tionI 7anchan 4arish Son+Daughter o( Shri 4ritam Singh pursuing Master o(

usiness A&ministration /MA0 !n& year (rom Ra8 7umar 9oel Institute o(

Technology , 9haia)a& in the session !"#"$#!1 I here)y &eclare that this

summer training research pro8ect report title& -Training An& Development. is

the outcome o( my o2n e((ort at 'oca$cola organiation un&er the gui&ance o(

Dr1 + Mr+ Ms:::::, /Designation,01 The same report has not )een

su)mitte& earlier to any Institute +University (or a2ar&ing any &egree+ &iploma

o( MA or any other pro(essional course1 I( there 2ill )e any violation o( I4R

than I 2ill )e solely responsi)le to that an& Institute+University has right to

cancel my &egree1

Date;#


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CONTENTS

'O==E9E 'ERTIFI'ATE

'OM4NA* 'ERTIFI'ATE

A'7NO>=ED9EMENT

STUDENT DE'=ARATION

E?E'UTI3E SUMMAR*

INTRODU'TION

O@E'TI3E OF T6E 4RO@E'T

'OM4AN* 4ROFI=E$ 'O'A$'O=A

'O'A$'O=A A>ARDS 5 RE'O9NITION

TRAININ9 NEEDS IDENTIFI'ATION

STUD* OF NEEDS OF TRAININ9

MET6ODO=O9* OF TRAININ9


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S7I==S TRAININ9

RESEAR'6 MET6ODO=O9*

DATA ANA=*SIS 5 INTER4RETATION

FINDIN9

=IMITATION

'ON'=USION

SU99ESTION + RE'OMMENDATION

A44ENDI? /UESTIONNAIRE0

I=IO9RA46*


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E


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MOST IMPORTANT >EL?ARE MEAS1RES:


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PA= S8O1LD BE LIN%ED >IT8 T8IS:


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INTROD1CTION O? COMPAN=

Glimpses On The Birth Of Coca-Cola

@ohn Smyth (irst intro&uce& the re(reshing taste o( 'oca$cola in Atlanta1 It 2as May o( #BBC

2hen the pharmacist caramel syrup in a three legge& )rass ettle in his )acyar&1 6e (irst

-&istri)ute& - the ne2 pro&uct carrying 'oca$'ola in a 8ug &o2n the street to @aco)s 4harmacy1

For (ive cents, consumers coul& en8oy a glass o( 'oca$'ola at the So&a Fountain1 >hether )y

&esign or acci&ent car)onate& 2ater 2as teame& 2ith the ne2 syrup pro&ucing a &rin that 2as

proclaime& - Delicious. An& Re(reshing1

Dr1 4em)erton partner an& )ooeeper (ran M Ro)inson, suggeste& the name an& panne& 'oca$

cola in the uniue (lo2ing script that is (amous 2orl&2i&e to&ay1 Mr1 Ro)inson thought - the

t2o ',S 2oul& loo 2ell in a&vertising1.

y #BBC, sales o( 'oca$'ola average& nine &rins per &ay1 That (irst year, Dr 4em)erton sol& !

9allons o( syrup, shippe& in )right re& 2oo&en egs1 Re& has )een a &istinctive color associate&

2ith the No$# so(t &rin )ran& ever since1 For his e((ort, Dr 4em)erton grosse& Go an& spent

GH%1C on a&vertising1


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In #B#, Atlanta entrepreneur, Asa 91 'an&ler ha& acuire& complete o2nership o( the 'oca$

'ola )usiness1 >ith in (our years, his merchan&ising (lair helpe& eJpan& consumption o( 'oca$

'ola every state an& territory1 In ## 'oca$cola 'ompany 2as

sol& to group o( inventors (or G! million1 Ro)ert >1>oo&ru(( )ecame presi&ent o( the 'oca$

cola in #!%, an& his more then siJ &eca&es o( lea&ership too the )usiness to unrivalle& heights

o( commercial success maing 'oca$cola an institution the 2orl& over1

So't D!in M"!et In P!e&ent S(en"!io

The so(t &rin maret all over the 2orl& has )een 2itnessing a throat cut )attle )et2een t2o

ma8or players; coca$cola 54epsi, since very )eginning1 The thirst uenchers are trying har& to

have the ma8or piece o( the apple o( overall car)onate& so(t &rin maret1 oth the players are

spen&ing energies in )uil&ing capacity, in(rastructure, promotional activities etc1

'oca$cola, )eing ## years ol&er than 4epsi, has )een &ominating the scene in most o( the so(t

&rin maret o( 2orl& an& en8oying the lea&ership in terms o( the share1

ut the coca$cola people are (in&ing it har& to &eep a2ay 4epsi, 2hich has )een narro2ing the

gaps regularly1 The t2o are posing threats (or each other in every noo an& corner o( the 2orl&1

>hile coca$cola has )een earning most o( the part o( its re& an& )utter through )everages sales

)ut 4epsi has a multi pro&uct port (olio 2ith a han&some portion (rom the same )usiness1


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oth the competitors have a &istinct vision an& properties a)out the In&ian so(t &rin maret1

though having so much &i((erence an& &istances 2ith each other ,they )oth consi&er In&ia a huge

potential maret ,as per capita consumption here is a mere three serving annually against the

2orl& average o( B"1there(ore ,they are putting in their )est e((ort to 2oe the In&ia consumer 2ho

has to 2or (or #1 hour to )uy a )ottle so(t &rin in comparison to the international norms o(

minutes, a ma8or hur&le to cross over (or )oth the athletes or getting no1# position1

'oca$cola is 2ell 2ith its % )ottling sites throughout the country giving it an e&ge over

competition )y processing a 2ell )uilt an& &istri)ution set up1 On the other han& , 4epsi, 2ith !

more years in In&ia , has )een a)le to set an image o( 2inner this time in In&ia an& get the pulse

o( In&ia so(t &rin The so(t &rin giants are =eaving on stone unturne& an& her (or the =ong

terms1 'oca$cola has )een penetrating the maret through its 2i&e pro&uct range 2ith a

&etermination to change consumption pattern o( so(t &rin in In&ia1 Firstly, they upgra&e& the

2hole in&ustry )y intro&ucing %"" ml )ottles, 2hich in turn ha& given the in&ustry a )ooming

gro2th o( !"K as compare& to the earlier K1 They 2ant to &evelop a 'oca culture an& are

2oring on a strategy to o((er so(t &rin in every possi)le pacage1 In 'oca$cola cap, the i&ea o(

competition has not come (rom 4epsi, )ut (rom the other )everages such as Tea, 'o((ee, Nim)u

4ani, an& >ater etc1

4epsi is uite aggressive in its approach to In&ian consumer1 They are &esperately 2oring on

the strategy to )e 2inners in the hot cola 2ar )et2een t2o )ig )anners1 Accor&ing to 4epsi

philosophy, itLs the ma&ness encourages eJecutive to thin, to con8ure up those creative tactics to


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noc the (i out there competition1 4epsi ha& plum)e& a large on the visi)ility o( its )lue re&

an& 2hite logo1 They have )een going 2ith aggressive mareting )y putting Sachin Ten&uler,

Ashay 7umar, an& no2 Shahruh 7han in their a&vertisement to en&orse their )ran&, the role

mo&els (or its targete& consumer the teenagers1 They have increase& the (i in the maret place

)y intro&ucing the &ispensers calle& Fountain 4epsi an& has )een en8oying a lea& over its rival

there1

'oca$cola on the other han&, has )een 2oring on the saying slo2 an& stea&y 2ins the raceL,

si&e )y si&e retailing to every more o( its competitor1 They have pro&uce& the shiel& o( Thums

Up 2ith a han&some Marey share in In&ian so(t &rin maret1 'ountering 4epsiLs international

commercial that use& t2o chimpanees to coc a snoop at coe1 Thums Up has )een positione&

no2 very near to that young image o( 4epsi an& giving it a tu(( time1

These cool merchants have put every thing on (ire 1i( coe get the status o( the o((icial &rin o(

2ills 2orl& cup, 4epsi )lushe& as nothing o((icial a)out it1 as Thums up pro8ecte& as sare 8aha se

acchaL, 4epsi 2as passionate enough 2ith (ree&om to )eL an& no2 the -yeh &il mange more.1

>hen Thums up came 2ith thun&er )last1


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HISTORY OF SOFT DRINKS

4ro)lem at that time 2as ho2 to cure all these &isease, since no reme&y 2as present at that time1

It 2as a )ig uestion (or American people1 So in #BB Mr1 @ohn 4aim2arlion 2ho lives in

Antonica ma&e a &rin an& registere& it as TREN'6 >INE 'O=A1 In the )eginning this &rin

2as ma&e 2ith miJture o( cocaine an& alcohol )ut later on it is name& as 'O'O$'O=A1 A ne2

)ran& name& 4E4SI 'O=A in the year #BBH1

Indian istory

Aroun& #


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@ust a(ter this many more companies entere& the so(t &rin maret1 A so(t &rin name &ou)le1 I

ha& )een intro&uce& )y a company Mor&en )aers1 Another company Mohan meains also came

up 2ith a So(t &rin name& Mary 5 puch up, Mc Do2ell came 2ith thrill1,1 4ush an& Sprint1

4reviously there 2as no competition in the In&ian so(t &rin maret )ut 2ith all companies

coming in the In&ian maret a huge competition 2as place 2ith college a&vertisements1 ut in

the year #BB 4epsi 2as given permission to sell its so(t &rins in the In&ian maret )y the

9overnment o( In&ian1 'oca$cola also come )ac in the year #%1

Coca-Cola in India

The 'oca$'ola company entere& In&ia in early #", it setup (our )ottling plants at om)ay,

'alcutta, 7anpur an& Delhi1

In #", as 2ere negligi)le companies in the In&ian maret there(ore 'oca$'ola &i& not (ace&

much competition an& they 2ere accepte& in In&ian maret more easily1 The )ran& 2as accepte&

)y all age group1 The (ull cre&it must go to coca$cola (or maing so(t &rins popular in In&ian

)y en& o( #HH1'oca$'ola ha& capture& more than


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4arle an& to enter In&ia a(ter #H years1 y striing a


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BOARD O? DIRECTORS

Dou*#"& N7 D"'t

'hairman, oar& o( Directors, an& 'hie( EJecutive O((icer

The 'oca$'ola 'ompany

8e!be!t A7 A##en

4resi&ent an& 'hie( EJecutive O((icer

Allen 5 'ompany Incorporate&

/a privately hel& investment )aning (irm0

Ron"#d >7 A##en

'onsultant to, A&visory Director, an& (ormer 'hairman o( the oar&, 4resi&ent,

an&

'hie( EJecutive O((icer, Delta Air =ines, Inc1

C"t)#een P7 B#"(

4resi&ent

6earst Magaines


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>"!!en E7 Bu''ett

'hairman o( the oar& an&

'hie( EJecutive O((icer

The &iversi(ie& hol&ing company

ershire 6atha2ay Inc1

B"!!y Di##e!

'hairman o( the oar& an&


USA Interactive

Su&"n B7 %in*

4resi&ent, The =ea&ership Initiative

/nonpro(it consultants (or lea&ership e&ucation0 Due University

M"!i" E#en" L"*om"&ino

'hairman an& 'EO

@141 Morgan 4rivate an

Don"#d ?7 M(8en!y

Distinguishe& 4ro(essor in the 4ractice o( Diplomacy an& International A((airs

at the School o( Foreign Service

9eorgeto2n University

Robe!t L7 N"!de##i

'hairman o( the oar&, 4resi&ent, an&


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The 6ome Depot, Inc1

S"m Nunn

Senior 4artner in the la2 (irm o( 7ing 5 Spal&ing

'o$chairman an& 'hie( EJecutive O((icer,

Nuclear Threat Initiative /NTI0

@7 Ped!o Rein)"!d

EJecutive 3ice 4resi&ent an&

'hie( Financial O((icer

The Do2 'hemical 'ompany

@"me& D7 Robin&on III

'o$(oun&er, 'hairman an& 'EO o( RRE Investors, ==' an& 9eneral 4artner o(

RRE 3entures 94 II, =='

/private in(ormation technology venture investment (irms0

Pete! V7 1ebe!!ot)

'hairman, 'ontrarian 9roup, Inc1

an& 'o$'hairman, 4e))le each 'ompany


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8ISTOR= O? COCA-COLA COMPAN=

In the year o( #", over one hun&re& years a(ter the so(t &rin 2as invente&, the 'oca$ 'ola

company opene& up a museum lie )uil&ing 2hich 2as &esigne& to )e a tri)ute to its (amous so(t

&rin pro&uct1 It is also sai& to )e a tri)ute to the countless num)er o( consumers 2ho &rin

'oca$'ola1 The 2orl& o( 'oca$'ola, as it is calle& is locate& in Atlanta, 9eorgia right ami&st the

tourist &istrict1 An&, its tri)ute to the so(t &rin is )ecause it is so popular that it is no2 serve&

&aily in nearly t2o hun&re& countries1

6aving the museum locate& in Atlanta is (itting )ecause long )e(ore anyone ha& ever hear& o(

'oca$'ola, a &octor )y the name o( @ohan Stythe 4em)erton, 2ho 2as a &ruggist in Atlanta,

miJe& up his o2n concoction o( me&icinal syrup in May in the year o( #BBC, Dr1 4em)erton use&

A(rica1

7ola Nut eJtracts an& coca leaves, 2hich are )oth strong stimulants, in his potion1 The result 2as

thic caramel colore& syrup1 The purpose o( the potion 2as to )e an e((ective tonic 2hich

2oul& help a persons )rain an& nerves (unction )etter1

True or not, it has been said that a customer came into the pharmacy

one &ay complaining or a hea&ache1 6e ase& (or a glass o( 'oca$'ola to )e ma&e 2ith

car)onate& 2ater instea& o( plain 2ater an& the car)onate& version o( the so(t &rin 2as the

)orn1


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The (irst year, in #BBC, Dr14em)erton sol& t2enty (ive gallons o( his syrup 2hich earne& him

total revenue o( 8ust (i(ty &ollars1 y the neJt year, )ecause o( he is poor health con&ition,

he )egan to sell o(( his company1 Five years later, man )y the name o( Asa 91'an&lar, ha&

acuire& total control o( the 'oca$'ola )ecame a patente& pro&uct in the Unite& States1

Its popularly 2oul& not stay 2ithin the Unite& States (or long, though, )ecause in the year o(

#"C, 'ola$'ola 2as )ottle& in 'u)a an& in 4anama1 ottling operations 2ere soon start e& in

6a2all the neJt year, then in the 4hillipines, France, elgium, ermun&a, 'olom)ia, the

6on&uras, Italy, MeJico, 6aiti, an& urma in later years1 y the year o( #


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TRADE MAR7S

Our tra&emars are our most valua)le assets1 The tra&emar -'oca$'ola. 2as registere& 2ith the

U1S1 patent an& tra&emar o((ice in #B%, (ollo2e& )y -'oe. in #


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The launch o( 'oe 2ith the ne2 taste too place in the Unite& State an& 'ana&a1 'onsumer

respecte& 2ith an unprece&ente& an& ne2 (amous out pouring o( loyalty an& o((ering (or me

original (ormula o( 'oca$cola returne& 5 'oca$'ola classic1 In #BC, 'oca$'ola classic )ecame

an& still remains, the nations top$selling so(t &rin1

PROD1CTS AND PAC%AGING M=T8S R1MORS

INGREDIENTS M=T8S R1MORS

All our so(t &rins are 2holesome )everages manu(acture& in compliance 2ith the

U1S1 Fe&eral Foo& =a2s, the la2s o( all U1S1 states, an& the la2s o( nearly !""

countries throughout the 2orl& 2here our pro&uct share marete&1

Un(ortunately, the incre&i)le po2er o( the Internet is sometimes use& to sprea&

(alse in(ormation a)out the ingre&ients in our pro&ucts1 There are several )aseless

rumours circulating on the Internet claiming that ingre&ients in our pro&ucts can

cause health pro)lems1 >eve gathere& some o( those rumours here so that you

can easily get the (acts a)out these (alse claims18e!e "!e &ome !umou!& you m"y )";e &een o! )e"!d

The aci&ity o( cola &rins is strong enough to &issolve teeth an& )ones1

4hosphoric aci& in 'oca$'ola lea&s to osteoporosis1

Aspartame, a s2eetener in lo2 calorie )everages, causes hea&aches, )rain tumours

an& other &iseases1

'a((eine in so(t &rins is a&&ictive1

Saccharin causes cancer1

Sugar in so(t &rins maes people hyperactive1
http://www2.coca-cola.com/contactus/myths_rumors/ingredients_acidity.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_acidity.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_osteoporosis.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_aspartame.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_aspartame.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_addictive.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_saccharin.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_saccharin.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_hyperactive.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_hyperactive.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_osteoporosis.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_aspartame.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_aspartame.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_addictive.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_saccharin.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_hyperactive.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_acidity.html


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'aramel colouring pro&uces genetic e((ects an& causes cancer1

The polyethylene glycol in so(t &rins is also use& as anti$(reee in automo)iles an&

as an oil solvent1

Some pro&ucts o( The 'oca$'ola 'ompany contain alcohol1

=O1R 8EALT8 AND T8E BEVERAGES

There is gro2ing con(usion a)out 2hat constitutes a healthy &iet1 >ith so much con(licting

in(ormation availa)le a)out health an& nutrition, it can )e very &i((icult to &etermine 2hat is

accurate an& 2hat is not1

The truth is that so(t &rins an& other )everages have a place in a healthy li(estyle1 A healthy &iet

incorporates the )asic principles o( variety, )alance an& mo&eration 2ithout sacri(icing

en8oyment1

8EALT8 AND T8E BEVERAGES -- T8E ?ACTS

?"(t& on Di"bete& "nd So't D!in&

So(t &rins &o not contri)ute to &ia)etes1

'hil&ren 2ho are o)ese have a greater ris o( type ! &ia)etes )ut this is not relate& to the

sugar content in so&a

?"(t& on A&+"!t"me "nd So't D!in&
http://www2.coca-cola.com/contactus/myths_rumors/ingredients_caramel.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_antifreeze.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_antifreeze.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_nonalcoholic.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_nonalcoholic.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_caramel.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_antifreeze.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_antifreeze.htmlhttp://www2.coca-cola.com/contactus/myths_rumors/ingredients_nonalcoholic.html


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?"(t& on Sedent"!y Li'e&ty#e "nd Obe&ity

%ey ?"(t&

Rising o)esity rates are &ue in large part to se&entary li(estyles an& lac o( physical

activity1

So(t &rins can )e part o( an active li(estyle

?"(t& on Su*"! "nd So't D!in&

%ey ?"(t&

Sugar consumption has not )een sho2n to cause o)esity1

There are no nutritional &i((erences )et2een sugars an& the )o&y uses them all the same

2ay1

The amount o( sugar an& calories in so(t &rins is a)out the same as many (ruit 8uices

?"(t& on C"''eine "nd So't D!in&

%ey ?"(t&

So(t &rins containing ca((eine are not a&&ictive1

'a((eine has no negative impact on hy&ration or )one health1

There is no connection )et2een car&iovascular &isease an& ca((eine


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BOTTLING TODA=

T)in #o("#. "(t #o("#From the 2orl&s largest cities to its most remote villages, our )ottling system is ma&e up o(

locally roote& enterprises committe& to uality1 The 'oca$'ola 'ompany )ottling partners

are al2ays local )usinesses, eJerting a strong in(luence on economic &evelopment an&

actively participating in community li(e through local events an& philanthropic activities1

Bott#e!& "nd Cu&tome!&

ottlers are a critical local lin1 They sell our )ran&s to )usinesses an& institutions, retail chains,

supermarets, restaurants, small neigh)ourhoo& grocers, sports an& entertainment venues,

schools an& colleges, among others1 These customers, in turn, are 2here you go 2hen you 2ant a

'oeQ or one o( our other )ran&s1

For each o( our customers, provi&ing the right miJ o( 'ompany pro&ucts an& pacage at the right

price is the (oun&ation o( mutual success1 =ocal consumer tastes &etermine the )ran&s an&

pacage types a particular customer 2ants us to supply1 ottlers in many countries o((er tours o(

their (acilities to schoolchil&ren an& a&ult groups1 'ontact the local )ottler in your region (or

more in(ormation on tours an& other activities that our )ottlers sponsor1

A Re;o#ution in P#"&ti(& Re(y(#in*


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I( you as 4eter An&erson, pro8ect &irector o( the 4lastic Re&esign 4ro8ect /4R40, The 'oca$'ola

'ompany has spurre& a revolution in the economics o( plastics recycling, 2ith its &ecision three

years ago to esta)lish a pu)lic goal (or using recycle& content in 4ET /4olyethylene

Terephthalate0 )ottles1

The company ma&e the groun&$)reaing commitment in !""" to use #"K recycle& content in its

plastic )ottles )y !"", culminating its years$long 2or to help commercialise recycling 4ET

)ottles (rom cur) si&e programs into ne2 )ottles1In Fe)ruary !""%, The 'oca$'ola 'ompany

receive& an a2ar& (rom the 4R4, as it reache& a milestone in that commitment, 2ith #"K

recycle& content in B"K o( its )ottles1 During the ceremony, An&erson eJpresse& the in&ustrys

gratitu&e to the companys commitment, >e cannot )egin to tell you ho2 much 2e appreciate

your )ol& &ecision to step up to the plate, (ollo2ing on your &eca&e$long &e&ication to

technology &evelopment 2ith a pu)lic commitment1

The 4R4 is a coalition o( local an& state recycling o((icials1 It 2ors constructively 2ith

pacagers to improve the economics o( plastics recycling )y &esigning plastic )ottles (or

recycla)ility an& )y increasing the use o( recycle& content in plastic )ottles1

Accor&ing to An&erson, the 4ET recycling system ha& struggle& (inancially (or years1 ecause

o( the sie an& in(luence o( The 'oca$'ola 'ompany, their !""" commitment 8olte& the maret

an& initiate& an overall improvement to the in&ustry1 6e reveale& that the company can claim

responsi)ility (or increasing the &eman& (or recycle& 4ET, eJpan&ing the sie o( the R4ET

/Recycle& 4ET0 )ottle maret, creating a stan&ar& (or other )everage companies to (ollo2 that

shoul& eventually &ou)le the impact, an& helping to &evelop technological innovation that is

anticipate& to )ring &o2n the cost o( upgra&ing technologies, maing it less eJpensive to use

recycle& 4ET1
http://www.plasticredesign.org/http://www.plasticredesign.org/http://www.plasticredesign.org/


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The 4R4 an& the 'oca$'ola 'ompany also plan to 2or together to encourage )ottle &esigns

that consi&er their impacts on recycling, in an e((ort to protect the valua)le ne2 en& marets (or

recycle& 4ET that the companys commitment has create&1 Receiving the a2ar& (or outstan&ing

corporate responsi)ility on )ehal( o( The 'oca$'ola 'ompany 2ere Scott 3itterLs,

Environmental Manager, an& @e((rey 6ansen, 4acaging Recycling System Manager1

3itterLs eJplaine& that the 'oca$'ola system has 2ore& &iligently over the past &eca&e to

&evelop sustaina)le recycling technologies1 >e appreciate the recognition (or these e((orts an&

loo (or2ar& to continuing to &rive ne2 innovation1 The company continues ahea& o( sche&ule

to meeting its goal1

>OR%PLACE C1LT1RE

>ith the same spirite& investment as the 2orl&s premier mareter an& )everage in&ustry lea&er

(or more than ##C years, 2e are (ocuse& on strategic 2orplace programs that help assure the

success o( our commitment to em)racing the similarities an& &i((erences o( people, cultures an&

i&eas1

Cu#tu!"# Sen&"tion&$ This employee a2areness program taes &iversity )eyon& representation

an& provi&es employees an opportunity to learn a)out &i((erent cultures an& regions o( the 2orl&

in 2hich 2e &o )usiness1 Our 'ultural Sensations program is &esigne& to (oster &ialogue a)out

the similarities an& &i((erences o( people, cultures an& i&eas through the use o( art, music, &ance,

(oo& an& special events1


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Di;e!&ity Ad;i&o!y Coun(i#$ The 'ompanyLs corporate Diversity A&visory 'ouncil consists o(

a representative group o( employees (rom all levels, (unctions an& )usiness units o( the

organiation1 The 'ouncil &evelops recommen&ations (or senior management on a&vancing the

companys e((orts to2ar&s achieving our &iversity o)8ectives1

Em+#oyee ?o!um& $ >e )elieve that a sense o( community enhances our a)ility to attract,

retain, an& &evelop &iverse talent an& i&eas as a source o( competitive )usiness a&vantage1 In the

Unite& States, through employee (orums, employees can connect 2ith colleagues 2ho share

similar interests an& )acgroun&s1 In those (orums an& else2here, employees support each

others personal an& pro(essional gro2th an& enhance their in&ivi&ual an& collective a)ility to

contri)ute to the company1 Forums that are currently active inclu&e;

>OR%PLACE POLICIES

>ithin every large organiation, there are al2ays governing rules, an& our company is no

eJception1 The 'oca$'ola 'ompany an& its su)si&iaries maintain a long$stan&ing commitment to

eual opportunity, a((irmative action an& valuing the &iversity o( our employees1 In or&er to

(oster an environment that is pro&uctive, healthy, sa(e, an& success(ul (or all o( our employees,

our company has policies to help gui&e the )ehaviour that shape our 2or environment1

Code o' Bu&ine&& Condu(t

Our 'o&e o( usiness 'on&uct /English Translation0 serves to gui&e the actions o( our

employees, o((icers an& &irectors in 2ays that are consistent 2ith our core values; honestyP


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integrityP &iversityP ualityP respectP responsi)ilityP an&, accounta)ility1 The 'o&e helps our

people play )y the rules 2herever 2e operate aroun& the 2orl&1 An&, 2e have 2ell$&e(ine&

proce&ures (or times 2hen concerns arise, in The 'o&e o( usiness 'on&uct 4roce&ural

9ui&elines /English Translation01

Eu"# O++o!tunity

The 'oca$'ola 'ompany values all employees an& the contri)utions they mae1 'onsistent 2ith

this value, the company rea((irms its long$stan&ing commitment to eual opportunity an&

a((irmative action in employment, 2hich are integral parts o( our corporate environment1 The

company strives to create a 2or environment (ree o( &iscrimination an& physical or ver)al

harassment 2ith respect to race, gen&er, colour, national origin, religion, age, &isa)ility, seJual

orientation, or veteran status1 >e 2ill mae reasona)le accommo&ations in the employment o(

uali(ie& in&ivi&uals 2ith &isa)ilities, (or religious )elie(s, an& 2henever else appropriate

The company maintains eual employment opportunity (unctions to ensure a&herence to all la2s

an& regulations, an& to company policy in the areas o( eual employment opportunity an&

a((irmative action1 All managers are eJpecte& to implement an& en(orce the company policy o(

non$&iscrimination, eual employment opportunity, an& a((irmative action, as 2ell as to prevent

acts o( harassment 2ithin their assigne& area o( responsi)ility1 Further, it is a part o( every

in&ivi&uals responsi)ility to maintain a 2or environment that re(lects the spirit o( eual

opportunity an& prohi)its harassment1


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T8E COCA-COLA PROMISE

T)e Co("-Co#" Com+"ny ei&t& to bene'it "nd !e'!e&) e;e!y one it tou()e&7

The )asic proposition o( our )usiness is simple, soli& an& timeless1 >hen 2e )ring re(reshment,

value, 8oy an& (un to our staehol&ers, then 2e success(ully nurture an& protect our )ran&s,

particularly 'oca$'ola1 That is the ey to (ul(illing our ultimate o)ligation to provi&e

consistently attractive returns to the o2ner so (our )usiness1

MAR%ETPLACE

More than a )illion times every &ay, thirsty people aroun& the 2orl& reach (or 'oca$'ola

pro&ucts (or re(reshment1 They &eserve the highest ualityevery time1 Our promise to &eliver

that uality is the most important promise 2e mae1 An& it involves a 2orl&2i&e, yet

&istinctively local, net2or o( )ottling partners, suppliers, &istri)utors an& retailers 2hose

success is paramount to our o2n1 Our investment in local communities in over !"" countries

totals )illions o( &ollars in 8o)s, (acilities, an& mareting, the purchase o( local goo&s an&

services, an& local )usiness partnerships1 Al2ays an& every2here, 2e pursue continuous

innovation in the pro&ucts 2e o((er, the processes 2e use to mae them, the pacages 2e

&evelop an& the 2ays 2e )ring them to maret1

>OR%PLACE


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Society a&vances on the strength o( community; people sharing their i&eas an& resources to reach

common goals1 >e see to strengthen local communities 2orl&2i&e through our support (or

e&ucation, through partnerships 2ith other organiations an& through acts o( citienship )y the

people o( 'oca$'ola1

>e support e&ucation )ecause o( its po2er to eJpan& opportunities (or in&ivi&uals an& increase

un&erstan&ing )et2een cultures1 >e partner 2ith national an& international organiations to

alleviate economic &isa&vantage an& help improve the uality o( li(e in local communities1

Together 2ith our local )ottling partners, 2e strengthen communities )y giving 2ith our han&s

an& our hearts, as partners in the promise o( a )etter li(e1


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MISSION OF T6E 'O'A$'O=A 'OM4AN*

The mission o( the 'oca$'ola 'ompany is to increase share$o2ner value over time1 The

company accomplishe& the mission )y 2oring 2ith its )usiness partners to &eliver satis(action

an& value to customers an& consumers through a 2orl&2i&e system o( superior )ran&s an&

services, thus increasing )ran& euity on a glo)al )asis1

9UIDIN9 4RIN'I4=ES OF 'O'A$'O=A INDIA

#0 >e 2ill con&uct ourselves an& our )usiness activities 2ith the highest stan&ar&s o(

honesty integrity an& pro(essionalism1

!0 >e 2ill recognie the positive contri)utions that 2e mae as in&ivi&uals an& team

mem)ers to pro&uce our )usiness success1

%0 >e 2ill encourage a learning environment 2here people can constantly gro2, &evelop

an& contri)ute1

e 2ill strive (or eJcellence an& see continuous improvement in everything 2e &o1

0 >e 2ill respect all staehol&ers, inclu&ing employees, partners an& suppliers an& instill

them 2ith a passion to &eliver the highest uality goo&s an& service1

C0 >e 2ill (oster initiative an& creativity )y empo2ering in&ivi&ual to attain 2ell$&e(ine&

o)8ectives1


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VISION O? COCA-COLA INDIA

4rovi&e eJceptional strategic lea&ership in the 'oca$'ola In&ia System$resulting in consumer

an& customer pre(erence an& loyalty, through 'oca$'olaLs commitment to them, an& in a highly

pro(ita)le 'oca$'ola 'orporation )ran&e& )everages system1

MISSION O? COCA-COLA INDIA

'reate consumer pro&ucts, services an& communication customer service an& )ottling system

strategies, processes an& tools in or&er to create competitive a&vantage an& &eliver superiors

value to;

'onsumer as a superior )everage eJperience1

'onsumers as an opportunity to gro2 pro(it through the use o( (inishe& &rins1

ottlers as an opportunity to gro2 pro(its an& volume1

Suppliers as an opportunity to mae reasona)le pro(its 2hen creating real value$a&&e& in

an environment o( system 2i&e team2or, (leJi)le )usiness system an& continuous

improvement1

In&ian society in the (orm o( a contri)ution to economic an& socio &evelopment1


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COCA-COLA A>ARDS RECOGNITION

Corporate #esponsibility $%ards

One o( Ten MostA&mire& 'ompanies in 9ermany, The 'oca$'ola 'ompany,

Manager Magaine /Fe)ruary !""B0

4hilanthropist o( the *ear, 'oca$'ola Uraine, >orl& o( 'hil&, Urainian Fun& o(

4hilanthropists an& Uraine %""" /Decem)er !""H0

>orl&Ls Most Accounta)le 'orporations, One >orl& Trust !""H 9lo)al

Accounta)ility Report /Decem)er !""H0

No1 !, In&ias Most Respecte& Fast Moving 'onsumer 9oo&s 'ompany, an& No1 H,

Most Respecte& Multinational 'orporation in In&ia, 'oca$'ola In&ia, usiness>orl&, in

con8unction 2ith the In&ian Maret Research ureau /Novem)er !""H0

ArgentinaLs Most A&mire& 'ompanies Raning /Octo)er !""C0

!""C 'orporate Social Responsi)ility A2ar&, American 'ham)er in Shanghai

/Septem)er !""C0

=ea&er in 'orporate Social Responsi)ility, 9erente /Septem)er, !""C0

'itienship e((orts, 'ommittee (or Economic Development /@une !""C0

Social reporting transparency, Ro)erts Environmental 'enter /@anuary !""C0


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'oca$'ola MeJico recognie& )y MeJican Alliance (or 'orporate Social Responsi)ility

/AliaRSE0 as a Socially Responsi)le 'ompany (or (ourth consecutive year /sponsore& )y

the MeJican 'enter (or the Filantropa /'EMEFI0

'oca$'ola 'hile a2ar&e& Most Socially Responsi)le 'ompany in 'hile /thir&

consecutive year0, Mori National Survey, !""!

Thai 4ure Drins a2ar&e& Royal 9aru&a in recognition o( corporate citienship e((orts

an& important role in Thai society

'orporate 'itienship A2ar& (or Schools (or a 'hange program in Argentina

/American 'ham)er o( 'ommerce in Argentina0

!""! 'orporate EJcellence A2ar& in Egypt )y the US State Department (or the

companys involvement in community initiatives

@unior Achievement Innovation A2ar& (or an environmental program in Argentina aime&

at increasing the environmental a2areness o( #!$year$ol&s, create& through a partnership

)et2een @unior Achievement an& 'oca$'ola &e Argentina

>orl&Ls Most Socially Responsi)le 'ompany, accor&ing to !"$country consumer survey

)y the 'hilean )ranch o( Maret 5 Opinion Research International /MORI0

!""# 'orporate 'itienship A2ar& (rom the Unite& States 'ham)er o( 'ommerce (or

2oring 2ith Rea&ing is Fun&amental /RIF0 to improve literacy across the Unite& States


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The Service to 4eace through 'orporate Responsi)ility A2ar& (rom the 4acem in

Terris /4eace on Earth0 Institute in recognition o( the companys long$term commitment

an& large$scale initiatives in the economic an& community &evelopment o( A(rica

Community !evelopment $%ards

>orl&Ls Most Accounta)le 'orporations, One >orl& Trust !""H 9lo)al

'ommunity EJcellence A2ar& (or e((orts to promote 6I3+AIDS e&ucation an&

prevention in 'hina, The 9lo)al usiness 'oalition on 6I3+AIDS, Tu)erculosis an&

Malaria /9'0 /@une !""H0

'oca$'ola in 3ietnam a2ar&e& prestigious !""< 9ol&en Dragon 4rie (or contri)utions

to &evelopment o( 3ietnams economy /3ietnam Economic Times0

'oca$'ola In&ia receive& hagi&ari A2ar& (rom Delhi 'hie( Minister Sheila Dishit (or

'ompanys e((orts an& contri)utions to2ar&s community &evelopment programs

The 'oca$'ola Foun&ation in MeJico recognie& )y MeJican 4hilanthropic Society as a

Socially Responsi)le 'orporate 'itien (or (ourth consecutive year, an& )y 4rocura, one

o( MeJicos lea&ing e&ucational an& training organiations, (or its support o(

sponsorships, school programs an& other non$pro(it initiatives

&nvironment $%ards

9ol&en 4eacoc A2ar& (or 2ater management initiatives, 'oca$'ola In&ia, >orl&

'ouncil (or 'orporate 9overnance /Fe)ruary !""B0


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National A2ar& (or EJcellence in >ater Management (or the most >ater E((icient

Unit, 'oca$'ola In&ia, 'on(e&eration o( In&ian In&ustry /'II0 /Decem)er !""H0

hagi&ari A2ar&, 'oca$'ola In&ia 2ater conservation an& environmental management,

Delhi government /Fe)ruary !""H0

Strategic 6R =ea&ership A2ar&, Mani(esto (or 9ro2th, Society (or 6uman Resource

Management /Octo)er !""H0

Star Status (or employee sa(ety an& health initiatives, Occupational Sa(ety an& 6ealth

A&ministration 3oluntary 4rotection 4rogram, 'ari))ean Re(rescos Inc1 concentrate

plant /4uerto Rico0 /August !""H0

The >orl& Environment Foun&ation />EF0 a2ar&e& the prestigious 9ol&en 4eacoc

Environment Management A2ar& !"" /94EMA0 to the 'oca$'ola )ottling plant at

7ala&era, near @aipur, In&ia in recognition o( its 2orl&$class environment practices

6in&ustan 'oca$'ola everages Dasna plant in In&ia receive& 9ol&en 4eacoc

Environment Management A2ar& !""orl& Environment Foun&ation (or e((ective

environmental management at the 6in&ustan 'oca$'ola plant at Ameenpur 3illage, near

6y&era)a&, In&ia

Recognition (rom the environmental &ivision o( The Society o( 4lastics Engineers (or

responsi)le ste2ar&ship o( the environment

Tunisian Ministry o( Environment a2ar& (or )est initiative to re&uce plastic 2aste

ealth $%ards

F5N 'oca$'ola /Singapore0 4te =t& receive& Ministry o( 6ealth rone 6EA=T6

A2ar& /!""


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'oca$'ola In&ia recognie& )y Ra8iv 9an&hi Foun&ation /R9F0 (or participation in

motorie& tri$2heeler scheme (or the &isa)le&

'oca$'ola Nigeria recognie& )y 6ope >orl&2i&e (or its humanitarian involvement in

(ighting the 6I3+AIDS epi&emic /@anuary !""%0

ar"etplace $%ards

'oca$'ola In&ia plant in Ameenpur, 6y&era)a&, too secon& place at prestigious 9ol&en

4eacoc National uality A2ar&s

'oca$'ola In&ia rane& as top #" most respecte& company in In&ia

'oca$'ola In&ia place& in top ten o( most respecte& companies survey /usiness2orl&,

In&ias only )usiness 2eely0

Most a&mire& company in Argentina /'larn Ne2spaper, !""!0

allina everages, our companys ne2est an& most a&vance& concentrate manu(acturing

plant, has receive& the EJcellence Through 4eople certi(ication, &evelope& )y the Irish

National Training Agency

!iversity $%ards

Diversity =ea&ership A2ar& /Novem)er !""H0


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The National 4uerto Rican 'oalitions 'orporate Social Responsi)ility A2ar& in

recognition o( The 'oca$'ola 'ompanys signi(icant contri)utions to the 4uerto Rican

community /!""0

One o( the est 'ompanies to >or (or in the U1S1 )y =ATINA Style magaine, a

respecte& source o( employment an& career in(ormation (or 6ispanic 2omen /!""0

6ispanic Magaines list o( the Top " Recruiting 'ompanies in America (or 6ispanics

an& Top #"" 'ompanies 4rovi&ing the Most Opportunities (or 6ispanics /!""0

6ispanic Tren&s list o( Top " 'orporations (or Supplier Diversity /!""0

=ATINA Style ", =ATINA Style Magaine /!""0

'orporation o( the *ear A2ar&, U1S1 6ispanic 'ham)er o( 'ommerce /!""


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'orporation o( the *ear A2ar&, =a3ision /!""!0

6ispanics 'orporate #"", 6ispanic Magaine /!""!0

Outreach A2ar&, 4artnering (or Diversity in 'onstruction /!""!0

Appreciation A2ar&, Department o( 'ommerce $ Minority usiness Development

Agency /!""!0

9overnors Mentor 4rotVgV 4rogram, 9eorgia 9overnor $ Roy arnes /!""!0

Tra&ing 4artner o( the *ear, Rain)o2 4ush 4eachtree Street 4ro8ect /!""!0

'hairmans A2ar& to 'arl >are, Antioch Ur)an Ministries, Inc1 /!""!0

A 'ompany that 'ares, Unite& >ay o( Metropolitan Atlanta /!""!0

AW A2ar& (or Tutor 4rogram, Atlanta 4artners (or E&ucation /!""!0

MeJican 9rocers Association A2ar&, MeJican 9rocers Association /!""!0

Top " Diversity Employers, The lac 'ollegian /!""!0

Most A&mire& 'ompany in Argentina, 'larin Ne2spaper /!""!0

Diversity =ea&ership A2ar&, Diversity est 4ractices /!""!0

" est 'ompanies (or Minorities, Fortune Magaine /!""!0


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8onb#e Mini&te! 'o! Poe! En;i!onment. 8im"()"# P!"de&). Smt Vid)y" Stoe&

*i;in* ""y t)e Go#den Pe"(o( A"!d to M! A&)uto&) B)"!d"$. A!e" O+e!"tion&

Di!e(to!. 8indu&t"n Co("-Co#" Be;e!"*e& P;t7 Ltd7

The >orl& Environment Foun&ation />EF0 con(erre& the -Go#den Pe"(o( En;i!onment

M"n"*ement S+e(i"# Commend"tion. (or the year !""C )y a @ury hea&e& )y @ustice 4 N

hag2ati, Former 'hie( @ustice o( In&ia an& 'hairman UN 6uman Rights 'ommission to

6in&ustan 'oca$'ola everages 4rivate =imite&, Mehan&igan8, 3aranasi1

T)e S+e(i"# Commend"tion "& +!e&ented by t)e C)ie' Gue&t Smt7 Vid)y" Stoe&. 8onb#e

Mini&te! o' Poe! "nd En;i!onment. Go;e!nment o' 8im"()"# P!"de&) "t " &+e(i"#

(e!emony on 43t) @une 233 "t A*!i(u#tu!"# 1ni;e!&ity Audito!ium P"#"m+u! 08P67

This prestigious 9ol&en 4eacoc Environment Management Special 'ommen&ation (or the year

!""C is given in recognition (or (ollo2ing 2orl&$class environment practices1 6in&ustan 'oca$

'ola everages 4rivate =imite&, 3aranasi, is ISO #


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thorough evaluation o( the plantLs compliance 2ith a >EF prescri)e& program assessment

(ormat relate& to environment management system implementation1 The assessment covere& a

perio& o( one year (rom #st April !"" to %#st March !""C1

Mo!e About Go#den Pe"(o( En;i!onment M"n"*ement 0GPEM6 S+e(i"# Commend"tion

The 94EM Special 'ommen&ation is &esigne& to encourage an& recognie e((ective

implementation o( environmental management system an& this achievement has )een ma&e

possi)le )y the plantLs a&herence to 'oca$'olaLs total uality program calle& The 'oca$'ola

uality system /T''S01 T''S encompasses management system /Total uality0 covering

environment management an& other )usiness aspects such as Sa(ety an& =oss 4revention /S=40,

pro&uct uality, pacaging uality, process capa)ility improvement an& customer satis(action1

>orl& Environment Foun&ation is a non$pro(it N9O, 2hich strives to (oster partnerships an&

improve lins )et2een in&ustry an& environmentalists (or &eveloping innovative strategies to

minimie the environmental &egra&ation1

'ola$'ola In&ia 2ins the )ha&igari a2ar& (rom the &elhi government (or its e((orts in community

&evelopment

The 'ompany has alrea&y eJecute& nearly !"" rain 2ater harvesting structures across #H

states

'oca$'ola In&ia has plans to un&ertae


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The company is also 2oring 2ith local communities in various states on pro8ects lie

4aper 5 4ET recycling, e&ucation an& clean environment pro8ects

'oca$'ola In&ia 2on the B)"*id"!i ""!d on Fe)ruary !, !""C,in Ne2 Delhi, (or its

contri)ution in 2ater conservation 5 environment management programmes an& (or its

contri)ution to community &evelopment, (rom the Delhi 9overnment1 This is the thir& year in a

ro2 that the company has 2on this a2ar&1 Mr1 Atul Singh, 4resi&ent 5 'EO, 'oca$'ola In&ia

receive& the a2ar& (rom the 6on)le 'hie( Minister o( Delhi, Ms1 Sheila Dishit on )ehal( o( the

company at a (unction &uring the hagi&ari Utsav at the 4ragati Mai&an in Ne2 Delhi1 'oca$

'ola In&ia is supporting several rain 2ater harvesting pro8ects sprea& across #H states 2ith nearly

!"" rain 2ater harvesting structures1 The company plans to tae up another


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It has also )een recognie& as one o( the top three units across in&ustries in In&ia (or Innovative

4ro8ect A2ar&L1

oth the a2ar&s 2ere presente& )y Dr 7 S @a2ahar Re&&y, IAS, Managing Director, 6y&era)a&

Metropolitan >ater Supply 5 Se2erage oar&1

Mr Anupam Sharma$ Asistant 4ro&uction Manager, receive& the a2ar& on )ehal( o( the

'ompany

The various (acets o( 2ater management highlighte& at the 'II competition 2ere 2ater

conservation e((orts (or re&uction in Speci(ic >ater 'onsumption, re&uction in 2aste 2ater

&ischarge, roa& map to achieve ero 2aste 2ater &ischarge, Sustaina)ility 4ro8ects, rain 2ater

harvesting an& 'ommunity Involvement in >ater 'onservation1

En;i!onment A++!e(i"tion A"!d to Co("-Co#". @"#+"i*u!i 1nit7


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'oca$'ola In&ia, @alpaiguri unit 2as (elicitate& 2ith the En;i!onment A++!e(i"tion

Ce!ti'i("te. 233,L1It 2as presente& un&er the aegis o( Environment EJcellence A2ar&, !"".,

an initiative o( >est engal 'leaner 4ro&uct 'entre1 Shri u&&ha&e) hattachar8ee gave a2ay

the a2ar& to Mr Rahul Sharan, Area 9eneral Manager1

The a2ar& is given in recognition o( the e((orts to protect 5 preserve the environment through

proactive environmental practices1 The 'ompany has &one commen&a)le e((orts in the (iel& o(

Rain >ater 6arvesting in the 2ater &e(icient areas 5 recycling o( use& 4ET )ottles1

hu)anesh2ar Team 2ins !"" 4ollution 'ontrol EJcellence A2ar&Y

T)e innin* B)ub"ne&"! Te"m it) t)ei!

t!o+)y

The FPo##ution Cont!o# E(e##en(e A"!dF(or !"" has )een a2ar&e& to 6''4= 7hur&a

unit, )y the Orissa State 4ollution 'ontrol oar&1 The a2ar& 2ent to the 7hur&a team (or

achieving eJcellence in implementation o( pollution control systems in the plant an& (or their

constant e((orts (or protection o( the environment1


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The 4ollution 'ontrol EJcellence A2ar& is an annual a2ar& given to in&ustries that eJcel in

environment protection1 7hur&as multiple initiatives $ 4ET recycling, 3ermicomposting an&

Rain 2ater harvesting, in a&&ition to its Environment practices to prevent+control pollution

)agge& the unit this a2ar&1 7hur&a )eat over !" shortliste& in&ustries throughout the state (or the

a2ar&1

The a2ar& 2as presente& on the !%r& Foun&ation Day 'ele)ration o( the State 4ollution 'ontrol

oar&, Orissa )y S141Nan&a, 4rincipal Secretary, Dept o( Environment 5 Forests 9ovt o( Orissa

on #Cth Septem)er !""1 The A2ar& 2as recieve& )y the Region $ 3ice 4resi&ent Mr1 T1

7rishna 7umar1 Speaing on the occassion Mr1 =1N14attnai $ 4' 'hairman lau&e& the e((orts

o( the company in the (iel& o( environment protection1

6in&ustan 'oca$'ola everages 4rivate =imite&, Dasna unit, )ags the -9ol&en 4eacoc

Environment Management A2ar& !""


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The Dasna unit near Delhi in 9haia)a& has )een a2ar&e& the prestigious -9ol&en 4eacoc

Environment Management A2ar& !""< /94EMA$ !""


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impact on our environment in times to come1.

The a2ar& 2ill )e (ormally presente& to the company shortly )y Institute o( Directors, an

in&epen&ent )o&y that recognies the achievements o( manu(acturing units un&er the categories

o( Environment, uality an& 'orporate 9overnance, in association 2ith >orl& Environment

Foun&ation />EF0, at an o((icial (unction &uring the Cth >orl& 'ongress on Environment

Management1

The Dasna plant achieve& this &istinction )y a&hering to The 'oca$'ola 'ompanyLs internal

glo)al uality program calle& The 'oca$'ola uality System /T''S01 T''S not only covers

environment management, )ut also taes into consi&eration other )usiness aspects such as sa(ety

an& loss 4revention /S=40, pro&uct uality, pacaging uality, process capa)ility improvement

an& customer satis(action1 Strict compliance 2ith T''S, o(ten rate& as a programme

B"ddi 1nit B"*&

En;i!onment M"n"*ement A"!d

233


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euivalent to the internationally repute& ISO #"te!

Con&e!;"tion


61/114


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The 'hie( Minister o( &esert State Ra8asthan, Ms1 3asun&hara Ra8e, invite& Mr1 San8iv 9upta,

4resi&ent, In&ia Division, to chair the 9overnments >oring 9roup on >ater Sector in

recognition o( 'oca$'ola In&ias pioneering 2ater conservation 2or in the State1

In a&&ition to this position, the State 9overnment has also invite& Mr1 9upta to 8oin another

select group to &evelop a strategy (or 2ater conservation1

The 'ompany has over the last (e2 years initiate& a large num)er o( rain2ater harvesting

pro8ects in partnership 2ith local N9Os an& the Ra8asthan State 9roun& >ater Department1 The

rain 2ater harvesting initiatives, )oth near the 'ompanys )ottling plants an& in other areas, have

create& a potential to recharge more 2ater than 2hat is &ra2n (rom the groun&1 These e((orts

have )een appreciate& )y the local communities an& recognie& )y the 9overnment earlier as

2ell1

This 9overnment initiative is a strong re(lection o( the increasingly important role that the

'ompany is playing in improving the lives o( local communities an& )ringing 8oy to their lives1


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T#$I(I(G (&&!) I!&(TIFIC$TIO(

IDENTI?ICATION O? TRAINING NEEDS

Training is o(ten inclu&e& as an essential element o( an organiationLs strategy to gain a

competitive a&vantage1 Regulatory agencies reuire that employees )e traine& certain topics an&

personal &evelopment+career paths o(ten speci(y sill an& no2le&ge areas 2hich must )e

mastere&1 These are the (actors that in(luence an organiationLs overall training program1 >ith

all these sometimes$&ivergent (actors competing (or resources training systems can )ecome

stresse&, ine((ective, ine((icient an& (ragmente&1 Organiations nee& a structure approach 2hen

&eveloping+improving their training system1

For purposes o( this &iscussion 2e 2ill &ivi&e the training process into three phases;

/#0 nee&s i&enti(ication

/!0 Training Systems /courses, mo&ules, training ai&s, presentation, instructors, recor&s0

/%0 Evaluation

P8ASE ONE: Need& Identi'i("tion

The (irst phase is the i&enti(ication an& analysis o( an organiations training nee&s1 As a

minimum, the organiation shoul& )e a)le to accomplish the (ollo2ing (our things;

#1 Systematic revie2 o( each tra&e, occupation or process )y a team o(

no2le&gea)le in&ivi&uals


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!1 'on&uct ver)al an&+or 2ritten surveys o( managers, supervisors, lea&ers,

technicians an& 2orers

%1 'on&uct a complete revie2 o( legislate& training reuirements


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ST1D= O? NEEDS O? TRAINING

In 7a8aria 'eramics =imite& across training is customie& pro&uct 2ise1 I( any &e(ect comes in a

pro&uct or process, a training session is initiate& to era&icate root cause1

There are normally t2o 2or stations in pro&uction,

#1 'ritical station

!1 Normal station

At critical 2or station an e((icient 2orer shoul& pro&uce """ to C""" units in one shi(t1 At

this 2or station minor 8o) is &one1

At normal 2or station an e((icient 2orer shoul& )e pro&uce B""" to #"""" units in one shi(t in

normal circumstances1

In this company there are t2o types o( 2orer are 2oring1

#1 4ermanent 2orer

!1 Temporary 2orer

A 2orer get the permanent 8o) a(ter the goo& an& consistent per(ormance in the company, these

people are 2ell eJperience& in their relative 8o)s1


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Temporary 2orer is a layman1 They &onLt no2 any thing a)out the 2or, so these types o(

people reuire training1

>hen a ne2 person 8oins the company, he got the training a)out the sa(ety an& maintenance1 For

getting these training he is sen& in technical training cell /TT'01 In TT' he has to go some )asic

no2le&ge an& instruction, 2hich is given )y the 8ust senior )oss1 That person is calle& line in

charge1 During the training a person gets the 8o)1 6e is 2atche& )y the line in charge1 At any

point the line in charge& (oun& any (ault in the 2or, the line in charge instructe& at that time, so

that the 2orer &oes the 8o) in a proper 2ay an& come out 2ith ero$&e(ect pro&uct1

A(ter the TT' training employees are &ivi&e& among various teams an& sen& to the &i((erent

operations, on the &i((erent operations1 A line$in charge is there, 2ho 2ill 2atch each an& every

steps &uring the 2or1 I( any (ault in the 2or is (oun&, he taes that serious an& instructs to

remove the (ault imme&iately1

A(ter some eJperience the 2orer is trans(erre& (rom one operation to another operation area1

>here same proce&ure is per(orme&1 6e 2ors an& i( get any con(usion regar&ing the 8o), he

may as the line in charge or i( line in charge see any (ault &uring the operation, he e&ucates the

2orer to &o the 8o) )etter1 This process is repeate& on each an& every operation1 This is ho2

each an& every employee is (amiliarie& to the 8o) 1 The main a&vantage o( this 8o) rotation is, i(

any 2orer &oes not come on the particular &ay, that place can )e (ille& )y any other 2orer an&

the 2ors progress 2ithout any interruption1

A(ter 8o) rotation an& getting eJperience& the entire 2orer &ivi&e& into three groups,


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6ighly e((icient

E((icient

A&euate

I( a person can han&le all the machines relate& to any particular 8o)1 That 2orer is calle& highly

e((icient 2orer1 A(ter getting training


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'ompany is giving training to the e((icient 2orer1 For them there are three types o( trainingP

'ounseling

9ive the opportunity to 2or 2ith highly e((icient 2orer1

9ive the eJpert no2le&ge a)out the 2or1

In counseling the instructor or line in charge counsel the 2orer1 A line in charge tries to

motivate the 2orer to &o their 8o) in proper 2ay1 This is a ver)al communication1 >ith the help

o( 2or&s a senior person tries to mae them as e((ective as highly e((icient 2orer1

The secon& option -provi&e them opportunity to 2or 2ith highly e((icient people. helps those

people to learn1 During the 2or he can 2atch ho2 the highly e((icient people 2orZ 6o2 can

they han&le the situationZ They got the i&ea a)out the pro)lem, 2hich may )e arising &uring the

2or1 They also get the i&ea a)out &ealing those types o( pro)lems1 This 2ay an e((icient 2orer

is &evelope& to )e highly e((icient 2orer1

e(ore start 2oring every 2orer shoul& get the no2le&ge a)out the 8o) pro(ile1 >ithout

proper no2le&ge no one can per(orm )etter1 There must )e some &e(ective in the pro&uct &ue to

less no2le&ge a)out the pro&uction process1 So speci(ic no2le&ge is essential (or ero$&e(ect

pro&uct1 This is the &uty o( management to e&ucate them an& provi&e (ull no2le&ge a)out the

pro&uction process an& uality control1


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For a&euate people company has some other 2ay (or giving them training1 The 2or pressure is

the )est 2ay (or mae them 2or1 Un&er this the a&euate person is sen& to 2or )et2een t2o

highly e((icient 2orers1 6ighly e((icient people can 2or (aster than a&euate person1 So (rom

)oth si&es he (aces the pressure (or 2or (aster an& e((ectively1 This 2ay an a&euate 2orer can

)e the e((icient an& highly e((icient 2orer (or company1

In any company some (actor e((ect the training;

Strategies changes

Technical changes

Matter o( cost saving

I( the top management o( the company 2ant to change their strategies1 6ere company 2ants

traine& people (or 2or1 So (irstly company looe& (or the eJperience& people, )ut it is very

&i((icult to get traine& people1 So they hire& semi$ sille& people an& a(ter 8oining them they give

them training1 So that this can 2or e((ectively an& accor&ing to the reuirement o( the

company1

I( company 2ants some technical change in pro&uct, they also reuire traine& people (or 2or1

Technical change reuires more technical people1 I( company 2ants to retain the same people

2ho are 2oring (orm last some times then company has to give them training1 A(ter getting

training a 2orer can a&8ust in any environment an& 2or e((ectively1

To&ayLs era is the cost cutting era1 In the intensive competition cost o( the pro&uct is very

important1 >e canLt survive in the maret 2ith high cost1 So 2e nee& to cut the cost o( the

pro&uct1 For cutting the cost 2e nee& more traine& 2orer 2ho can 2or (aster an& uicly1 So

that the pro&uction time can )e re&uce&1 At lastly 2e can get the lo2 price pro&uct1


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The choice o( the metho&s shoul& tae into consi&eration the intellectual level an&

e&ucational )acgroun& o( the participants an& the participantsL age practical

eJperience1

Some metho&s are more e((ective than others in achieving certain o)8ective1

'hoice metho&s &epen& on the social an& cultural (actors in the environment1 No2

many participative metho&s are accepte& an& use& in management training1

It also &epen&s on the time an& the availa)ility o( resources an& in(rastructural (acilities1

Ty+e& o' t!"inin*

@o) instruction training

@o) rotation

Apprenticeships

'oaching

3esti)ule training

Indu(tion o! O!ient"tion t!"inin*:

In&uction or orientation may )e &e(ine& as a process o( gui&ing an& counseling the

employee to (amiliarie him 2ith 8o) situations1 The in&uction process accomplishes several

o)8ectives inclu&ing (ormation o( a (avora)le impression an& attitu&e, &evelopment o( the (eeling

o( )elongingness an& (acilitation o( learning an& team2or on the part o( the employees1 The

content o( the in&uction program shoul& )e pre&etermine& in the (orm o( a checlist speci(ying

the topics to )e covere&1 Attempts are to )e ma&e to (ollo2$up an& assess the program )y


72/114

intervie2ing the ne2 employees as a measure to correct the gaps in the no2le&ge an& attitu&e

o( the employees1


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R"n-"nd-?i#e $ob t!"inin*:

This is )ase& on similarities in training on several speci(ic 8o)s1 This type o( training can )e

imparte& in a classroom or on the 8o)1 It is per(orme& )y a (oreman or a group lea&er1 Its

a&vantages arise in so (ar as it is realistic an& economical an& &oes not hamper pro&uction as

2ell as necessitate (rom classroom to 8o) situations1

Limit"tion& o' !"n-"nd-'i#e $ob t!"inin*:

The trainer may )e an incompetent teacher

The shop (loor may )e )usy

There may arise heavy pro&uction losses1

Su+e!;i&o!y t!"inin*:

Supervisory training nee&s reveal utmost &ivergence in vie2 o( &ivergent &uties o( supervisors1

Employee attitu&e surveys help in i&enti(ying area o( supervisory training1 =ie2ise, supervisors

themselves may )e reueste& to in&icate the areas 2here they nee& training1 Freuently, these

surveys in&icate that supervisors nee& training in human relations, pro&uction control, company

policies an& ho2 to instruct1 Supervisory courses consist o( 8o) metho&s training /@MT0 an& 8o)

relations training /@RT01 The @MT helps the supervisors to improve metho&s in their &epartments,

2hile the @RT helps them in han&ling human relations pro)lems in their &epartments1

ON T8E @OB TRAINING:

On the (o) techniues are con&ucte& in the real 8o) settings1 On the 8o) metho&s usually involve

training in the total 8o)1 These metho&s are typically con&ucte& )y in&ivi&uals, 2orers,


74/114

supervisors1 The main a&vantage is that the trainees learn 2hile actually per(orming their 2or,

2hich may minimie the training cost1 They also learn in the same physical an& social

environment in 2hich they 2ill )e 2oring once the (ormal training perio& is complete&1

Ty+e& o' on t)e $ob te()niue&:

@o) instruction training

@o) rotation

Apprenticeship

'oaching

3esti)ule training

@ob in&t!u(tion t!"inin*:

@o) instruction training /@IT0 is receive& &irectly on the 8o) an& so it is calle& -on the 8o)

training. it is use& primarily to teach 2orers ho2 to &o their current 8o)s1 The 2orer learns to

master the operation involve& on the actual 8o) situation un&er the supervision o( his imme&iate

)oss 2ho has to carry the primary )ur&en o( con&ucting the training1 Usually no special

euipment or space is nee&e&, since no2 employees are traine& at the actual 8o) location1


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S%ILL TRAININGS%ILL TRAINING

4roper training can )e as important as the euipment use& an& other characteristics o( the 8o)1

The money annually pai& (or training )y )usiness an& in&ustry also &emonstrates the importance

o( training1 It has )een estimate& that American )usiness (irms spen& more than G%" )illion per

year on training an& &evelopment, 2ith some estimates running as high as G#"" )illion Motorola,

Inc1 alone spen&s a)out G


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OB@ECTIVE O? T8E ST1D=

ASSOCIATE TRAINING PROGRAMME

OB@ECTIVE

To )uil& upon an& enhance eJisting sill sets o( associates through nee& )ase& training1

The training process consists o( the (ollo2ing elements

Sill set i&enti(ication

Sill gap analysis

Training nee& analysis

Training calen&ar

I&enti(ication o( trainers

EJecution o( training an& (ee&)ac

Training recor&s an& in&ivi&ual training recor&s

Evaluation o( training e((ectiveness an& revie2


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RESEARCH METHODOLOGY

SELECTION O? RESPONDENTS

Our respon&ents ha& atten&e& the (ollo2ing training programmes1

#1 ISO$ """ a2areness programme1

!1 >orers E&ucation 4rogramme1

%1 Supervisory Development 4rogramme1

>e met only those participants 2ho 2ere 2oring either in - A shi(t, , shi(ts or in - 9eneral.

shi(t1 To meet the participants 2ho 2ere in -'. shi(t, -. shi(t or in - 9eneral. shi(t1 To meet

the participants 2ho 2ere in - 'L Shi(t at that time, 2as not possi)le (or us1 /-' Shi(t. is (rom

##1%"p1m1 to H1%" a1m10

>e too intervie2 o( those 2ith 2hom 2e coul& meet at 2or place1 >e too %" intervie2s

(rom participants an& there)y (ille& 4art $I Sche&ules1 Along2ith 2hich 2e too intervie2 o(

D1Os1 Internal Faculties, etc1 )y (illing 4art II Sche&ules1

STATISTICAL MET8ODS

Tool is an instrument, 2hich is use& in all types o( 2or1 In this stu&y our tool 2ere t2o types o(

sche&ules1 One sche&ule 2as use& (or the trainees or participants an& another one 2as use& (or

the Trainers, D1Os etc1 As 2e ha& to evaluate the training1 @ust a(ter (raming the sche&ules, 4ilot

Stu&y 2as con&ucte& (or the purpose o( pre$testing1 Then )oth the sche&ules 2ere (inalie&1 2e

separately met )oth types o( people an& )e(ore taing intervie2, rapport 2as esta)lishe& (or

e((ective communication an& coor&ination1


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During the intervie2, intervie2ees 2ere o)serve& an& I also tale& on some out$ o( topic

matters so that intervie2 )ecame interest an& intervie2ees sho2e& their interest1

>e trie& our )est (or cultivating such (eelings among the intervie2ees that they an& their

per(ormance o( any such activities 2ere not )eing uestione& an& the con(i&entiality 2oul& )e

secure&1

An"#yti("# too#&

For the representation o( analysis o( the research various analytical tools lie )ar &iagrams, pie

charts an& line graphs have )een use&P these analytical tools have really prove& to )e o( great

help (or the purpose o( stu&y (or 2hich K /4ercentage0 metho& has also )een utilie&1

Limit"tion& o' t)e &tudy

It is a )rie( con&ucte& &uring short span o( time1 In or&er to no2 the &epth one reuires a lot o(

in(ormation, money an& involvement o( manpo2er1 As is the case 2ith every research e((ort, this

stu&y also leaves a lot o( room (or (urther improvements1 The ma8or =imitations o( this stu&y are

given )elo21

Due to non$ corporate nature o( some o( the organiations, pro8ect coul& not )e un&ertaen

at the eJternal level1

iases in the responses cannot )e rule& out as the uestionnaires 2ere only (ille& )y the

managers an& 2orers o( the sample taen1

Su&&en changes in the programme o( some o( the participants at the time o( intervie2s le&

to the pro)lem in getting &ata1

RESEARC8 DESIGN


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First, a secon&ary research 2as con&ucte&, eeping in min& the topic o( stu&y, to gain a clear

insight o( the topic 1For this, I consulte& many )oos, manuals an& theories1 This helpe& me

in &esigning an& (raming the right in& o( uestions1 The proper &esign helpe& in selection o(

relevant uestions (or the stu&y 1The (ollo2ing uestions 2as then propose& to )e stu&ie&,

un&er &escriptive research 2hich helpe& me in analysis1

1

COLLECTION O? DATA

P!im"!y &ou!(e 4rimary source o( &ata collection is use& un&er the stu&y, uestionnaire 2ere

prepare& to con&uct the stu&y1

S"m+#e &+"(e

Employees inclu&ing eJecutives an& non$eJecutives o( 6in&ustan 'oca$cola are &istri)ute&

uestionnaire1 /#"" uestionnaires0

Se(ond"!y &ou!(e

Secon&ary source o( &ata collection 2as &one to gain a clear insight o( the topic1 The

research 2as con&ucte& (rom various )oos, 8ournal, an& manuals (or con&ucting primary

research1


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The in(ormation 2as mainly o)taine& (rom three sources1

a1 PRIMAR= DATA; In(ormal conversations 2ere the source o( in(ormation regar&ing the

training metho&s alrea&y (ollo2e& an& i&enti(ication o( the training nee&s o( the 2orers1

)1 SECONDAR= DATA; In(ormation regar&ing the ne2 metho&s that can )e implemente&

2as collecte& )ase& on )oo research1

c1 OT8ER IN?ORMATION: other important &ata 2as collecte& (rom Internet, companies

>e)sites an& (e2 search engines1


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DATA ANAL=SIS INTERPRETATION

Se#' De;e#o+ment

Good

Outstanding

Sel( &evelopment aspect in the training program, there is a little &i((erence )et2een goo& an&

outstan&ing1 Out o( !


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Re#e;"nt to t)e (u!!ent $ob:

Relevant

er! much

relevant

The entire training program shoul& )e relevant to the 8o) o( 2orer or sta((s1 In search o( this

i&ea in the training program, it 2as (oun& that out o( !< trainees ## thins, that 2hile training

program 2hat$ever they got 2as relevant the current 8o)1 Rest #< thins that the program is

outstan&ing in the relation o( current 8o)1 This 2ill )e very help(ul in the (uture to per(orm their

8o) in a )etter 2ay1

E''i(ient u&e o' time:

Good

Outstanding

E((icient use o( time in the training program is very much important (or every 2orer or sta((,

)ecause every one 2ants to use his+her time e((iciently1 #" out o( !< trainees eJperience& goo&

use o( time &uring the training1 Rest #< eJperience& the eJcellent use o( time1


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M"int"inin* t)e inte!e&t:

Good

Outstanding

Maintaining the interest o( participants is essential (or the success o( any program1 It 2as (oun&

that only one trainee says that he &i&nLt have any interest in the training program1 Out o( !


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success(ul event1 #", out o( !< trainees say that the program is very goo& on clarity1 Rest #< says

that the training program 2as very much clear1

The training program has mainly )een areas rate& on three parameters1

i1 Sill Enhancement

ii1 4ersonality Enhancement

iii1 IT Relate&

All the trainees have rate& the training program &i((erently on the )asis o( all the three

parameters1


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Si## En)"n(ement:

Good

"#cellent

Accor&ing to the &evelopment o( sills out o( !< trainees #" have eJperience& goo& an& rest #or =i(e o( the 2ormen is analye& on the )asis o( various parameters

concerning monetary )ene(its, health an& sa(ety, 2el(are (acilities, management 2orer

relationship, 2or environment an& gro2th an& &evelopment opportunities1 The analysis reveals

satis(action among a ma8ority o( "1BH K o( the 2orers, some2hat satis(actory response (rom

#1#K o( the 2orers an& not satis(actory response (rom !1%


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scholarships to &eserving stu&ents1 6o2ever there 2as high criticism )y as many as HK o( the

2orers a)out the e&ucation (acility provi&e& to them )y 'oca$cola 'ompany1


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Some o' t)e ot)e! m"$o! 'indin*& di&(o;e!ed on inte!"(tion it) t)e

o!e!& in(#ude:

Ma8or &issatis(action &ue to payment o( salary through cheue1

Ina&euate sa(ety measures1

Non availa)ility o( am)ulance (or emergency1

Non availa)ility o( &octor (or emergencies &uring night shi(t1

Negligence in atten&ance recor& eeping1

Delay in reim)ursement o( hospitaliation claims1

Delay in payment o( post retirement )ene(its1

Improper per(ormance appraisal system1

Discrimination among union lea&ers an& or&inary 2orers1

Ina&euate a2ar&s an& incentives (or 2orers as compare& to sta(( level employees1

Deterioration o( (oo& uality &uring night shi(t1

Ina&euate (acility (or &rining 2ater, seating arrangement, urinals1


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Non availa)ility o( rest room (or 2orers1

>orers are ignorant a)out the income taJ &e&uction &etails1

Aroun& %K o( the 2orers 2ere una2are a)out =TS1

Aroun& CK o( the 2orers 2ere una2are o( the post retirement )ene(its1

As many as HK o( the 2orers 2ere &issatis(ie& 2ith the e&ucation (act1


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LIMITATIONS O? T8E ST1D=

It is a )rie( con&ucte& &uring short span o( time1 In or&er to no2 the &epth one reuires a lot o(

in(ormation, money an& involvement o( manpo2er1 As is the case 2ith every research e((ort, this

stu&y also leaves a lot o( room (or (urther improvements1 The ma8or =imitations o( this stu&y are

given )elo21

Due to non$ corporate nature o( some o( the organiations, pro8ect coul& not )e un&ertaen

at the eJternal level1

iases in the responses cannot )e rule& out as the uestionnaires 2ere only (ille& )y the

managers an& 2orers o( the sample taen1

Su&&en changes in the programme o( some o( the participants at the time o( intervie2s le&

to the pro)lem in getting &ata1


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CONCL1SION

TRAINING PROGRAMME AT COCA-COLA

RESPONSIBILIT=

6R Manager is overall responsi)le (or e((ectiveness o( training program1

DESCRIPTION

This program &etails a)out the training metho&ology applica)le to each an& every company

employee1 This program inclu&es SOP on skill set identification6R$SO4$##!1C1# an& SOP of

conducting training6R$SO4$##!1C1!1 The applie& metho&ology is outline& )elo21


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H1ALI?ICATION CRITERIA:For hiring permanent employees the uali(ication

reuirements (or in&ivi&uals are &escri)e& in the )elo2 state& matriJ1

@OB

DESCRIPTION

ESSENTIAL

H1ALI?ICATION

DESIRABLE

H1ALI?ICATION

E


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4ro&uction In charge &iscipline Engineering in

/Mechanical or

electrical0

pro&uction or

maintenance

(unction in relate&

in&ustry

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C years in a stores

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'ommerce gra&uate C years in a

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Manager

9ra&uate in any

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in management 2ith

specialiation in

personnel 5 6RD

C yr1 in personnel

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Finance Manger 'ommerce gra&uate 'A+I'>A #" years in an

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A EJecutive 9ra&uate in Science1 Degree or &iploma

in 'hemical or Foo&

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years uality

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! years in a

pro&uction or

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(unction in relate&

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102/114

uality Assurance

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9ra&uate in Science1 Degree or &iploma

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% years uality

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#"W! pass 9ra&uate ! years in a relate&

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! years in a similar

capacity1

Fitter #"W! 2ith ITI Fitter

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Turner #"W! 2ith ITI

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in&ustry1

Electrician #"W! 2ith ITI

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oiler operator L certi(icate

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! years in a similar

capacity1

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$ ! years in a similar

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6elper =iterate $ $

Accountant 'ommerce gra&uate 'A+I'>A < years in a similar


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Drivers =

training and developme t skill gap analysis coca cola

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