2016 Japan hr business plan

August 14, 2015

Action Plans forActive Participation of Women

Coca-Cola (Japan) Company, Limited

April 1, 2016 – March 31, 2020

1

Hiring:<Gender Ratio of Hiring>

Current Trend for Female Talents in Coca-Cola (Japan) Company, Limited

Male Female

75% 25%

Male Female

10.35 yrs 11.00 yrs

As of March 2016

Service Years:<Average Service Year by Gender>

Number of Regular Employee Workers

Male Female

78% 22%

Managerial Positions:<Gender Ratio in Management>

As of March 2016

As of March 2016April 2015- March 2016

Opportunities:1) Ratio of hiring female talent is more than 20% but still have an opportunity to increase.2) Female ratio in management is more than 20% but still have opportunity to increase.

Male Female

Office Worker 203 125ManufacturingPlant 88 12

(# of persons)

2

Strategic Focus Areas

A robust, ready-to-hire

pool of top female

talent for key

openings, particularly

general management

opportunities

A thriving Pipeline

of Ready-Now

and Ready-

Future Female

Associates

Increasing presence of

female talent at all

levels of the

organization

Retention of existing

female talent

Objective: Institutionalize a Diversity & Inclusion (D&I) Culture that changes the dialogue from “nice

to do” to “must do”; continue laser focus on the cross-development and acceleration of

female talent

Term: 2016/4/1 – 2020/3/31

Metrics: Female Ratio in Managerial Positions to be 30% by 2020

Action Plans for Active Participation of Women

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Action Plans Details (1)Strategies Initiatives Timing

1. Leverage external

communication

sources to attract

female talent and

further our Diversity

& Inclusion Agenda

2. Increase the

awareness of D&I

agenda especially

in recruiting policy

internally

• Conduct workshop for external recruiting

agencies for building partnerships and

encourage to provide female talent pool

and being the D&I external network.

• Disclose the Gender Ratio by Department

and share with Senior Leaders to focus on

Diversity Agenda

• Build partnerships with external

organizations focusing on direct sourcing

of women returning to work

• Continue and mandate all interviews must

include a women interviewer from the

business

• April, 2016

• April 2016

• September

2016 -

• On-going

1. Proactively

manage the

careers of all high

potential female

talent

• Have in-depth discussion to highlight

strengths and opportunities of female talent

by Senior Leadership Team & by Function

Leaders at People Development Forums

• Ensure robust development and career

plans in place for all female talent

• Ensure high potential females participate in

“Women in Leadership Program” (global

program)

• Conduct Diversity Awareness Training:

Understanding Me/You

• 3 times in

each year

• Beginning of

each year

• 1-2 female

talent in twice

a year

• June, 2016

A robust, ready-

to-hire pool of top

female talent

A thriving pipeline of

Ready-now and

Ready-future female

candidates

4

Strategies Initiatives Timing

1. Ensure female

talent feels

supported and

understands career

opportunities

available to them

• Review “at risk” female talent at every

People Development Forum

• Encourage cross functional development to

increase exposure to other markets and

culture

• 3 times in

each year

• Occasionally

Increasing presence

of female talent at all

levels of the

organization

Retention of

existing

female talent

Action Plans Details (2)

1. Ensure a robust

understanding of

female high

potential talent at all

levels

• Develop succession plans below managerial

positions to steward female advancement

• Continue Executive Sponsorship Program of

high-potential females

(9 executive leaders are sponsoring &

mentoring 1 key female talent each)

• Provide opportunities for female talent to

have exposure to global executives

• Continue women’s networking group (called

Women’s linc [lead, inspire and connect]) to

increase exposure (108 females are

participating):

• Peer Circle: Form group of 4-5

female and have monthly luncheon

(95 female associates are

experiences so far)

• TED Club : Event to watch a TED

talk, discuss and share insights over

lunch

• 3 times in

each year

• January, 2015

(1-2 years)

• Occasionally

• On-going

• April – June

2016

• June 2016

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Systems in place

that support the

accelerated

development and

advancement of

female talent

Action Plans Details (3)Strategies Initiatives Timing

1. Enable the working

environment to

support work / Life

Integration for

Female Talents

• Promote to utilize the supportive policy for

work/ life integration;

• Telecommuting up to 2X per week

(recognized by Japan Telework

Association

• Flexible Work Arrangements

(elimination of “core” hours)

• Build IT skills for employees who all have

laptops and mobile phones allowing

access anywhere

• Continue to monitor overtime hours as per

Agreement 36 by sharing the individual

overtime status with Function Leaders on

monthly basis

• Honoring International Women’ Day and

hold an event for active participation of

women

• May 2016

• June –

December

2016

• On-going

• March 2017

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