We invested
US$24.2million
in our people
Consistent
Consistent
Cultural
evolution
Our cultural evolution is a consistent multi-year journey. Through this journey, we look to empower our people to lead our growth and transformation in the face of an ever-challenging environment, enabling them to work in the same direction to achieve our business results; achieve and enhance our position as the best total beverage leader; and live our core beliefs and behaviors each and every day.
We invested
US$24.2
million
in our people
Our mission, vision, and values embody the essence of our company. They enable our behavior, express our integrity, and reflect our respect for human dignity—enhancing our organization’s culture to achieve our sustainable business strategy.
Our mission is to satisfy our beverage consumers with excellence.
Our vision is to become the best total global beverage leader, generating sustainable economic, social, and environmental value by managing innovative, winning business models with the best employees in the world.
Our values are key to ensuring our behavior every day. They express who we are and what we believe, while underscoring our integrity.
| Organizational Values | Personal Values |
|---|---|
| Customer Focus We always look to improve our clients’ experience and value proposition. |
Integrity and Respect We generate, inspire, and cultivate confidence in our people and their work. |
| Commitment to Excellence We focus on continuous improvement to achieve excellence and generate value. |
Sense of Responsibility We are committed and measured; we recognize and take accountability for our actions. |
| Aptitude and Willingness to Collaborate We develop the best teams and coordinate our efforts to enable our clients through systemic thinking. |
Simplicity and Service Attitude We do not perceive ourselves as superior to others—always willing to collaborate and to serve. |
| Spirit of Innovation We constantly question the status quo to positively transform our business model. |
Passion for Learning We are constantly searching for new learning and challenges to develop our skills in a dynamic environment. |
Our people and the way they work together are our company’s most valuable assets. Accordingly, we invested US$24.2 million in our people over the course of the year, including social development and volunteer activities, training initiatives, and occupational health programs.
To establish a pipeline of available leadership talent, we created an accelerated development program tailored to managers and directors in all of the countries in which we operate. We established strategic alliances with multiple academic institutions—including Tecnológico de Monterrey, IPADE Business School, EF Mexico, and Lee Hecht Harrison—and we created an app to help carry out the program’s virtual classes for participants from all of our countries. Through this program, 41 managers and 18 directors totaled 7,449 and 2,682 hours of training, respectively.
“We created an accelerated development program tailored to managers and directors in all countries in which we operate.”
Our passion for continuous evolution has enabled us to build a history of great achievements that is reflected in our healthy growth over the past decade.
To empower our people to lead our growth and transformation in the face of an ever-changing industry environment, we defined KOF DNA—a set of beliefs and behaviors that we aspire to live and breathe on a day-to-day basis.
Building on our cornerstones of leadership, talent development, and innovation, our KOF DNA will enable us to not only accelerate our cultural evolution, but also achieve our strategic vision of becoming the best total beverage leader in our industry.
Recognizing that our people co-create our culture and share responsibility for our company’s transformation, KOF DNA is comprised of five key elements.
KOF DNA
Our cultural evolution is a multi-year journey, and we will know that we have triumphed when all of our employees:
“In 2018, we invested US$10.8 million in employee training initiatives.”
5 million
hours of training
“People First” is a key element of our company’s DNA. We comprehensively manage, attract, develop, and motivate our people effectively, preparing the next generation of leaders today.
During the year, we undertook actions to continue developing a “talent mindset” within our organization, in which our leaders’ role is essential to establishing constant employee feedback and enabling them to achieve their full potential.
Under our 9-Box Performance-Potential Methodology, more than 5,150 employees from executive, senior, and middle management, as well as individual contributors, were evaluated throughout our operations in order to identify and take actions to develop our talent pipeline within our company. On average, approximately 30% of these employees are considered high potential talent, with 80% of them enjoying a clear career track that will contribute to our talent pipeline at different organizational levels.
Our succession process continues with a differentiated professional offering that supports the appropriate allocation of resources for each type of talent. This is translated into actions such as accelerated development programs for current and future managerial talent, constant monitoring of our compensation and benefits scheme, and compliance with our employee mobility game plan. Consequently, internal personnel covered 78% of our company’s director and managerial moves, reaching 78% at our middle management level. Of these moves, 65.7% constitute promotions across all of our organizational levels.
78%
of our talent needs
were filled by
internal candidates
Considering our employees’ feedback in several organizational surveys, we understand the need to provide them with more information to boost their career within our organization by communicating clear career paths. Through professional development dialogues, we seek to empower our employees to advance their own careers, while enabling our leaders to effectively guide their people’s growth. With shared responsibility between both leaders and associates, they agree on specific self-development actions based on the 70:20:10 model for learning and development.
“We undertook actions to continue developing a “talent mindset” within our organization, in which our leaders’ role is essential to establishing constant employee feedback and enabling them to achieve their full potential.”
We reviewed and established guidelines to improve the quality of online registration for courses and functional materials available on FEMSA University’s platform. We also trained new administrators about the functionalities of this online learning platform—consolidating our community of 120 administrators—an increase of 21% versus the previous year. As a result of the increased development of virtual initiatives, the platform’s use grew by 38% year over year.
Our people’s compensation and benefits scheme recognizes their effort and commitment to their jobs, along with their contribution to creating value for our company.
At all levels of our organization, we ensure that our employees’ remuneration is competitive and that their conditions are equal for both men and women. To ensure the competitiveness of our benefit packages in all of our operations, consistent with our talent acquisition and retention strategy, performance-based bonus practices for middle management were reviewed against the market in countries without benefits. Moreover, to ensure our management team’s competitive compensation and to prevent a loss of talent in recovering economies, an analysis was developed together with Mercer, a world leader in the health and benefits marketplace.
Moreover, we make sure that the salaries of direct employees in entry-level positions are on average 5.18 times higher than the corresponding minimum wage in each country. Additionally, based on studies performed by international consulting firms that enable us to make comparisons between countries, we can determine that 15.6% of our employees are receiving an integrated salary that is greater than or equal to the market average.
We comply with all labor rights and obligations stipulated by law, surpassing the conditions and benefits established in the laws of each of the countries where we operate. Our collective bargaining agreements cover approximately 58% of our workers. These labor contracts are reviewed and agreed on with all our union representatives, respecting the established validity times, as well as complying with all notification periods. As of December 31, 2018, we had 191 separate collective bargaining agreements with 105 workers’ unions. In general, we have good relations with the unions in all our operations; however, we operate in complex environments, such as Argentina and Nicaragua.
PER LEVEL
PER TOPIC
“Our people’s compensation and benefits scheme recognizes their effort and commitment to their jobs, along with their contribution to creating value for our company.”
At Coca-Cola FEMSA, we are committed to fostering a culture of inclusion and diversity—promoting mutual respect across our organization. We recognize that our differences make us stronger, more competitive, and better able to adapt to an ever-changing global environment. Together, we create an inclusive, diverse, safe work experience for all of our people.
We listen to our people on issues of disability, gender equality, sexual orientation, culture, and generational diversity. With their insights in mind, we established our comprehensive Inclusion & Diversity Strategy, based on three pillars:
For the first time, we achieved Equidad MX certification from the Human Rights Campaign (HRC) Foundation. After last year’s official launch of HRC Equidad MX, we were selected for their list of top-rated employers and earned “Best Place to Work for LGBT Inclusion” certification.
Coca-Cola FEMSA is proud to be a member of the Bloomberg 2019 Gender-Equality Index (GEI). A twofold achievement, the GEI recognizes companies around the world for their commitment to both workplace equality and transparency.
Consistent with our strategy, our six Inclusion and Diversity Networks design and deploy campaigns, programs, and activities that promote a culture of respect across our organization.
We encourage the development of our employees and their families as responsible citizens, committed to their community, society, and environment. Through the KOF Volunteers program, we promote initiatives that enable us to beneficially impact the quality of life and wellbeing of the communities where we operate, strengthening our relationships with them, while positively affecting our corporate position and reputation.
In 2018, we had 91,143 participants, including our employees and their families, who devoted 395,773 hours to approximately 1,400 volunteer initiatives, supported by an investment of more than US$255,000. By year-end 2018, we made 39.5% progress toward our 2020 goal of 1 million hours of volunteer work.
Our overall volunteer activity is committed to six different causes:
OUR 2020 GOAL
To generate 1 million hours of volunteer work
At Coca-Cola FEMSA, we look to promote an improved quality of work life for all of our employees across our organization.
“In 2018, we had 91,143 participants, including our employees and their families, who devoted 395,773 hours to approximately 1,400 volunteer initiatives.”
Our Occupational Health Management System establishes the vision, strategy, objectives, elements, and activities through which we improve the quality of work life for our employees across our company’s work centers and strategic business units. Complying with our legal, ethical, scientific, and organizational framework, this system encompasses our health processes and programs that we apply according to applicable risk matrices, local legislation, and operational needs.
OUR 2020 GOALS
Zero fatalities from work-related diseases
Reduce by 20% our general illness absentee rate compared to 2020
At Coca-Cola FEMSA, our Corporate Occupational Health area is responsible for proposing relevant revisions and updates to our three Health and Wellbeing Policies:
As well as this annual corporate review, which is sent for approval to our Director of Social and Labor Development and Global Director of Human Resources, our company’s internal audit area will later review these policies for dissemination and implementation across our operations.
In 2018, we launched our Employee Support Program. This emotional containment service is designed to assist our employees and their families to resolve situations that may generate emotional disturbances such as stress, anxiety, and depression, among others, which may affect their development in either their daily life or their work environment.
This program is part of our Comprehensive Welfare Strategy to reduce psychosocial risk factors inside and outside of work through the attention and advice of psychologists and other health professionals according to the different situations that affect our employees.
14.5%
reduction of our
General Illness Index
Flexible Schedules & Benefits
We take care to encourage a good work/life balance for our employees.
To this end, we promote the use of flexible benefits, including:
SOCIAL DEVELOPMENT
We promote the development and quality of life of our employees through a model of integral well-being, that positively influences their environment.
Social Development Strategy
To this end, during 2018, we refocused our Social Development Strategy, concentrating on five dimensions:
Personnel per gender
Personnel per age range
Promoting social development
In 2018, we invested US$3.7 million in programs promoting the proper balance between work and family, improving our employees’ wellbeing and quality of life.
“At Coca-Cola FEMSA, we are committed to fostering a culture of inclusion and diversity—promoting mutual respect across our organization.”