Introduction
Coca-Cola is among the multinational firms with a presence in many countries. As a multinational company, Coca-Cola needs many employees to work in its subsidiaries. The company also needs strong human resource management to address issues related to human capital. This paper will explore the Coca-Cola Company’s organizational design and its potential implications. It will also explore the staffing approach of the firm, and the principles used to pay and reward the staff will be discussed. Lastly, it will explore the career development strategies employed by the company, including international assignments, will be discussed.
Organizational Design for Coca-Cola Company
Organizational design refers to a process through which procedures a company employs to accomplish its mandate are diagnosed to determine what is working and what needs improvement. The key areas organizational design addresses include procedures, mechanical systems, workflow, and organizational structure. Some organizational design elements include formalization, centralization, a span of control, a chain of command, departmentalization, and work specialization (Fjeldstad & Snow, 2018, p.34). These elements work together to ensure overall organizational success.
Coca-Cola Company’s organizational structure is a complex matrix with functional groups, business-type units, products, and geographic divisions. In this sense, its organizational design is decentralized, with each division allowed to make autonomous decisions. The operational structure for Coca-Cola Company has four operating divisions, also known as segments, based in different geographical regions. These include Asia Pacific, North America, Latin America, Africa, the Middle East, and Europe (See Figure 1 below ) (Pendergrast and Crawford, 2020), p.16) The company has two business-type units, which are non-geographical, and they include global ventures and bottling investments. The bottling investments are located in various parts of the world, including Vietnam, Sri Lanka, Singapore, Philippines, Oman, Nepal, Malaysia, India, Bangladesh, and Africa (Khan and Raza, 2023, p.179). The bottling investment units are concerned with all bottling operations of the firm. The company supplies the bottling investment with concentrate and syrups. Having bottling investments separate cuts the cost of management as the bottling activities are entrusted to bottlers who make autonomous decisions. Coca-Cola Company continues to expand its business units, and in the year 2021, nine new business units were introduced to make the introduction of new products to the market easier (Kaschny et al., 2019, p.143). The new units were also meant to prevent resource duplication, avoid wastage, and streamline its operations in the global arena. The business units are also based on geographical regions where the company operates, but each region is divided into smaller ones. These regions include the South Pacific, ASEAN, South Korea, Japan, and Europe (Bai, 2023, p.117). The company’s business units are pivotal in expanding activities in regions far away from its headquarters.
Figure (1) Showing the Matrix Organizational Design of the Coca-Cola Company
The company’s product divisions are based on categories of the products manufactured. These categories include:-
- Emerging, Plant, Dairy, juice, and nutrition,
- Tea and coffee, sports, hydration,
- Sparkling flavours and
- Coca-cola
The categories are under the leadership of presidents who operate under chief marketing officers. The Presidents work together to build the company brand but are allowed to make decisions regarding their divisions autonomously. Although these presidents are allowed to make autonomous decisions in regard to their departments, they must align with the directives of the chief marketing officer (Kaschny et al., 2019, p.144). This ensures that each product division works towards achieving the company’s strategic goals. The company’s strategic goals for all subsidiaries are the same. All presidents and managers working in subsidiaries must work towards achieving the same.
Coca-Cola has several functional groups. Each functional group performs a specific role to ensure the company operates smoothly. The functional groups are based on the experiences and skills of the employees (Andriopoulos and Dawson, P. 2017, p.549). One of these functional groups is marketing, which is concerned with marketing the company’s products. The accounting and security functional groups are concerned with making financial decisions and protecting the company’s interests, respectively. Other functional groups include:-
- Capital markets and securities,
- Corporate development,
- Innovation and technical,
- Strategic partnership, communications, and sustainability,
- Global flavor supply,
- Services operations,
- Mergers and acquisitions,
- Global finance operations,
- Global community affairs,
- Investor relations, and
- General Counsel (Andriopoulos and Dawson, 2017, pp.549-551).
The span of control in Coca-Cola Company is hierarchical, with the number of subordinates reporting to a single officer increasing down the chain of command. Having a top-down organizational hierarchy is crucial in controlling its global operations (Pendergrast, M. and Crawford, 2020, p. 18). The regional operations rely on the upper management to make vital decisions regarding the manufacturing and marketing of the company’s products to ensure uniformity. Because of the large number of operating geographic regions of the company, its organizational structure is complex and tall (Kaschny et al., 2019, p.152). Its management structure is vertical top-down, meaning that each level reports to the next above it, and the chain of command is in the opposite direction. This implies that the company’s upper management holds the authority to make decisions, and the chain of command flows down through the organizational hierarchy (Pendergrast and Crawford, 2020, p.15). The leadership in all the company’s divisions reports directly to the company’s President. The top management runs the daily operations of the company. The CEO is helped by a team of twelve members who constitute the executive committee (Bai, 2023, p.115). These areas include functional divisions and geographical regions. The executive leadership’s goal is to promote growth. The company also has a board of directors who oversee the daily operations. The board of directors is appointed by the stakeholders. Most of them are experts in different areas related to the soft drink industry (Ibrahim and Daniel, 2019, p.370). The duties of the board of directors are based on corporate law. The board of directors of Coca-Cola Company mostly plays advisory roles.
Still, under the company’s span of control, Coca-Cola has several regional offices, which include marketing, planning and strategy, research and innovation, finance, and human resource departments. Although the top management makes major decisions, the company grants its regional managers the ability to make some decisions and operate autonomously to meet the needs of customers in each region. The managers at the regional level are required to make decisions that align with the top management but can be customized to meet the needs of each region (Kaschny et al., 2019, p. 149). This is crucial because the company operates in regions with people of different cultures. Some decisions made by subsidiaries in North America may differ from those made by managers in the Middle East to avoid cultural conflict. For example, the regional managers were allowed to make advertisements for the 2002 World Cup that were sponsored by the company to match the audiences (Pendergrast and Crawford, 2020, p.29). The top management at its headquarters often gets involved when the company is facing serious threats to its operations, such as low growth. The employees at the local branches interact face-to-face with the workforce to solve problems they might be facing. The organizational design for Coca-Cola Company at the local level is different, and the managers report to the regional office (Pendergrast and Crawford, 2020, p.17). The regional offices answer to the headquarters. However, this structure is limited to the bottling investments. Other subsidiaries of the companies involve dealers who buy concentrate from the company, bottle it, and sell it to the local customers.
The formalization of the Coca-Cola Company is achieved through excellent internal communication and standardized rules to govern how the employees behave. Intranet-enabled communication allows the exchange of information between regions (Coca-Cola, 2023, p.1). The ease of communication makes it possible for the regions to standardize the workforce and make the necessary adjustments. The company has a code of conduct that guides how the employees should conduct themselves (Icheva and Vasilev, 2021, p.914). These codes are similar in all the regions for the purpose of uniformity and maintaining control. Codes of conduct help to prevent conflict in the organization by ensuring every employee does the right thing at the right time (Fjeldstad and Snow, 2018, p.35). People who violate the codes are punished by the management at the subsidiaries. Therefore, the company’s organizational structure is hybrid. Such structure makes it possible for the information to flow both laterally and top-down.
Implications of Coca-Cola Organizational Design
The matrix organizational design used in the Coca-Cola Company has various implications for its operations. First, the design can promote collaboration between different subsidiaries. The company can attract top talents in the regions they operate because of its flexibility (Knežević et al., 2020, p.71). The managers for the company’s regional subsidiaries are permitted to recruit local talent depending on the organizational needs. The flexibility granted to the divisional managers makes them make decisions that address the needs of their employees and customers (Kaschny et al., 2019, p.157). This is important, considering that employees and customers in different regions may have different needs that need to be addressed. In connection with the promotion of collaboration and flexibility, the matrix organizational structure of Coca-Cola Company can also make it easy for the company to adapt to changes in different regions where it operates (Harrison and Lock, 2018, p.91). The divisional managers are allowed to make autonomous decisions provided they align with those made by the top management.
The matrix nature of Coca-Cola’s organizational design can also make the flow of information between divisions, functional groups, product divisions, and top management easier. As aforementioned, the company has an intranet that allows the exchange of information between its various divisions (Coca-Cola, 2023, p.1). The structure makes it possible for the information to move from the workforce to the top management more easily. The workforce at the lowest level of the hierarchy reports to the managers, who in turn report to their seniors until it reaches the top management. Open communication associated with a matrix structure can help the company make more innovative products to meet the customer’s tastes and preferences (Harrison and Lock, 2018, p.89). This is because the flow of information between experts in different departments is smooth. Whenever the organization needs to begin a new project, the matrix structure can help avoid the need to realign teams.
Challenges Associated with Matrix Organizational Design and How Coca-Cola Company Addresses Them
The matrix organizational structure utilized by Coca-Cola can affect the measurement of employee performance and compromise decision-making. Although presidents for different segments are allowed to make decisions regarding the operations of their divisions, they need to consult the top management in some cases (Kaschny et al., 2019, p.143). They are not allowed to make major decisions without consulting the management. The flow of information between hierarchies can delay decisions, making it difficult to address urgent issues. The company overcomes this challenge by allowing managers at divisional levels to make decisions autonomously (Kaschny et al., 2019, p.144). However, they must ensure their decisions do not contradict the company’s strategic goal. Allowing managers at the local level to make autonomous decisions ensures urgent issues affecting their divisions and sub-divisions are addressed urgently.
It may be difficult for each to measure one’s performance because the employees may be required to report to more than one manager (Knežević et al., 2020, p.71). For example, in the figure (2) below, the sales manager is required to report to two different functional managers. It can be difficult for the sales manager to decide who to report to first. This is because they may sometimes be required to report to more than one manager. The company overcomes this challenge by strengthening communication between different functional units through intranet and other communication technologies (Pendergrast and Crawford, 2020, p.18). Despite this shortcoming, the matrix organizational design has worked for Coca-Cola. It allows the company to remain the top brand in the soft drink industry.
Figure (2): Diagram Showing Sales Manage Reporting to More than one Functional
(Andriopoulos and Dawson, 2017, p.549)
Coca-Cola Approach to Staffing
Staffing for multinational firms such as Coca-Cola is complex, and the policies made regarding issues can have far-reaching effects on the success of a firm. The hiring process is crucial to the success of big firms like Coca-Cola. Human resources must select the right individuals for the right job, and the recruitment should be based on organizational needs (Andriopoulos and Dawson, 2017, p.63). The human resource management at the headquarters and subsidiaries of the company Coca-Cola Company is keen on the hiring process to ensure all the staffing needs are addressed depending on the type of skills and the number of employees required in each docket. The human resource management employs the local employees at the subsidiary level. The top management is only concerned with hiring employees at the headquarters and expatriates, who are, in most cases, part of the top levels of leadership hierarchies (Anderson, 2018, p. 89). The company uses different staffing approaches for different categories of employees.
Coca-Cola Company employs various strategies for staffing when internalizing its business operations. The three major staffing approaches employed by the firm include ethnocentric, polycentric, and geocentric. The geocentric approach is more focused on the expertise and skills of an employee without looking much at the individual’s nationality. It involves recruiting both local and expatriates (Leenkavi and Rai, 2015, p.62). This implies that the company can outsource an expert in a particular area from another country. This strategy is advantageous because it gives a company more options when obtaining experts in a particular area. It gives a firm an opportunity to recruit the best talents in its management. The geocentric approach also gives individuals from third-world countries the opportunity to work on its management (Akbar and Khanfar, 2020, p.27). Anyone has the opportunity to work for the company irrespective of one’s nationality. This strategy can, however, be disadvantageous in that it can add management costs (Chowdhury, 2018, p.110). Management of people from different cultural backgrounds who keep coming and going can be too complex, adding additional costs.
Coca-Cola Company also uses ethnocentric and polycentric approaches to staffing. The polycentric approach involves the company hiring staff from the countries where it operates (Neelankavi and Rai, p.62). Coca-Cola Company operates in over two hundred countries; most of its employees come from the local population. The approach is advantageous because it cuts the cost of recruitment from abroad and promotes the relationship between the company and the local community where it operates. Using a polycentric approach helps limit the influence of the parent company on its subsidiaries (Akbar and Khanfar, 2020, p.17). This approach may be disadvantageous in that it can make the company miss expertise from outside the country and thus compromise the productivity of the workforce. The company also uses an ethnocentric approach and may take employees to work in other countries. This strategy is advantageous in that it gives the employees global exposure and prepares them to serve in leadership positions in the future. It also ensures that the Coca-Cola Company always has potential leaders to occupy higher positions when there is a need (Neelankavi and Rai, 2015, p.63). The approach is disadvantageous in that it can cause cultural insensitivity. Frequent relocations may dissatisfy some employees, especially if they have to keep moving with their families (Chowdhury, 2018, p.89). Despite this drawback, the strategy has enabled the company to open and run new plants even in regions with a less talented workforce from the local community.
Coca-Cola relocates its employees from their home countries to work in its subsidiaries in other countries for various reasons. The first reason is for the career development of the employees (Mihalcea, 2017, p.299). As mentioned, the company sends some of its employees to another country for global exposure. Before an employee is given a serious managerial responsibility, one is required to have worked in another country. The company’s global service program focuses on giving employees the expertise they need to work in different cultures. The relocation enables the employees to view things from a global perspective and be able to execute the company’s strategic goals (Icheva and Vasilev, 2021, p.914). The other reason is to provide the necessary expertise unavailable in the country where it operates.
A good example is when the company moved a finance manager from Chicago to work its then newly started operations in Eastern Europe. To ensure that the expatriates could fit into the culture where it was starting its operations, the company chose a manager of Polish descent (Knežević et al., 2020, p.71). However, the main reason for the relation was because of the lack of an individual with the necessary skills to run the company’s operations in the region. Approximately two hundred employees are relocated to new geographical regions annually, where they work for a duration of five years (Chowdhury, 2018, p.96). The strategy enables the company to have poor leadership talents at its disposal.
Principles Used to Pay and Reward Staff at Coca-Cola Company
The payment and reward system in an organization influences the motivation of its workforce. Rewards can be financial or non-financial. Even praising an employee for a job well done can be considered a reward because it gives one a sense of satisfaction (Mazur and Mazur-Małek, M., 2018, p.97). The reward system is created to recognize the employees for their excellent performance. The salaries paid to the employees can influence their motivation and should, therefore, match the employees’ responsibilities, roles, experience, and skills (Shield et al., 2015, p.147). Employees in the same rank should be remunerated similarly. For multinational firms like Coca-Cola, it is important to ensure the remuneration reflects the labor laws of regions where the company’s subsidiaries are located (). It is important to ensure the employees’ salaries are closely comparable to those of similar regional multinational firms. Besides the motivation of employees, paying good salaries can help retain talent and save a company from unnecessary costs of having to recruit new employees regularly to replace those who have left because of lower pay (Tayali and Sakyi, 2020, p.603). The Coca-Cola company pay and reward system is tailored to meet the needs of locals and expatriates.
Coca-Cola Company has a separate program, known as an international service program, through which the benefits of expatriates are reviewed. The compensation of the employees under the international service program is slightly different from that of the local employees. This is because expatriates are under different terms of employment and are, in most cases, more experienced than the local employees. The compensation program for expatriates is designed in a manner that ensures relocation does not interfere with their earnings and they live close to what they had in their mother country (Tayali and Sakyi, 2020, p.614). It is managed by the international service program group, which works closely with the human resource officers at the local level. The earnings and rewards for expatriates are based on US benchmarks to ensure their salaries do not change every time they are relocated, but still, they have to pay Foreign taxes (Mazur, B. and Mazur-Małek, M., 2018, p.103). Remunerating expatriates using US benchmarks ensures they remain productive even when working away from home.
Besides salaries, the expatriates get other benefits they would get if they were working in their home country. Some of these benefits include the cost of living differentials, house allowances, and education costs. The difficulty of the area where an expatriate is posted is also considered. For employees who are posted in areas that are rather difficult compared to their home country, environmental allowance is awarded (Akbar and Khanfar, 2020, p.35). The environmental allowance is not fixed. It can change as one relocates from one region to another. The expatriates are also eligible for home leave to enable them to return to their mother country and reunite with their families (Tayali and Sakyi, 2020, p.603). The package for the expatriates is designed to ensure they earn and enjoy privileges just like when working for the company in their home country.
Coca-Cola Company has an evaluation system that is used to determine salaries for different ranks of employees. The system is meant to promote equity by ensuring that employees in the same ranks in different parts of the world get similar remuneration (Cardona et al., 2018, p.614). The salaries are determined depending on the nature and the rank occupied by the individual and other factors such as experience and skills. The best practice policy ensures transparency, consistency, and fairness in the treatment of the employees (Pendergrast and Crawford, 2020, p.28). The employees are treated more equitably and fairly, irrespective of their personal characteristics.
Besides the salaries, Coca-Cola Company provides allowances to the best-performing employees. The employees who help the company make huge profits are given monetary rewards on top of their salaries to motivate others to continue working hard. Other rewards for good performance include scholarships for the children of the employees, airline tickets, pay raises, and bonuses (Varam et al., 2018, p.834). These rewards for the same performance among the employees may differ depending on what one chooses. Some employees may choose scholarships for their children, others holiday excursions or allowances (Haryoto, 2024, p.900). The level of satisfaction among the employees is higher than when the company gives uniform rewards to all the employees irrespective of their preferences.
Coca-Cola Company also offers fringe benefits to its employees. These fringe benefits include a pension plan and a company car (Pak et al., 2019, p.341). The company car is to enable the employee to serve the company effectively by solving transport issues. The company compensates its employees who have to stay at home because of sickness. They are given disability allowance and medical insurance (Bai, 2023, p.116). Employees are also offered flexible working hours and sometimes meal vouchers to motivate them. The employees who show outstanding performance are eligible for annual incentives (Cassar and Meier, 2018, p.216). These employees can also get appraisals from their departmental heads. These appraisals are later used when deciding which employee to promote. Coca-Cola benchmarks its reward system with other popular brands to ensure its employees earn as much as their counterparts in similar multinational firms (Gupta, 2020, p.57)). Benchmarking with the salaries offered by the competitors can help reduce the rate of employee turnover. Poor remuneration of the employees can compromise productivity as the company loses talent to the competitors.
Each job in the company is graded, and a particular salary range is assigned for each. This implies that the salaries of the employees are based on the roles and responsibilities they play to the company, their experience, and. It is worth noting that the salaries are not fixed and can be changed upon review by the compensation committee. Many factors may influence salary review, such as job rotation and promotions. The changes in the labor market can also influence the company’s compensation plan (Cassar and Meier, 2018, p.215). The company must adhere to the labor laws of the countries where its subsidiary operates. These laws may sometimes require the company to increase the salaries paid to employees belonging to a certain category.
The management at the local level uses a utilitarian system of rewarding the employees. The utilitarian system uses rewards and remuneration to motivate employees. The system is based on the premise that the performance of an organization is controlled by one individual or a group of individuals who are looked upon as role models by the rest of the employees (Bos-Nehles and Veenendaal, 2019, p.2671). When the best-performing workers are rewarded, others will work harder to be rewarded next time. The rewards received by the workers are used to motivate the rest of the employees (Bos-Nehles and Veenendaal, 2019, p.2671). The mode of motivation of employees is different at the regional level, where rewards and remuneration are based on the experience, knowledge, and skills of the employee.
Besides pay and benefits, Coca-Cola also offers other services to promote the well-being of its employees. Among these global programs offered by the company to protect the welfare of its employees are digital and mobile platforms that track the habits and activities of the employees. The platform provides employees with vital tips regarding how to engage in healthy lifestyles daily (Coca-Cola, 2023b, p.1). The company also has a mindfulness app through which the employees can access meditation courses and sessions to enable them to cope with issues that may interfere with their functionality, such as stress and lack of sleep. The employees are also provided with another app for on-demand fitness with various activities and classes. Some of the classes the company provides through the app include barre, boxing, yoga, strength training, HIIT training, cycling, and running (Coca-Cola, 2023b, p.1). These apps indirectly promote the productivity of employees by reducing the cases of absenteeism because of health conditions that can be avoided.
The company also has programs to promote mental health and financial management skills among the employees. The support program for mental health involves counseling sessions to help employees cope with professional and personal challenges (Coca-Cola, 2023, p.1). The company understands that the performance of employees can be compromised by issues that are not related to the profession. For example, family challenges may make an employee less productive if not addressed in a timely manner. Another important area being addressed by the company through its welfare programs is financial education. It provides a range of online tools, including calculators, videos, articles, and courses to educate employees on how they can manage their finances effectively and plan for their future (Coca-Cola, 2023, p.1). These programs make the Coca-Cola Company’s employees feel valued and hence increase their desire to continue working for the firm.
The company’s local offices offer other services besides the online programs to support inclusion and the social well-being of the employees. Some of these services include race participation, sports clubs, social engagement, volunteer activities, and external speakers (Brondoni, 2019, p.8). These can help in relieving the employee from stress. The company has various networks that promote inclusion and technologies that promote interactions between employees (Coca-Cola, 2023, p.1). The technologies promote interconnection among the employees and avoid unnecessary meetings since the leadership can easily communicate with the employees remotely. Coca-Cola Company understands that monetary benefits alone are not enough to boost the productivity of employees; their social and health well-being also needs to be addressed.
Coca-Cola Company’s Career Development
Coca-Cola Company promotes the career development of its employees in various ways. One of these is the relocation of its employees to work as expatriates in other countries where the film operates. The employees can be relocated to fill the knowledge deficit in these regions or gain global exposure (Pak et al., 2019, p.351). A company like Coca-Cola needs employees who can operate in any part of the world where it has subsidiaries. This is an important consideration because the company faces stiff competition from other soft drinks firms such as Pepsi, and any weakness can compromise its competitive edge. The necessary knowledge these employees need to be able to operate in the international arena can only be acquired through such relocations.
Coca-Cola Company understands that for it to continue providing world-class products, it needs a skilled and efficient workforce. The company provides employees with many ways to enrich their skills and become productive. It offers them opportunities to receive training and sharpen their technical and leadership skills. The high performers in the company are offered free courses at Coca-Cola University (Fischer et al., 2018, p.103; Chua et al., 2020, p.47). Employees are also offered on-the-job training to sharpen their skills and prepare them for greater responsibilities in the company. Upon employment, the employees and the manager that one operates under set career enrichment goals together. The career enrichment goals enable the employees to choose the career path they would like to follow and begin preparing to achieve it (Miah, 2018, p.275). The employees can also take advantage of the conferences and virtual classes offered by the company. Besides the conferences and virtual classes offered by the company, the management can sponsor employees to attend conferences from outside if they prove that they are related to the job and would help improve their performance (Chua et al., 2020, p.47). External conferences offer employees an opportunity to learn new skills from other multinational firms and apply them to improve their productivity.
Coca-Cola runs various training programs for its employees. Among these programs is the women’s leadership program, which aims to increase the number of women in the firm’s talent pool. The company also runs a training program known as Catalyst for its staff in management (Mihalcea, 2017, p.298). The program is for top managers and is meant to prepare them for senior positions in the organizational leadership hierarchy. The employee development approach at Coca-Cola focuses on its main areas, including formal training, coaching and mentoring, and on-the-job training (Sanghvi, 2019, p.157). The formal training involves courses specifically designed to develop the skills and knowledge of the employees (Mihalcea, 2017, p.300). Mentoring and coaching provide knowledge to the employees through interaction with other skilled individuals in the organization. On-the-job training refers to skills gained through the current work assignments. Coca-Cola Company is dedicated to providing employee training in all these areas.
The training and development of the employees have many implications for the operations of the firm. A well-trained staff is satisfied and confident when executing duties. Training the employees boosts their confidence even when executing challenging tasks because they have all the necessary skills at their disposal (Verhulst and DeCenzo, 2021, p.74).). Employee training helps boost productivity as they can accomplish tasks quicker and more efficiently than before. The likelihood of making mistakes that can compromise the operations of the firm is minimal when the workforce is well-trained. Training also plays a crucial role in promoting workplace safety. Trained employees understand all the safety regulations and can operate equipment safely (Riley et al., 2018, p. 1901). A well-trained workforce is an asset to the organization as they add value to it as a whole. Lastly, an organization with well-trained employees incurs low operational costs as only a few supervisors are needed (Verhulst and DeCenzo, 2021, p.73). They need few supervisors because everyone knows what to do and does not need close follow-up from the supervisors. The strategies for the training of employees by Coca-Cola Company are focused on meeting the needs of the customers and the organization. The main aim of employee development is to provide a pool of employees with strong analytical and technical skills.
Conclusion
Coca-Cola Company is among the multinational companies with well-established human resource strategies. The company’s organizational structure is a complex matrix, and its leadership is a top-down hierarchy. The company has geographical divisions, functional groups, and product divisions, all of which work towards achieving the organization’s strategic goals. The staffing of the Coca-Cola Company is ethnocentric, polycentric, and geocentric. Most of the company’s employees come from the local community where it operates. However, it can sometimes relocate employees to its subsidiaries abroad for the purpose of global exposure. The expatriates are reimbursed based on US benchmarks. The company pay and reward system is based on equity to ensure the employees are rewarded fairly. Coca-Cola is also on the frontline in promoting the career development of employees. The company sponsors the education of the best-performing employees at Coca-Cola University. It also holds conferences or sponsors its employees to attend outside ones to improve productivity. The company also offers other non-financial benefits to its employees to promote their well-being. These include counseling sessions, financial management courses, and fitness classes, all of which are offered online.
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