The Coca-Cola Company

Task Force Releases 2005 Report Outlining Company's Progress In Diversity And Fairness Efforts



January 6, 2006 edition

For the fourth consecutive year, an independent Task Force has submitted a comprehensive assessment of the Company‘s progress toward specific Human Resources (HR) goals. The 2005 Task Force Report was prepared for the U.S. District Court/Northern District of Georgia as part of the November 2000 settlement agreement in Ingram, et al. v. The Coca-Cola Company.

The Task Force evaluates HR policies and practices, recommends necessary improvements, investigates complaints and provides periodic reports on the Company‘s progress toward fulfilling the terms of the settlement agreement.

The 2005 report includes an Executive Summary, reports on each of the nine major HR Systems (performance management, staffing, compensation, diversity education/strategy, equal employment opportunity, problem resolution, career development, succession planning, and mentoring), a summary of workforce demographics, and findings from the 2005 Task Force Survey of employees.

"Since the 2001 consent decree, The Coca-Cola Company has evolved from an organization meeting the basic requirements of a settlement to one that is institutionalizing HR best practices," said Alexis M. Herman, chairperson for the Task Force and former U.S. Secretary of Labor. "The focus for the Company‘s leadership in 2006, the final year of Task Force oversight, will be to ensure long-term sustainability of the progress made to date. The Task Force believes the Company has made notable progress and will continue to work with the Company during this final year to make these practices an everyday part of the life of the organization."

In the report, the Task Force commends the Company‘s achievements and works-in-progress. These include:
  • Three years of continual improvement in overall employee perception of diversity climate
  • Best practices associated with the mentoring program
  • Initial success of career development program
  • Fairness in compensation programs
  • Best practices associated with capability to execute and track fairness-related activities
  • Commitment by Company leaders to identify and cultivate a diverse talent pool for senior-level positions
  • Substantial improvement in senior-level diversity hiring, and progress in diversifying senior leadership and pipeline roles
The report also cited three areas that require a stronger focus: monitoring and training around performance management; maintaining fair staffing and selection processes; and continuing to execute the Company‘s diversity strategy consistently and effectively.

In a memo to employees, Chairman and CEO Neville Isdell stressed the Company‘s commitment to meeting its goals and achieving the "gold standard" as outlined by members of the Task Force.

"Our Manifesto for Growth is rooted in our greatest asset -- our people," wrote Mr. Isdell. "Our Company and our leadership must be as inclusive as our brands. It's the lesson of markets, and the ultimate benefit of inclusive behavior -- as diverse talent proliferates, ideas and innovation thrive as wellÂ… The entire leadership team and I are personally committed to inclusiveness and fairness, and to making diversity a competitive advantage for our organization."