Workplace

Achieving our business priorities depends on our people – all of them.

At CCA we recognise that great companies are built through highly engaged employees. Our people are a critical source of competitive advantage and what they achieve depends on their engagement. We believe that highly committed people try harder, perform better and stay longer. We know that these factors have a positive impact on our employees, customers and our results and we measure this commitment in a number of ways:

• increasing engagement levels
• lowering turnover
• reducing customer service issues directly related to the behaviours of our people
• reducing the number of injuries

We believe our business has a positive culture driven by our core values – people, passion, innovation, customer, excellence, and citizenship.

This is led from the top by our Chairman, David Gonski AC, Group Managing Director Terry Davis, senior leadership teams across the Group and by every employee, working in production of the beverages and food, right through to sales, distribution and marketing.

We know that to create a workplace that engages people, attracts and retains the best talent requires a real commitment.

A number of core people strategies are adopted across the Group, consisting of six Core Business Units, headquarters in 5 countries and 16,000 employees. These strategic planks are central to our Group commitment to CCA employees and include:

• Developing strong leadership – this is supported by both locally run and group leadership development programs. In addition CCA has a strong culture of coaching and mentoring which benefits all employees.
• Talent Management – every country actively participates in reviewing talent across the group to make sure we have the right people in the right roles. Through our people capability reviews we use these sessions to identify successors for key roles and focus on individual development needs. Employees are actively encouraged to take up new opportunities to develop their capability.
• Capability Building – we have a strong team of people focused on skill development at every level of the business. Employees have individual development plans and our core programs are focused on building the skills that will help us win in the market place, operate safely and in a way that reflects our CCA values.
• Health and Safety – every country is bound by our CCA Group Occupational Health and Safety Standards. Since the introduction of these standards we have made CCA a safer place to work. These standards and progress are reviewed by the Board’s Compliance and Social Responsibility Committee.
• Performance and Values – In every country we have implemented recognition programs. We have pay for performance philosophy supported by strong performance management disciplines and competitive reward and incentive programs. We also encourage localised initiatives that bring out the best in our people and allow CCA to build a truly great culture that meets the needs of each operation.

Culture and Values

In 2007 CCA Australia set in place a three year plan to win the commitment of more of our people– putting People First to drive great performance.

We have used multiple sources of information to identify where we are already strong and where there are barriers to winning more people (EOS, Culture Gauge, exit interviews).

We found that the majority of our people have a ‘can-do’ attitude, are passionate about customers, do the right thing and drive towards the end goal.

We have further identified the key behaviours that will enhance these current strengths and remove barriers to a more positive and engaging place to work.

We believe People First will win the commitment of our people and ensure recognition and respect for the service we provide to our customers. We are working hard to ensure our values, qualities and behaviours all connect so that everyone understands what is expected of them and how they can make a contribution.

CCA New Zealand launched Values across the company with workshops for employees.

SPC Ardmona introduced new visions (No. 1 in Food) and values (People, Customers, Passion, Innovation, Excellence and Citizenship) incorporating Values awards.

Across the CCA Group employee engagement is improving.

Talent Development

CCA has introduced leadership development programs across the Group, with particular success in developing markets. We have also continued the work to develop future leaders across the business, with the Senior Leaders Program enabling the development of executives in a bid to retain and develop leaders.

We offer a range of continuous development activities supported by the Individual Performance and Development Planning process. Further initiatives that continue to support talent development are the Organisational Capability Review, mentoring programs for employees and external studies assistance.

There is also a suite of leadership development programs including the People Management Development program, the Sales Management Development Program (which was extended to a one-week intensive course in 2007 for more than 100 sales managers). The Supply Chain’s Leading for the Future program (which was delivered to more than 100 leaders in our production facilities) and the Emerging Leaders programs.

In New Zealand, 26 high potential, high performing employees went through the Excel program, a 12-month talent development initiative to prepare them for executive roles.

In Indonesia, a further 50 graduates were taken into the Graduate Development Program, more than 500 managers were reviewed under the Organisational Capability Review and 50 key senior managers undertook the Senior Leaders program. In Fiji, eight people undertook the High Potential (HiPo) program and 15 senior managers undertook an Authentic Leadership program. In Papua New Guinea, five graduates took part in the Graduate Accountant program and 90 per cent of employees who use computers had their skills upgraded. SPC Ardmona established the “Robust” training system in conjunction with Goulburn Ovens TAFE.

New Zealand’s No Limits Numeracy and Literacy program was attended by 25 employees in Operations division, and saw literacy improve by 14 per cent and numeracy by 13 per cent.

Employee Education, Health and Safety

The 10,000 Steps Challenge was undertaken by more than 2400 CCA staff in Australia and New Zealand who were all issued with pedometers.

More than 750 staff in New Zealand participated in the 10,000 Steps Challenge to walk around New Zealand; and 1700 in Australia participated. The Aussie winners were “Nightstalkers 2” from Northmead in NSW, captained by Martin Bates.

In Australia, CCA offers a range of staff benefits including flu vaccinations, negotiated gym membership, daily fresh fruit and discretionary family and carers leave.

In New Zealand, the focus for 2007 was on safety and wellbeing through a program called “Challenge Me”, where 450 employees (53 per cent of permanent employees) formed teams for the 6-week long challenge which involved lifestyle changes (5+ fruit and vegetables per day, TV and alcohol free days, one run per week). This resulted in CCA New Zealand being awarded the HR Institute of New Zealand Wellbeing Initiative of the Year Award, with Melanie Wood being named National HR Specialist of the Year.

In Indonesia, where road safety is a crucial workplace issue, CCA initiated a zero tolerance driving license policy to ensure all employees who drive company vehicles have a valid drivers license, and 7000 employees undertook safety defensive driving training.

Staff have also received health and safety programs on bird flu and HIV/AIDS.

On World OHS Day, CCBI’s managing director, John Seward, received a special award for excellence in OHS, from the Indonesian president, Susilo Bambang Yudhoyono. As well, CCBI has received Golden Flag awards for OHS and a Zero Accident Award.

In Papua New Guinea, where malaria and HIV/AIDS are the most serious health issues, CCA has a comprehensive HIV/ AIDS Workplace Policy, and has initiated excellent programs for our own people.

We have instigated a workplace HIV/Aids management and prevention policy offering testing, education and health campaigns since 2005, and in 2007, more than 250 CCA staff (more than 70 per cent) presented for voluntary HIV testing led by senior managers.

All CCA locations were presented with HIV/AIDS awareness programs; free condoms are available at all workplaces and staff have access to anti-retroviral drugs. In recognition of CCA’s leadership, we have a company representative on the executive committee of the Provincial AIDS Council in Morobe.

In a move to reduce the incidence of malaria, 600 family-sized mosquito nets were distributed to all staff, reducing sick days and reducing malaria cases; the biggest killer disease in Papua New Guinea, by 23 per cent.

At SPC Ardmona, the Soft Tissue Centre program introduced to all three plants in the Goulburn Valley has enabled employees with minor injuries to be treated immediately, and assisted the company to reach a record low Lost Time Injury Frequency Rate (LTIFR).

All sites are now smoke-free, with employees given access to QUIT programs.

The company developed the SPCA/Matt Maher “Making my way back to work” DVD, which traces the return to work and rehabilitation of employee Matt Maher after a serious workplace accident. SPC Ardmona also improved communications for all employees through bi-annual all-sites seminars, setting up staff InfoNet kiosks and weekly newsletters.

Diversity

The nine-member CCA Board has two female directors, Jillian Broadbent and Catherine Brenner. In addition, women now comprise 25 per cent of the executive team.

In Australia, the proportion of women employed remained at the same levels as 2006, 28 per cent, which also reflects the proportion of managers who are female. We employed more women in our Supply Chain division, increasing numbers by 15 per cent.

In Australia, female executive managers have increased from 7 per cent in 2006 to 9 per cent in 2007. Women continue to be well-represented in Finance and Corporate Finance (68 per cent) and HR, Corporate and Legal (61 per cent).

CCA has a well communicated Flexibility Policy, a strong maternity leave program and employees can salary sacrifice to buy extra annual leave.

In New Zealand, CCA developed leadership programs to recognise cultural diversity.

CCA New Zealand introduced six week paid maternity leave for all permanent female employees – not a standard benefit in New Zealand.

We are currently working with The Australian Employers Network on Disability to implement a disability employment strategy and we expect to make our first appointments in 2008, with more planned for 2009.

CCA Workplace metrics

Country	Year	ATLR	LTIFR	Employee Engagement
Australia	2006 2007	9.9 6.6	9.2 9.5	56% 58%
New Zealand	2006 2007	4.5 4.5	13.3 9.3	33% 59%
Indonesia	2006 2007	37.9 10.4	0.5 0.5	NA 54%
SPC Ardmona	2006 2007	13.0 15.0	7.8 6.9	40% 49%
Fiji	2006 2007	12.0 12.0	7.3 7.4
PNG	2006 2007	12.81 10.17	5.4 4.5