A Summer Training Report on

T R A I N I N G A N D D E V E L P O M E N T
In COCA-COLA Submitted to: Mahamaya Technical University, NOIDA For pursuing the degree of MASTER OF USINESS ADMINISTRATION !"#"$#! Submitted By:
Name- Kanchan Parish Roll No. 1003370014

E te!n"# Guide:

Designation M A$ % Semester
r&

'oca$cola !"##$#!

R"$ %um"! Goe# In&titute o' Te()no#o*y De+"!tment o' M"n"*ement ,--m. Stone De#)i-Mee!ut Ro"d. G)"/i"b"d 01P-2343356

Raj Kumar Goel Institute of Technology De+"!tment o' M"n"*ement

,t) %M7 STONE. DEL8I-MEER1T ROAD.G8A9IABAD 017P6-234335

Date: .

TO WHOM SOEVER IT MAY CONCERN

This is to certi(y that M!:M& %"n()"n P"!i&) is a )ona(i&e stu&ent o( M A ! n& *ear o( this institute (or the session !"#"$#! an& he+she has un&ergone the summer training in Co("-(o#" organi,ation an& prepare& Summe! T!"inin* P!o$e(t Re+o!t title& -T!"inin* "nd De;e#o+ment., (or partial (ul(illment o( M"&te! o' Bu&ine&& Admini&t!"tion /M A0 a((iliate& to Mahamaya Technical University, NOIDA1 I 2ish him+her all the )est (or his+her (uture en&eavors1

/Dr1 3i)huti0 4ro(essor 5 6ea& Department o( Management

Declaration
I 7anchan 4arish Son+Daughter o( Shri 4ritam Singh pursuing Master o( usiness A&ministration /M A0 !n& year (rom Ra8 7umar 9oel Institute o( Technology , 9ha,ia)a& in the session !"#"$#!1 I here)y &eclare that this summer training research pro8ect report title& -Training An& Development. is the outcome o( my o2n e((ort at 'oca$cola organi,ation un&er the gui&ance o( Dr1 + Mr+ Ms:::::, /Designation,01 The same report has not )een su)mitte& earlier to any Institute +University (or a2ar&ing any &egree+ &iploma o( M A or any other pro(essional course1 I( there 2ill )e any violation o( I4R than I 2ill )e solely responsi)le to that an& Institute+University has right to cancel my &egree1 Date;#<$#"$## 4lace; R79IT,9ha,ia)a& Signature in (ull;:::::::: Name;:::::::::::: Roll1No;:::::::::::

CONTENTS
'O==E9E 'ERTIFI'ATE 'OM4NA* 'ERTIFI'ATE A'7NO>=ED9EMENT STUDENT DE'=ARATION E?E'UTI3E SUMMAR* INTRODU'TION O @E'TI3E OF T6E 4RO@E'T 'OM4AN* 4ROFI=E$ 'O'A$'O=A 'O'A$'O=A A>ARDS 5 RE'O9NITION TRAININ9 NEEDS IDENTIFI'ATION STUD* OF NEEDS OF TRAININ9 MET6ODO=O9* OF TRAININ9

 S7I==S TRAININ9 RESEAR'6 MET6ODO=O9* DATA ANA=*SIS 5 INTER4RETATION FINDIN9 =IMITATION

'ON'=USION SU99ESTION + RE'OMMENDATION A44ENDI? /AUESTIONNAIRE0 I =IO9RA46*

E<EC1TIVE S1MMAR=
MOST IMPORTANT NEED:

MOST IMPORTANT >EL?ARE MEAS1RES:

PA= S8O1LD BE LIN%ED >IT8 T8IS:

PER?ORMANCE CAN BE IMPROVED B= T8IS:

INTROD1CTION O? COMPAN=

Glimpses On The Birth Of Coca-Cola @ohn Smyth (irst intro&uce& the re(reshing taste o( 'oca$cola in Atlanta1 It 2as May o( #BBC 2hen the pharmacist caramel syrup in a three legge& )rass Dettle in his )acDyar&1 6e (irst -&istri)ute& - the ne2 pro&uct carrying 'oca$'ola in a 8ug &o2n the street to @aco)s 4harmacy1 For (ive cents, consumers coul& en8oy a glass o( 'oca$'ola at the So&a Fountain1 >hether )y &esign or acci&ent car)onate& 2ater 2as teame& 2ith the ne2 syrup pro&ucing a &rinD that 2as proclaime& - Delicious. An& Re(reshing1

Dr1 4em)erton partner an& )ooDDeeper (ranD M Ro)inson, suggeste& the name an& panne& 'oca$ cola in the uniEue (lo2ing script that is (amous 2orl&2i&e to&ay1 Mr1 Ro)inson thought - the t2o ',S 2oul& looD 2ell in a&vertising1.

y #BBC, sales o( 'oca$'ola average& nine &rinDs per &ay1 That (irst year, Dr 4em)erton sol& !F 9allons o( syrup, shippe& in )right re& 2oo&en Degs1 Re& has )een a &istinctive color associate& 2ith the No$# so(t &rinD )ran& ever since1 For his e((ort, Dr 4em)erton grosse& GFo an& spent GH%1IC on a&vertising1

In #BI#, Atlanta entrepreneur, Asa 91 'an&ler ha& acEuire& complete o2nership o( the 'oca$ 'ola )usiness1 >ith in (our years, his merchan&ising (lair helpe& eJpan& consumption o( 'oca$ 'ola every state an& territory1 In #I#I 'oca$cola 'ompany 2as sol& to group o( inventors (or G!F million1 Ro)ert >1>oo&ru(( )ecame presi&ent o( the 'oca$ cola in #I!%, an& his more then siJ &eca&es o( lea&ership tooD the )usiness to unrivalle& heights o( commercial success maDing 'oca$cola an institution the 2orl& over1

So't D!in- M"!-et In P!e&ent S(en"!io The so(t &rinD marDet all over the 2orl& has )een 2itnessing a throat cut )attle )et2een t2o ma8or players; coca$cola 54epsi, since very )eginning1 The thirst Euenchers are trying har& to have the ma8or piece o( the apple o( overall car)onate& so(t &rinD marDet1 oth the players are

spen&ing energies in )uil&ing capacity, in(rastructure, promotional activities etc1 'oca$cola, )eing ## years ol&er than 4epsi, has )een &ominating the scene in most o( the so(t &rinD marDet o( 2orl& an& en8oying the lea&ership in terms o( the share1

ut the coca$cola people are (in&ing it har& to &eep a2ay 4epsi, 2hich has )een narro2ing the gaps regularly1 The t2o are posing threats (or each other in every nooD an& corner o( the 2orl&1 >hile coca$cola has )een earning most o( the part o( its re& an& )utter through )everages sales )ut 4epsi has a multi pro&uct port (olio 2ith a han&some portion (rom the same )usiness1

oth the competitors have a &istinct vision an& properties a)out the In&ian so(t &rinD marDet1 though having so much &i((erence an& &istances 2ith each other ,they )oth consi&er In&ia a huge potential marDet ,as per capita consumption here is a mere three serving annually against the 2orl& average o( B"1there(ore ,they are putting in their )est e((ort to 2oe the In&ia consumer 2ho has to 2orD (or #1F hour to )uy a )ottle so(t &rinD in comparison to the international norms o( F minutes, a ma8or hur&le to cross over (or )oth the athletes or getting no1# position1

'oca$cola is 2ell 2ith its F% )ottling sites throughout the country giving it an e&ge over competition )y processing a 2ell )uilt an& &istri)ution set up1 On the other han& , 4epsi, 2ith ! more years in In&ia , has )een a)le to set an image o( 2inner this time in In&ia an& get the pulse o( In&ia so(t &rinD The so(t &rinD giants are =eaving on stone unturne& an& her (or the =ong terms1 'oca$cola has )een penetrating the marDet through its 2i&e pro&uct range 2ith a &etermination to change consumption pattern o( so(t &rinD in In&ia1 Firstly, they upgra&e& the 2hole in&ustry )y intro&ucing %"" ml )ottles, 2hich in turn ha& given the in&ustry a )ooming gro2th o( !"K as compare& to the earlier FK1 They 2ant to &evelop a 'oca culture an& are 2orDing on a strategy to o((er so(t &rinD in every possi)le pacDage1 In 'oca$cola cap, the i&ea o( competition has not come (rom 4epsi, )ut (rom the other )everages such as Tea, 'o((ee, Nim)u 4ani, an& >ater etc1

4epsi is Euite aggressive in its approach to In&ian consumer1 They are &esperately 2orDing on the strategy to )e 2inners in the hot cola 2ar )et2een t2o )ig )anners1 Accor&ing to 4epsi philosophy, itLs the ma&ness encourages eJecutive to thinD, to con8ure up those creative tactics to

DnocD the (i,, out there competition1 4epsi ha& plum)e& a large on the visi)ility o( its )lue re& an& 2hite logo1 They have )een going 2ith aggressive marDeting )y putting Sachin Ten&ulDer, ADshay 7umar, an& no2 ShahruDh 7han in their a&vertisement to en&orse their )ran&, the role mo&els (or its targete& consumer the teenagers1 They have increase& the (i,, in the marDet place )y intro&ucing the &ispensers calle& Fountain 4epsi an& has )een en8oying a lea& over its rival there1

'oca$cola on the other han&, has )een 2orDing on the saying Mslo2 an& stea&y 2ins the raceL, si&e )y si&e retailing to every more o( its competitor1 They have pro&uce& the shiel& o( Thums Up 2ith a han&some MarDey share in In&ian so(t &rinD marDet1 'ountering 4epsiLs international commercial that use& t2o chimpan,ees to cocD a snoop at coDe1 Thums Up has )een positione& no2 very near to that young image o( 4epsi an& giving it a tu(( time1 These cool merchants have put every thing on (ire 1i( coDe get the status o( the o((icial &rinD o( 2ills 2orl& cup, 4epsi )lushe& as nothing o((icial a)out it1 as Thums up pro8ecte& as Msare 8aha se acchaL, 4epsi 2as passionate enough 2ith M(ree&om to )eL an& no2 the -yeh &il mange more.1 >hen Thums up came 2ith thun&er )last1

PROCED1RE On the )asis o( the (ee&)acD receive& (rom the 4er(ormance Management 4rocess, the training nee&s are collecte& an& nee& )ase& training programs are &esigne& )y the Training an& Development Manager1 The list o( training programs 2ill )e &ocumente& in the Training calen&ar1 The

Training 'alen&ar is then share& 2ith the eJecutive 'ommittee to get (ee&)acD1

The Training 'alen&ar 2ill )e release& 2ithin one month o( receiving appraisals1

The calen&ar 2ill contain a )rie( &escription o( the programs, the program sche&ule an& the recommen&e& target au&ience1

A copy o( the Training calen&ar 2ill )e circulate& to all associates1

At the en& o( every training program, the trainers along 2ith the trainees 2ill prepare a &evelopmental plan on the application o( all the inputs receive& &uring the training program1

Associates 2ill )e nominate& (or nee& )ase& eJternal training program )ase& on the recommen&ation o( the imme&iate supervisor1

COMPAN= PRO?ILE
The 'oca $'ola company is the 2orl&N lea&ing manu(acturer an& &istri)utor o( non$alcoholic )evarage concentrates an& syrups, 2ith 2orl& hea&Euarters in Atlanta, 9eorgia1 The company an& its su)si&iaries in nearly !"" countries aroun& the 2orl& manu(acture an& sell over !%" other company so(t &rinD )ran&s1 y contract 2ith the 'oca$'ola 'ompany an& itOs local su)si&iaries, 2hich employs nearly %<,""" people aroun& the 2orl&, local )usinesses are authori,e& to )ottle an& sell company so(t &rinDs 2ithin the local )oun&aries an& un&er con&itions that ensure the highest stan&ar&s o( Euality an& uni(ormity1 Company's objectives 'ompanyOs mission must )e turne& in to speci(ic o)8ectives (or each level o( management in a system Dno2n as management )y o)8ectives the most common o)8ectives are;

4ro(ita)ility Sales gro2th MarDet Share Improvement RisD Diversi(ication Innovation Satis(y the customer

HISTORY OF SOFT DRINKS

4ro)lem at that time 2as ho2 to cure all these &isease, since no reme&y 2as present at that time1 It 2as a )ig Euestion (or American people1 So in #BBF Mr1 @ohn 4aim2arlion 2ho lives in Antonica ma&e a &rinD an& registere& it as TREN'6 >INE 'O=A1 In the )eginning this &rinD 2as ma&e 2ith miJture o( cocaine an& alcohol )ut later on it is name& as 'O'O$'O=A1 A ne2 )ran& name& 4E4SI 'O=A in the year #BBH1

Indian

istory

Aroun& #I<B the (irst )ran&e& so(t &rinD in the In&ian marDet1 This so(t &rinD 2as name& as 9ol& Spot1 e(ore 'oco$'ola entere& the country to &ominate the scene in #IF", 4arle EJports 4vt1=t&1 2as the (irst In&ian company to intro&uce a lemon so(t &rinD1This &rinD 2as Dno2n as =imca an& it 2as intro&uce& in #IH"1 6o2ever )e(ore this they ha& intro&uce& 'ola 4epine 2hich 2as 2ith&ra2n in (ace o( tough competition (rom 'oca$'ola1 In the year #IHH 'oca$'ola le(t In&ian marDet an& this )rought in an opportunity (or various In&ian companies to sho2 their cali)er1 At this time a ne2 so(t &rinD 2as intro&uce& )y 4arle pro&ucts an& this 2as color1 This &rinD 2as intro&uce& 2ith mighty saying Nhappy &ays are here againN1 As i( happy &ays 2ent a2ay 2ith 'oca$'ola1 There 2as another company name& pure &rinD, 2hich intro&uce& the so(t &rinD name& Campa -Cola along 2ith arrange an& lemon (lavours1

@ust a(ter this many more companies entere& the so(t &rinD marDet1 A so(t &rinD name &ou)le1 I ha& )een intro&uce& )y a company Mor&en )aDers1 Another company Mohan meaDins also came up 2ith a So(t &rinD name& Mary 5 puch up, Mc Do2ell came 2ith thrill1,1 4ush an& Sprint1

4reviously there 2as no competition in the In&ian so(t &rinD marDet )ut 2ith all companies coming in the In&ian marDet a huge competition 2as place 2ith college a&vertisements1 ut in

the year #IBB 4epsi 2as given permission to sell its so(t &rinDs in the In&ian marDet )y the 9overnment o( In&ian1 'oca$cola also come )acD in the year #II%1

Coca-Cola in India The 'oca$'ola company entere& In&ia in early #IF", it setup (our )ottling plants at om)ay, 'alcutta, 7anpur an& Delhi1 In #IF", as 2ere negligi)le companies in the In&ian marDet there(ore 'oca$'ola &i& not (ace& much competition an& they 2ere accepte& in In&ian marDet more easily1 The )ran& 2as accepte& )y all age group1 The (ull cre&it must go to coca$cola (or maDing so(t &rinDs popular in In&ian )y en& o( #IHH1'oca$'ola ha& capture& more than <FK o( marDet share in In&ia Then 'oca$'ola le(t In&ian (ollo2ing pu)lic regulations the company 2as reEuire& to In&ianise or close operation come to an en& in @uly #IHH1

'oca$'ola come )acD in the year #II% a(ter li)erali,ation an& 2as launche& at Agra 2ith the slogan NOl& 2ave have come to In&ian againN1 At the time parle 2as the lea&er in the so(t &rinD marDet an& ha& more than C"K o( the total shore in so(t &rinD1 'oca$'ola 8oine& han&s 2ith

4arle an& to enter In&ia a(ter #H years1

y striDing a <" million &eal 2ith 4arle1 'oDe almost

ma&e a clear s2eep an& ma&e its goo& as N To )ecome all time all occasion &rinD not a special treat )everage1N

BOARD O? DIRECTORS

Dou*#"& N7 D"'t 'hairman, oar& o( Directors, an& 'hie( EJecutive O((icer The 'oca$'ola 'ompany

8e!be!t A7 A##en 4resi&ent an& 'hie( EJecutive O((icer Allen 5 'ompany Incorporate& /a privately hel& investment )anDing (irm0

Ron"#d >7 A##en 'onsultant to, A&visory Director, an& (ormer 'hairman o( the oar&, 4resi&ent, an& 'hie( EJecutive O((icer, Delta Air =ines, Inc1 C"t)#een P7 B#"(4resi&ent 6earst Maga,ines

>"!!en E7 Bu''ett 'hairman o( the oar& an& 'hie( EJecutive O((icer The &iversi(ie& hol&ing company erDshire 6atha2ay Inc1 B"!!y Di##e! 'hairman o( the oar& an& 'hie( EJecutive O((icer USA Interactive Su&"n B7 %in* 4resi&ent, The =ea&ership Initiative /nonpro(it consultants (or lea&ership e&ucation0 DuDe University M"!i" E#en" L"*om"&ino 'hairman an& 'EO @141 Morgan 4rivate anD Don"#d ?7 M(8en!y Distinguishe& 4ro(essor in the 4ractice o( Diplomacy an& International A((airs at the School o( Foreign Service 9eorgeto2n University Robe!t L7 N"!de##i 'hairman o( the oar&, 4resi&ent, an&

'hie( EJecutive O((icer The 6ome Depot, Inc1 S"m Nunn Senior 4artner in the la2 (irm o( 7ing 5 Spal&ing 'o$chairman an& 'hie( EJecutive O((icer, Nuclear Threat Initiative /NTI0 @7 Ped!o Rein)"!d EJecutive 3ice 4resi&ent an& 'hie( Financial O((icer The Do2 'hemical 'ompany @"me& D7 Robin&on III 'o$(oun&er, 'hairman an& 'EO o( RRE Investors, ==' an& 9eneral 4artner o( RRE 3entures 94 II, ==' /private in(ormation technology venture investment (irms0 Pete! V7 1ebe!!ot) 'hairman, 'ontrarian 9roup, Inc1 an& 'o$'hairman, 4e))le each 'ompany

8ISTOR= O? COCA-COLA COMPAN=

In the year o( #II", over one hun&re& years a(ter the so(t &rinD 2as invente&, the 'oca$ 'ola company opene& up a museum liDe )uil&ing 2hich 2as &esigne& to )e a tri)ute to its (amous so(t &rinD pro&uct1 It is also sai& to )e a tri)ute to the countless num)er o( consumers 2ho &rinD 'oca$'ola1 The 2orl& o( 'oca$'ola, as it is calle& is locate& in Atlanta, 9eorgia right ami&st the tourist &istrict1 An&, its tri)ute to the so(t &rinD is )ecause it is so popular that it is no2 serve& &aily in nearly t2o hun&re& countries1

6aving the museum locate& in Atlanta is (itting )ecause long )e(ore anyone ha& ever hear& o( 'oca$'ola, a &octor )y the name o( @ohan Stythe 4em)erton, 2ho 2as a &ruggist in Atlanta, miJe& up his o2n concoction o( me&icinal syrup in May in the year o( #BBC, Dr1 4em)erton use& A(rica1

7ola Nut eJtracts an& coca leaves, 2hich are )oth strong stimulants, in his potion1 The result 2as A thicD caramel colore& syrup1 The purpose o( the potion 2as to )e an e((ective tonic 2hich 2oul& help a personOs )rain an& nerves (unction )etter1

True or not, it has been said that a customer came into the pharmacy
one &ay complaining or a hea&ache1 6e asDe& (or a glass o( 'oca$'ola to )e ma&e 2ith car)onate& 2ater instea& o( plain 2ater an& the car)onate& version o( the so(t &rinD 2as the )orn1

The (irst year, in #BBC, Dr14em)erton sol& t2enty (ive gallons o( his syrup 2hich earne& him total revenue o( 8ust (i(ty &ollars1 y the neJt year, )ecause o( he is poor health con&ition, he )egan to sell o(( his company1 Five years later, man )y the name o( Asa 91'an&lar, ha& acEuire& total control o( the 'oca$'ola )ecame a patente& pro&uct in the Unite& States1

Its popularly 2oul& not stay 2ithin the Unite& States (or long, though, )ecause in the year o( #I"C, 'ola$'ola 2as )ottle& in 'u)a an& in 4anama1 ottling operations 2ere soon start e& in elgium, ermun&a, 'olom)ia, the

6a2all the neJt year, then in the 4hillipines, France, 6on&uras, Italy, MeJico, 6aiti, an& urma in later years1 &rinD 2as )ottle& in (orty country1

y the year o( #I<", the (amous so(t

T6E OTT=IN9 S*STEM The &ay 'oca$cola reach consumers an& customer aroun& the 2orl& through a vast &istri)ution net2orD ma&e up o( local )ottling companies1 These )ottlers are locate aroun& the 2orl&, an& most are in&epen&ent )usiness1 Using concentrates an& )everages )ases pro&uce& )y the 'oca$ cola company, our )ottling partners pacDage an& marDet pro&ucts, &istri)utes them to more than 5 million customer an& more than ! million ven&ing machines aroun& the 2orl&1

The 'oca$cola 'ompany is committe& to assisting its )ottlers 2ith the (unction o( an e((icient )ottling operation1 Auality contract, ministere& constantly )y the company is necessary to pro&uce high Euality so(t &rinDs1

TRADE MAR7S

Our tra&emarDs are our most valua)le assets1 The tra&emarD -'oca$'ola. 2as registere& 2ith the U1S1 patent an& tra&emarD o((ice in #BI%, (ollo2e& )y -'oDe. in #I<F the uniEue contour )ottle, (amiliar to consumers every 2hen, 2ay grante& registration is a tra&emarD )y the U1S1 patent an& tra&emarD o((ice in #IHH, in honor a2ar&e& to (e2 other pacDages1 In #IB!, the 'oca$cola 'ompany intro&uce& !iet Co"e is U1S1 consumer marDing the (irst eJtension o( me companyLs most precious tra&emarD to another pro&uct later years sa2 the intro&uction D4 a&&itional pro&ucts )earing the 'oca$cola name 2hich no2 EM'ON passes a po2er(ul line o( siJ 'oal pro&ucts1

To&ay, the 2orl&Ls (avorite so(t &rinD 'oca$cola the 2orl& )est Dno2n an& most a&mire& tra&emarDP recogni,e& )y more than I" percent o( the 2orl& population1

4RODU'T AD3AN'EMENT

In #IBF, a ne2 'ola emerge& (rom la)oratory research1 Through internal evaluation an& thousan& )y )lin& taste tests, consumer sai& they pre(erre& it over )oth 'oca$cola an& its primary competition1 As a result, in April #IBF, the company prou&ly intro&uce& the ne2 taster o( coDe the (irst change in the secrete (ormula since my pro&uct 2ay create& in #BBC1

The launch o( 'oDe 2ith the ne2 taste tooD place in the Unite& State an& 'ana&a1 'onsumer respecte& 2ith an unprece&ente& an& ne2 (amous out pouring o( loyalty an& o((ering (or me original (ormula o( 'oca$cola returne& 5 'oca$'ola classic1 In #IBC, 'oca$'ola classic )ecame an& still remains, the nations top$selling so(t &rinD1 PROD1CTS AND PAC%AGING M=T8S A R1MORS INGREDIENTS M=T8S A R1MORS All our so(t &rinDs are 2holesome )everages manu(acture& in compliance 2ith the U1S1 Fe&eral Foo& =a2s, the la2s o( all U1S1 states, an& the la2s o( nearly !"" countries throughout the 2orl& 2here our pro&uct share marDete&1

Un(ortunately, the incre&i)le po2er o( the Internet is sometimes use& to sprea& (alse in(ormation a)out the ingre&ients in our pro&ucts1 There are several )aseless rumours circulating on the Internet claiming that ingre&ients in our pro&ucts can cause health pro)lems1 >eOve gathere& some o( those rumours here so that you can easily get the (acts a)out these (alse claims1 8e!e "!e &ome !umou!& you m"y )";e &een o! )e"!d The aci&ity o( cola &rinDs is strong enough to &issolve teeth an& )ones1

4hosphoric aci& in 'oca$'ola lea&s to osteoporosis1 Aspartame, a s2eetener in lo2 calorie )everages, causes hea&aches, )rain tumours an& other &iseases1 'a((eine in so(t &rinDs is a&&ictive1 Saccharin causes cancer1 Sugar in so(t &rinDs maDes people hyperactive1

'aramel colouring pro&uces genetic e((ects an& causes cancer1

The polyethylene glycol in so(t &rinDs is also use& as anti$(ree,e in automo)iles an& as an oil solvent1 Some pro&ucts o( The 'oca$'ola 'ompany contain alcohol1

=O1R 8EALT8 AND T8E BEVERAGES There is gro2ing con(usion a)out 2hat constitutes a healthy &iet1 >ith so much con(licting in(ormation availa)le a)out health an& nutrition, it can )e very &i((icult to &etermine 2hat is accurate an& 2hat is not1 The truth is that so(t &rinDs an& other )everages have a place in a healthy li(estyle1 A healthy &iet incorporates the )asic principles o( variety, )alance an& mo&eration 2ithout sacri(icing en8oyment1

8EALT8 AND T8E BEVERAGES -- T8E ?ACTS ?"(t& on Di"bete& "nd So't D!in-&

So(t &rinDs &o not contri)ute to &ia)etes1

'hil&ren 2ho are o)ese have a greater risD o( type ! &ia)etes )ut this is not relate& to the sugar content in so&a

?"(t& on A&+"!t"me "nd So't D!in-&

%ey ?"(t

Aspartame is a sa(e lo2$calorie s2eetener, approve& )y more than I" nations an& scores o( health organi,ations, that has never )een linDe& to any health risDs1 ?"(t& on 8e"#t)y Bone& "nd So't D!in-& %ey ?"(t

The ca((eine an& phosphoric aci& in so(t &rinDs &oes not a((ect )one health1 ?"(t& on 8y+e!"(ti;ity "nd So't D!in-& %ey ?"(t

The sugar in so(t &rinDs &oes not cause chil&ren to )e hyperactive1

?"(t& on Mi#- Con&um+tion "nd So't D!in-& %ey ?"(t The consumption o( so(t &rinDs has not a((ecte& calcium consumption1

?"(t& on Sedent"!y Li'e&ty#e "nd Obe&ity %ey ?"(t&

Rising o)esity rates are &ue in large part to se&entary li(estyles an& lacD o( physical activity1

So(t &rinDs can )e part o( an active li(estyle

?"(t& on Su*"! "nd So't D!in-& %ey ?"(t&

Sugar consumption has not )een sho2n to cause o)esity1 There are no nutritional &i((erences )et2een sugars an& the )o&y uses them all the same 2ay1

The amount o( sugar an& calories in so(t &rinDs is a)out the same as many (ruit 8uices

?"(t& on C"''eine "nd So't D!in-& %ey ?"(t&

So(t &rinDs containing ca((eine are not a&&ictive1 'a((eine has no negative impact on hy&ration or )one health1 There is no connection )et2een car&iovascular &isease an& ca((eine

BOTTLING TODA= T)in- #o("#. "(t #o("# From the 2orl&Os largest cities to its most remote villages, our )ottling system is ma&e up o( locally roote& enterprises committe& to Euality1 The 'oca$'ola 'ompany )ottling partners are al2ays local )usinesses, eJerting a strong in(luence on economic &evelopment an& actively participating in community li(e through local events an& philanthropic activities1

Bott#e!& "nd Cu&tome!& ottlers are a critical local linD1 They sell our )ran&s to )usinesses an& institutions, retail chains, supermarDets, restaurants, small neigh)ourhoo& grocers, sports an& entertainment venues, schools an& colleges, among others1 These customers, in turn, are 2here you go 2hen you 2ant a 'oDeQ or one o( our other )ran&s1

For each o( our customers, provi&ing the right miJ o( 'ompany pro&ucts an& pacDage at the right price is the (oun&ation o( mutual success1 =ocal consumer tastes &etermine the )ran&s an& pacDage types a particular customer 2ants us to supply1 ottlers in many countries o((er tours o( their (acilities to schoolchil&ren an& a&ult groups1 'ontact the local )ottler in your region (or more in(ormation on tours an& other activities that our )ottlers sponsor1

A Re;o#ution in P#"&ti(& Re(y(#in*

I( you asD 4eter An&erson, pro8ect &irector o( the 4lastic Re&esign 4ro8ect /4R40, The 'oca$'ola 'ompany has spurre& a revolution in the economics o( plastics recycling, 2ith its &ecision three years ago to esta)lish a pu)lic goal (or using recycle& content in 4ET /4olyethylene Terephthalate0 )ottles1 The company ma&e the groun&$)reaDing commitment in !""" to use #"K recycle& content in its plastic )ottles )y !""F, culminating its years$long 2orD to help commercialise recycling 4ET )ottles (rom cur) si&e programs into ne2 )ottles1In Fe)ruary !""%, The 'oca$'ola 'ompany receive& an a2ar& (rom the 4R4, as it reache& a milestone in that commitment, 2ith #"K recycle& content in B"K o( its )ottles1 During the ceremony, An&erson eJpresse& the in&ustryOs gratitu&e to the companyOs commitment, N>e cannot )egin to tell you ho2 much 2e appreciate your )ol& &ecision to step up to the plate, (ollo2ing on your &eca&e$long &e&ication to technology &evelopment 2ith a pu)lic commitment1N The 4R4 is a coalition o( local an& state recycling o((icials1 It 2orDs constructively 2ith pacDagers to improve the economics o( plastics recycling )y &esigning plastic )ottles (or recycla)ility an& )y increasing the use o( recycle& content in plastic )ottles1 Accor&ing to An&erson, the 4ET recycling system ha& struggle& (inancially (or years1 ecause

o( the si,e an& in(luence o( The 'oca$'ola 'ompany, their !""" commitment 8olte& the marDet an& initiate& an overall improvement to the in&ustry1 6e reveale& that the company can claim responsi)ility (or increasing the &eman& (or recycle& 4ET, eJpan&ing the si,e o( the R4ET /Recycle& 4ET0 )ottle marDet, creating a stan&ar& (or other )everage companies to (ollo2 that shoul& eventually &ou)le the impact, an& helping to &evelop technological innovation that is anticipate& to )ring &o2n the cost o( upgra&ing technologies, maDing it less eJpensive to use recycle& 4ET1

The 4R4 an& the 'oca$'ola 'ompany also plan to 2orD together to encourage )ottle &esigns that consi&er their impacts on recycling, in an e((ort to protect the valua)le ne2 en& marDets (or recycle& 4ET that the companyOs commitment has create&1 Receiving the a2ar& (or outstan&ing corporate responsi)ility on )ehal( o( The 'oca$'ola 'ompany 2ere Scott 3itterLs, Environmental Manager, an& @e((rey 6ansen, 4acDaging Recycling System Manager1 3itterLs eJplaine& that the 'oca$'ola system has 2orDe& &iligently over the past &eca&e to &evelop sustaina)le recycling technologies1 N>e appreciate the recognition (or these e((orts an& looD (or2ar& to continuing to &rive ne2 innovation1 The company continues ahea& o( sche&ule to meeting its goal1

>OR%PLACE C1LT1RE >ith the same spirite& investment as the 2orl&Os premier marDeter an& )everage in&ustry lea&er (or more than ##C years, 2e are (ocuse& on strategic 2orDplace programs that help assure the success o( our commitment to em)racing the similarities an& &i((erences o( people, cultures an& i&eas1

Cu#tu!"# Sen&"tion& $ This employee a2areness program taDes &iversity )eyon& representation an& provi&es employees an opportunity to learn a)out &i((erent cultures an& regions o( the 2orl& in 2hich 2e &o )usiness1 Our 'ultural Sensations program is &esigne& to (oster &ialogue a)out the similarities an& &i((erences o( people, cultures an& i&eas through the use o( art, music, &ance, (oo& an& special events1

Di;e!&ity Ad;i&o!y Coun(i# $ The 'ompanyLs corporate Diversity A&visory 'ouncil consists o( a representative group o( employees (rom all levels, (unctions an& )usiness units o( the organi,ation1 The 'ouncil &evelops recommen&ations (or senior management on a&vancing the companyOs e((orts to2ar&s achieving our &iversity o)8ectives1

Em+#oyee ?o!um& $ >e )elieve that a sense o( community enhances our a)ility to attract, retain, an& &evelop &iverse talent an& i&eas as a source o( competitive )usiness a&vantage1 In the Unite& States, through employee (orums, employees can connect 2ith colleagues 2ho share similar interests an& )acDgroun&s1 In those (orums an& else2here, employees support each otherOs personal an& pro(essional gro2th an& enhance their in&ivi&ual an& collective a)ility to contri)ute to the company1 Forums that are currently active inclu&e;

>OR%PLACE POLICIES >ithin every large organi,ation, there are al2ays governing rules, an& our company is no eJception1 The 'oca$'ola 'ompany an& its su)si&iaries maintain a long$stan&ing commitment to eEual opportunity, a((irmative action an& valuing the &iversity o( our employees1 In or&er to (oster an environment that is pro&uctive, healthy, sa(e, an& success(ul (or all o( our employees, our company has policies to help gui&e the )ehaviour that shape our 2orD environment1

Code o' Bu&ine&& Condu(t Our 'o&e o( usiness 'on&uct /English Translation0 serves to gui&e the actions o( our

employees, o((icers an& &irectors in 2ays that are consistent 2ith our core values; honestyP

integrityP &iversityP EualityP respectP responsi)ilityP an&, accounta)ility1 The 'o&e helps our people play )y the rules 2herever 2e operate aroun& the 2orl&1 An&, 2e have 2ell$&e(ine& proce&ures (or times 2hen concerns arise, in The 'o&e o( 9ui&elines /English Translation01 usiness 'on&uct 4roce&ural

EBu"# O++o!tunity The 'oca$'ola 'ompany values all employees an& the contri)utions they maDe1 'onsistent 2ith this value, the company rea((irms its long$stan&ing commitment to eEual opportunity an& a((irmative action in employment, 2hich are integral parts o( our corporate environment1 The company strives to create a 2orD environment (ree o( &iscrimination an& physical or ver)al harassment 2ith respect to race, gen&er, colour, national origin, religion, age, &isa)ility, seJual orientation, or veteran status1 >e 2ill maDe reasona)le accommo&ations in the employment o( Euali(ie& in&ivi&uals 2ith &isa)ilities, (or religious )elie(s, an& 2henever else appropriate

The company maintains eEual employment opportunity (unctions to ensure a&herence to all la2s an& regulations, an& to company policy in the areas o( eEual employment opportunity an& a((irmative action1 All managers are eJpecte& to implement an& en(orce the company policy o( non$&iscrimination, eEual employment opportunity, an& a((irmative action, as 2ell as to prevent acts o( harassment 2ithin their assigne& area o( responsi)ility1 Further, it is a part o( every in&ivi&ualOs responsi)ility to maintain a 2orD environment that re(lects the spirit o( eEual opportunity an& prohi)its harassment1

T8E COCA-COLA PROMISE T)e Co("-Co#" Com+"ny e i&t& to bene'it "nd !e'!e&) e;e!y one it tou()e&7 The )asic proposition o( our )usiness is simple, soli& an& timeless1 >hen 2e )ring re(reshment, value, 8oy an& (un to our staDehol&ers, then 2e success(ully nurture an& protect our )ran&s, particularly 'oca$'ola1 That is the Dey to (ul(illing our ultimate o)ligation to provi&e consistently attractive returns to the o2ner so (our )usiness1

MAR%ETPLACE More than a )illion times every &ay, thirsty people aroun& the 2orl& reach (or 'oca$'ola pro&ucts (or re(reshment1 They &eserve the highest EualityRevery time1 Our promise to &eliver that Euality is the most important promise 2e maDe1 An& it involves a 2orl&2i&e, yet &istinctively local, net2orD o( )ottling partners, suppliers, &istri)utors an& retailers 2hose success is paramount to our o2n1 Our investment in local communities in over !"" countries totals )illions o( &ollars in 8o)s, (acilities, an& marDeting, the purchase o( local goo&s an& services, an& local )usiness partnerships1 Al2ays an& every2here, 2e pursue continuous innovation in the pro&ucts 2e o((er, the processes 2e use to maDe them, the pacDages 2e &evelop an& the 2ays 2e )ring them to marDet1

>OR%PLACE

The 'oca$'ola system is one o( the most &iverse organi,ations on earth, 2ith a rich mosaic o( talente& colleagues 2ho )ring a variety o( intellectual, pro(essional, ethnic an& cultural

perspectives to our enterprise1 They re(lect the nations, cultures an& languages o( the 2orl&1 Our policy is to (oster an inclusive environment that encourages all employees to &evelop an& per(orm to their (ullest potential1 Our 2orDplace must )e a place 2here everyoneOs i&eas an& contri)utions are value&1 Our employees &eserve eEual treatment un&er our policies governing compensation, a&vancement, health, sa(ety an& other aspects o( 2orDplace li(e1 >e un&erstan& that (airness in the 2orDplace, couple& 2ith the opportunity to &evelop in&ivi&ual capa)ilities, (osters our collective success1

ENVIRONMENT Responsi)le ste2ar&ship o( the environment is a top priority (or The 'oca$'ola 'ompany1 y

preserving an& enhancing our natural 2orl&, 2e )righten the (uture (or our planet an& (or each other1 >e put this principle into practice through The 'oca$'ola Environmental Management System, Dno2n as ecosystem1 >e operate our )usiness as ste2ar&s o( the environment, 2ith a commitment to continually move our )usiness to2ar& sustaina)ility; striving to consume (e2er natural resources, an& to recover an& reuse resources more eJtensively1 Our commitment to protect the environment eJten&s throughout our organi,ation, involving o((icers, managers an& employees at all levels1 >e are accounta)le (or our actions, con&ucting assessments o( our environmental per(ormance an& taDing action to2ar& continuous improvement in all that 2e &o1

COMM1NIT=

Society a&vances on the strength o( community; people sharing their i&eas an& resources to reach common goals1 >e seeD to strengthen local communities 2orl&2i&e through our support (or e&ucation, through partnerships 2ith other organi,ations an& through acts o( citi,enship )y the people o( 'oca$'ola1

>e support e&ucation )ecause o( its po2er to eJpan& opportunities (or in&ivi&uals an& increase un&erstan&ing )et2een cultures1 >e partner 2ith national an& international organi,ations to alleviate economic &isa&vantage an& help improve the Euality o( li(e in local communities1 Together 2ith our local )ottling partners, 2e strengthen communities )y giving 2ith our han&s an& our hearts, as partners in the promise o( a )etter li(e1

>ASTE MANAGEMENT Every year, the 2orl& pro&uces )illions o( tons o( 2aste1 Recycling an& reusing 2aste materials is a)solutely crucial i( 2e are to maintain the health an& )eauty o( the earth1 The 'oca$'olaQ 'ompanyLs 2orDing constantly to2ar& coming up 2ith smart, creative 2ays to reuse 2aste1 6ereOs a glance at 2hat 2eOre &oing1 To intro&uce innovative an& environmentally (rien&ly pacDaging, 2e opene& a )reaDthrough (acility in Sy&ney, Australia (or the 2orl&Os (irst 4ET )ottles to )e pro&uce& (rom recycle& 4ET )ottles1 To&ay, one in (our 4ET containers sol& )y our company in North America contains recycle& content1

At 4eruOs (amous Machu 4icchu archaeological site, 2e organi,e& an aggressive clean$up campaign, 'ampaSa &e =impie,a &e Machu$4icchu, 2ith the Machu 4icchu Sanctuary Authority1 The program systematically removes trash that constantly threatens the site $ inclu&ing 4ET )ottles &iscar&e& )y tourists, 2hich are then recycle&1 The e((ort has collecte& more than !" tons o( gar)age an& has )een highly praise& )y local authorities1 More than #!" stu&ents have taDen part1

MISSION OF T6E 'O'A$'O=A 'OM4AN* The mission o( the 'oca$'ola 'ompany is to increase share$o2ner value over time1 The company accomplishe& the mission )y 2orDing 2ith its )usiness partners to &eliver satis(action an& value to customers an& consumers through a 2orl&2i&e system o( superior )ran&s an& services, thus increasing )ran& eEuity on a glo)al )asis1 9UIDIN9 4RIN'I4=ES OF 'O'A$'O=A INDIA #0 >e 2ill con&uct ourselves an& our )usiness activities 2ith the highest stan&ar&s o( honesty integrity an& pro(essionalism1 !0 >e 2ill recogni,e the positive contri)utions that 2e maDe as in&ivi&uals an& team mem)ers to pro&uce our )usiness success1 %0 >e 2ill encourage a learning environment 2here people can constantly gro2, &evelop an& contri)ute1 <0 >e 2ill strive (or eJcellence an& seeD continuous improvement in everything 2e &o1 F0 >e 2ill respect all staDehol&ers, inclu&ing employees, partners an& suppliers an& instill them 2ith a passion to &eliver the highest Euality goo&s an& service1 C0 >e 2ill (oster initiative an& creativity )y empo2ering in&ivi&ual to attain 2ell$&e(ine& o)8ectives1

VISION O? COCA-COLA INDIA

4rovi&e eJceptional strategic lea&ership in the 'oca$'ola In&ia System$resulting in consumer an& customer pre(erence an& loyalty, through 'oca$'olaLs commitment to them, an& in a highly pro(ita)le 'oca$'ola 'orporation )ran&e& )everages system1

MISSION O? COCA-COLA INDIA

'reate consumer pro&ucts, services an& communication customer service an& )ottling system strategies, processes an& tools in or&er to create competitive a&vantage an& &eliver superiors value to; 'onsumer as a superior )everage eJperience1 'onsumers as an opportunity to gro2 pro(it through the use o( (inishe& &rinDs1 ottlers as an opportunity to gro2 pro(its an& volume1 Suppliers as an opportunity to maDe reasona)le pro(its 2hen creating real value$a&&e& in an environment o( system 2i&e team2orD, (leJi)le )usiness system an& continuous improvement1 In&ian society in the (orm o( a contri)ution to economic an& socio &evelopment1

COCA-COLA A>ARDS A RECOGNITION

Corporate #esponsibility $%ards

One o( Ten NMostTA&mire&N 'ompanies in 9ermany, The 'oca$'ola 'ompany, Manager Maga,ine /Fe)ruary !""B0

4hilanthropist o( the *ear, 'oca$'ola UDraine, >orl& o( 'hil&, UDrainian Fun& o( 4hilanthropists an& UDraine %""" /Decem)er !""H0

>orl&Ls Most Accounta)le 'orporations, One >orl& Trust !""H 9lo)al Accounta)ility Report /Decem)er !""H0 No1 !, In&iaOs Most Respecte& Fast Moving 'onsumer 9oo&s 'ompany, an& T No1 H, Most Respecte& Multinational 'orporation in In&ia, 'oca$'ola In&ia, usiness>orl&, in con8unction 2ith the In&ian MarDet Research ureau /Novem)er !""H0

ArgentinaLs Most A&mire& 'ompanies RanDing /Octo)er !""C0 !""C 'orporate Social Responsi)ility A2ar&, American 'ham)er in Shanghai /Septem)er !""C0

=ea&er in 'orporate Social Responsi)ility, 9erente /Septem)er, !""C0 'iti,enship e((orts, 'ommittee (or Economic Development /@une !""C0 Social reporting transparency, Ro)erts Environmental 'enter /@anuary !""C0

'oca$'ola MeJico recogni,e& )y MeJican Alliance (or 'orporate Social Responsi)ility /AliaRSE0 as a Socially Responsi)le 'ompany (or (ourth consecutive year /sponsore& )y the MeJican 'enter (or the FilantropUa /'EMEFI0

'oca$'ola 'hile a2ar&e& NMost Socially Responsi)le 'ompany in 'hileN /thir& consecutive year0, Mori National Survey, !""!

Thai 4ure DrinDs a2ar&e& Royal 9aru&a in recognition o( corporate citi,enship e((orts an& important role in Thai society

'orporate 'iti,enship A2ar& (or NSchools (or a 'hangeN program in Argentina /American 'ham)er o( 'ommerce in Argentina0

!""! 'orporate EJcellence A2ar& in Egypt )y the US State Department (or the companyOs involvement in community initiatives

@unior Achievement Innovation A2ar& (or an environmental program in Argentina aime& at increasing the environmental a2areness o( #!$year$ol&s, create& through a partnership )et2een @unior Achievement an& 'oca$'ola &e Argentina

>orl&Ls Most Socially Responsi)le 'ompany, accor&ing to !"$country consumer survey )y the 'hilean )ranch o( MarDet 5 Opinion Research International /MORI0

!""# 'orporate 'iti,enship A2ar& (rom the Unite& States 'ham)er o( 'ommerce (or 2orDing 2ith Rea&ing is Fun&amental /RIF0 to improve literacy across the Unite& States

NThe Service to 4eace through 'orporate Responsi)ility A2ar&N (rom the 4acem in Terris /4eace on Earth0 Institute in recognition o( the companyOs long$term commitment an& large$scale initiatives in the economic an& community &evelopment o( A(rica

Community !evelopment $%ards

>orl&Ls Most Accounta)le 'orporations, One >orl& Trust !""H 9lo)al 'ommunity EJcellence A2ar& (or e((orts to promote 6I3+AIDS e&ucation an& prevention in 'hina, The 9lo)al Malaria /9 '0 /@une !""H0 usiness 'oalition on 6I3+AIDS, Tu)erculosis an&

'oca$'ola in 3ietnam a2ar&e& prestigious !""< 9ol&en Dragon 4ri,e (or contri)utions to &evelopment o( 3ietnamOs economy /3ietnam Economic Times0

'oca$'ola In&ia receive& hagi&ari A2ar& (rom Delhi 'hie( Minister Sheila DiDshit (or 'ompanyOs e((orts an& contri)utions to2ar&s community &evelopment programs

The 'oca$'ola Foun&ation in MeJico recogni,e& )y MeJican 4hilanthropic Society as a Socially Responsi)le 'orporate 'iti,en (or (ourth consecutive year, an& )y 4rocura, one o( MeJicoOs lea&ing e&ucational an& training organi,ations, (or its support o( sponsorships, school programs an& other non$pro(it initiatives

&nvironment $%ards

9ol&en 4eacocD A2ar& (or 2ater management initiatives, 'oca$'ola In&ia, >orl& 'ouncil (or 'orporate 9overnance /Fe)ruary !""B0

National A2ar& (or EJcellence in >ater Management (or the most N>ater E((icient Unit,N 'oca$'ola In&ia, 'on(e&eration o( In&ian In&ustry /'II0 /Decem)er !""H0

hagi&ari A2ar&, 'oca$'ola In&ia 2ater conservation an& environmental management, Delhi government /Fe)ruary !""H0

Strategic 6R =ea&ership A2ar&, Mani(esto (or 9ro2th, Society (or 6uman Resource Management /Octo)er !""H0

Star Status (or employee sa(ety an& health initiatives, Occupational Sa(ety an& 6ealth A&ministration 3oluntary 4rotection 4rogram, 'ari))ean Re(rescos Inc1 concentrate plant /4uerto Rico0 /August !""H0

The >orl& Environment Foun&ation />EF0 a2ar&e& the prestigious 9ol&en 4eacocD Environment Management A2ar& !""F /94EMA0 to the 'oca$'ola )ottling plant at 7ala&era, near @aipur, In&ia in recognition o( its 2orl&$class environment practices

6in&ustan 'oca$'ola

everages Dasna plant in In&ia receive& 9ol&en 4eacocD

Environment Management A2ar& !""<

International Stan&ar&i,ation Organi,ation /ISO0 #<""# certi(icate to 'oca$'ola ottling In&onesia (or environmental protection programs at its plants

'oca$'ola In&ia receive& a 2ater conservation an& pollution control a2ar& (rom An&hra 4ra&esh 9overnment on >orl& Environment Day /@une !""%0

!""! U1S1 Environmental 4rotection AgencyOs /E4A0 Environmental Achievement A2ar&

'oca$'ola FountainOs =ehigh 3alley Syrup 4lant 2as recently honore& 2ith the !""# 9overnorOs A2ar& (or Environmental EJcellence (or outstan&ing achievement in the area o( resource protection

Recognition as the company that &i& the most (or the environment in !""#, a2ar&e& )y the 2eeDly maga,ine Dossier &el Me&io Am)iente in Spain )ase& on rea&er response

9ol&en 4eacocD A2ar& (rom the >orl& Environment Foun&ation (or e((ective environmental management at the 6in&ustan 'oca$'ola plant at Ameenpur 3illage, near 6y&era)a&, In&ia

Recognition (rom the environmental &ivision o( The Society o( 4lastics Engineers (or responsi)le ste2ar&ship o( the environment

Tunisian Ministry o( Environment a2ar& (or )est initiative to re&uce plastic 2aste

ealth $%ards

F5N 'oca$'ola /Singapore0 4te =t& receive& Ministry o( 6ealth A2ar& /!""<0

ron,e 6EA=T6

The 'oca$'ola 'ompany receive& AmericaOs Secon& 6arvest Donor o( the *ear A2ar& /!""< 6ungerOs 6ope A2ar&s0

'oca$'ola In&ia recogni,e& )y Ra8iv 9an&hi Foun&ation /R9F0 (or participation in motori,e& tri$2heeler scheme (or the &isa)le&

'oca$'ola Nigeria recogni,e& )y 6ope >orl&2i&e (or its humanitarian involvement in (ighting the 6I3+AIDS epi&emic /@anuary !""%0

'ar"etplace $%ards

'oca$'ola In&ia plant in Ameenpur, 6y&era)a&, tooD secon& place at prestigious 9ol&en 4eacocD National Auality A2ar&s

'oca$'ola In&ia ranDe& as top #" most respecte& company in In&ia 'oca$'ola In&ia place& in top ten o( most respecte& companies survey / usiness2orl&, In&iaOs only )usiness 2eeDly0

Most a&mire& company in Argentina /'larUn Ne2spaper, !""!0 allina everages, our companyOs ne2est an& most a&vance& concentrate manu(acturing plant, has receive& the EJcellence Through 4eople certi(ication, &evelope& )y the Irish National Training Agency

!iversity $%ards

Diversity =ea&ership A2ar& /Novem)er !""H0 <" est 'ompanies (or Diversity, %r& year in a ro2, lacD Enterprise maga,ine /@une

!""H0

The National 4uerto Rican 'oalitionOs N'orporate Social Responsi)ility A2ar&N in recognition o( The 'oca$'ola 'ompanyOs signi(icant contri)utions to the 4uerto Rican community /!""F0

NOne o( the

est 'ompanies to >orD (or in the U1S1N )y =ATINA Style maga,ine, a

respecte& source o( employment an& career in(ormation (or 6ispanic 2omen /!""F0

6ispanic Maga,ineOs list o( the NTop F" Recruiting 'ompanies in America (or 6ispanicsN an& NTop #"" 'ompanies 4rovi&ing the Most Opportunities (or 6ispanicsN /!""F0

6ispanic Tren&sO list o( NTop F" 'orporations (or Supplier DiversityN /!""F0 =ATINA Style F", =ATINA Style Maga,ine /!""F0 'orporation o( the *ear A2ar&, U1S1 6ispanic 'ham)er o( 'ommerce /!""<0 =ATINA Style F", =ATINA Style Maga,ine /!""<0 F" est 'ompanies (or Minorities, Fortune /!""<0 'orporation o( the *ear A2ar&, 9eorgia Minority Supplier Development 'ouncil /!""<0 Top F" 'ompanies (or Minorities, Diversity Inc1 /!""<0 Top F" 'ompanies (or Diversity, Diversity Inc1 /!""%+!""<0 Top !F 'orporations Doing usiness 2ith >omen usiness Entrepreneurs, >omenOs

usiness Enterprise Alliance /!""%0

'orporate 'ommitment to Minority usiness 'ouncil /!""%0

usiness Entrepreneurs A2ar&, 6ouston Minority

'orporate 'ommitment A2ar&, Native American 'ham)er o( 'ommerce /!""%0 'orporate 'ommitment A2ar&, 6ouston Minority usiness Development 'ouncil /!""%0 The 'rystal A2ar&, 9eorgia Minority Supplier Development 'ouncil /!""%0 AmericaOs Top Organi,ation (or Multicultural /!""%0 usiness Opportunities, DI3 !"""1com

Diversity A2ar&, Asian 4aci(ic American 6eritage Month 'ele)ration 'ommittee /!""%0 'orporate Mem)er o( the *ear, Asian American 'ham)er o( 'ommerce /!""%0 OnyJ /!""%0 usiness Trail)la,er A2ar&, lacD usiness 4ro(essionals an& Entrepreneurs

=ATINA Style F", =ATINA Style Maga,ine /!""%0 F" est 'ompanies (or Minorities, Fortune /!""%0 =i(etime Ste2ar&ship A2ar&, The Ronal& McDonal& 6ouse 'harities /!""%0 Top$F" Most Diverse 'ompanies in 'orporate America, Diversity Inc1 /!""%0 Top$F" American 'ompany (or Multicultural usiness Opportunities, Div!""" /!""!0

'orporation o( the *ear A2ar&, =a3ision /!""!0 6ispanicOs 'orporate #"", 6ispanic Maga,ine /!""!0 Outreach A2ar&, 4artnering (or Diversity in 'onstruction /!""!0 Appreciation A2ar&, Department o( 'ommerce $ Minority Agency /!""!0 usiness Development

9overnorOs Mentor 4rotVgV 4rogram, 9eorgia 9overnor $ Roy arnes /!""!0 Tra&ing 4artner o( the *ear, Rain)o2 4ush 4eachtree Street 4ro8ect /!""!0 'hairmanOs A2ar& to 'arl >are, Antioch Ur)an Ministries, Inc1 /!""!0 A 'ompany that 'ares, Unite& >ay o( Metropolitan Atlanta /!""!0 AW A2ar& (or Tutor 4rogram, Atlanta 4artners (or E&ucation /!""!0 MeJican 9rocerOs Association A2ar&, MeJican 9rocers Association /!""!0 Top F" Diversity Employers, The lacD 'ollegian /!""!0 Most A&mire& 'ompany in Argentina, 'larin Ne2spaper /!""!0 Diversity =ea&ership A2ar&, Diversity est 4ractices /!""!0 F" est 'ompanies (or Minorities, Fortune Maga,ine /!""!0

F"

est 'ompanies (or =atinas to >orD in the Unite& States, =atinaStyle Maga,ine

/!""!0

Top F" 'ompanies to >orD (or in America, National Society o( lacD Engineers /!""!0 Fre&ericD D1 4atterson A2ar&, Unite& Negro 'ollege Fun& /!""!0 F" est 'ompanies (or Minorities, Fortune Maga,ine /!""#0 Most A&mire& 'ompany in South A(rica, MaDinor /!""#0 Top International 'ompany in Malaysia, Far Eastern Economic Revie2 /!""#0 Top #"; Most A&mire& 'ompanies in TurDey, 'apital Maga,ine /!""#0 Top$F" American 'ompany (or Multicultural usiness Opportunities, Div!""" /!""#0 AsiaOs Most A&mire& 'ompanies, Asian usiness Maga,ine /!"""0

>orl& Environment Foun&ation 'on(ers 9ol&en 4eacocD Environment Management Special 'ommen&ation to 'oca$'olaOs 3aranasi Unit

8onCb#e Mini&te! 'o! PoDe! A En;i!onment. 8im"()"# P!"de&). Smt Vid)y" Sto-e& *i;in* "D"y t)e Go#den Pe"(o(- AD"!d to M! A&)uto&) B)"!dD"$. A!e" O+e!"tion& Di!e(to!. 8indu&t"n Co("-Co#" Be;e!"*e& P;t7 Ltd7 The >orl& Environment Foun&ation />EF0 con(erre& the - Go#den Pe"(o(- En;i!onment M"n"*ement S+e(i"# Commend"tion. (or the year !""C )y a @ury hea&e& )y @ustice 4 N hag2ati, Former 'hie( @ustice o( In&ia an& 'hairman UN 6uman Rights 'ommission to 6in&ustan 'oca$'ola everages 4rivate =imite&, Mehan&igan8, 3aranasi1 T)e S+e(i"# Commend"tion D"& +!e&ented by t)e C)ie' Gue&t Smt7 Vid)y" Sto-e&. 8onCb#e Mini&te! o' PoDe! "nd En;i!onment. Go;e!nment o' 8im"()"# P!"de&) "t " &+e(i"# (e!emony on 43t) @une 233E "t A*!i(u#tu!"# 1ni;e!&ity Audito!ium P"#"m+u! 08P67 This prestigious 9ol&en 4eacocD Environment Management Special 'ommen&ation (or the year !""C is given in recognition (or (ollo2ing 2orl&$class environment practices1 6in&ustan 'oca$ 'ola everages 4rivate =imite&, 3aranasi, is ISO #<""#, ISO I""# an& 6A''4 )ase& Foo& Sa(ety Management SystemX certi(ie& )ottling plant in U41 6in&ustan 'oca$'ola everages 4rivate =imite&, 3aranasi unit 2as a&8u&ge& as 2inner )y an eminent 8ury o( eJperts a(ter a

thorough evaluation o( the plantLs compliance 2ith a >EF prescri)e& program assessment (ormat relate& to environment management system implementation1 The assessment covere& a perio& o( one year (rom #st April !""F to %#st March !""C1

Mo!e About Go#den Pe"(o(- En;i!onment M"n"*ement 0GPEM6 S+e(i"# Commend"tion

The 94EM Special 'ommen&ation is &esigne& to encourage an& recogni,e e((ective implementation o( environmental management system an& this achievement has )een ma&e possi)le )y the plantLs a&herence to 'oca$'olaLs total Euality program calle& The 'oca$'ola Auality system /T''AS01 T''AS encompasses management system /Total Auality0 covering environment management an& other )usiness aspects such as Sa(ety an& =oss 4revention /S=40, pro&uct Euality, pacDaging Euality, process capa)ility improvement an& customer satis(action1

>orl& Environment Foun&ation is a non$pro(it N9O, 2hich strives to (oster partnerships an& improve linDs )et2een in&ustry an& environmentalists (or &eveloping innovative strategies to minimi,e the environmental &egra&ation1 'ola$'ola In&ia 2ins the )ha&igari a2ar& (rom the &elhi government (or its e((orts in community &evelopment

The 'ompany has alrea&y eJecute& nearly !"" rain 2ater harvesting structures across #H states

'oca$'ola In&ia has plans to un&ertaDe <" ne2 rain 2ater harvesting pro8ects &uring the current year

The company is also 2orDing 2ith local communities in various states on pro8ects liDe 4aper 5 4ET recycling, e&ucation an& clean environment pro8ects

'oca$'ola In&ia 2on the CB)"*id"!i "D"!dC on Fe)ruary !F, !""C,in Ne2 Delhi, (or its contri)ution in 2ater conservation 5 environment management programmes an& (or its contri)ution to community &evelopment, (rom the Delhi 9overnment1 This is the thir& year in a ro2 that the company has 2on this a2ar&1 Mr1 Atul Singh, 4resi&ent 5 'EO, 'oca$'ola In&ia receive& the a2ar& (rom the 6on)le 'hie( Minister o( Delhi, Ms1 Sheila DiDshit on )ehal( o( the company at a (unction &uring the hagi&ari Utsav at the 4ragati Mai&an in Ne2 Delhi1 'oca$

'ola In&ia is supporting several rain 2ater harvesting pro8ects sprea& across #H states 2ith nearly !"" rain 2ater harvesting structures1 The company plans to taDe up another <" such pro8ects )y the en& o( the year1

The company is currently engage& in such pro8ects in the states o( An&hra 4ra&esh, Assam, ihar, Delhi, 9u8arat, 9oa, @ammu 5 7ashmir, @harDhan&, 7erala, 7arnataDa, Ma&hya 4ra&esh, Maharastra, Orissa, Ra8asthan, Tamil Na&u, Uttar 4ra&esh an& >est engal1 In a&&ition to this, the company has also un&ertaDen various pro8ects in the areas o( 4aper 5 4ET recycling an& E&ucation 5 clean environment in partnership 2ith local communities in &i((erent states1

On receiving the a2ar&, Mr1 Atul Singh, 4resi&ent 5 'EO, 'oca$'ola In&ia, sai&, >ater is a su)8ect that is loa&e& 2ith urgency an& even emotion1 It is a critical glo)al challenge an& it 2ill taDe a 2i&e variety o( e((orts, most o( them at a local level to overcome the pro)lem1 At 'oca$

'ola 2e have un&ertaDen numerous pro8ects across the country in partnership 2ith local communities (or their &evelopment an& 2e continue to looD (or areas 2here private$pu)lic partnerships can )ring a)out goo& results1 >e are honoure& to get this a2ar& an& 2e are thanD(ul to the government an& to the resi&ents o( the state (or giving us an opportunity to partner them in some truly path )reaDing community &evelopment initiatives1

The 'oca$'ola 'ompany has al2ays place& high value on goo& citi,enship1 At the heart o( )usiness is a mission statement calle& the 'oca$'ola 4romise1 It says, Euite simply, that The 'oca$'ola 'ompany eJists to )ene(it an& re(resh everyone 2ho is touche& )y our )usinessN1 This )asic proposition means that the companys )usiness shoul& re(resh the marDets, protect, preserve an& enhance the environment an& strengthen the community1 'oca$'ola In&ia provi&es eJtensive support (or community programs across the country, 2ith a (ocus on e&ucation, health an& 2ater conservation1 =aurels (or 'oca$'ola In&ia, 7ala&era unit, (or e((icient use o( 2ater

M! Anu+"m S)"!m"- A&i&t"nt P!odu(tion M"n"*e! !e(ie;in* t)e "D"!d on be)"#' o' t)e (om+"ny

'oca$'ola In&ia, 7ala&era unit has )een recogni,e& as a M>ater E((icient UnitL across In&ustries at the MN"tion"# AD"!d 'o! E (e##en(e in >"te! M"n"*ementL hel& at 'II$9o&re8 9 ', 6y&era)a& on Decem)er #I 5 !", !""F1It has )een a&8u&ge& as one o( the !H most 2ater e((icient units (or its >ater Management practices1

It has also )een recogni,e& as one o( the top three units across in&ustries in In&ia (or MInnovative 4ro8ect A2ar&L1 oth the a2ar&s 2ere presente& )y Dr 7 S @a2ahar Re&&y, IAS, Managing Director, 6y&era)a& Metropolitan >ater Supply 5 Se2erage oar&1

Mr Anupam Sharma$ Asistant 4ro&uction Manager, receive& the a2ar& on )ehal( o( the 'ompany The various (acets o( 2ater management highlighte& at the 'II competition 2ere 2ater conservation e((orts (or re&uction in Speci(ic >ater 'onsumption, re&uction in 2aste 2ater &ischarge, roa& map to achieve ,ero 2aste 2ater &ischarge, Sustaina)ility 4ro8ects, rain 2ater harvesting an& 'ommunity Involvement in >ater 'onservation1 En;i!onment A++!e(i"tion AD"!d to Co("-Co#". @"#+"i*u!i 1nit7

'oca$'ola In&ia, @alpaiguri unit 2as (elicitate& 2ith the M En;i!onment A++!e(i"tion Ce!ti'i("te. 233,L1It 2as presente& un&er the aegis o( MEnvironment EJcellence A2ar&, !""F., an initiative o( >est engal 'leaner 4ro&uct 'entre1 Shri u&&ha&e) hattachar8ee gave a2ay the a2ar& to Mr Rahul Sharan, Area 9eneral Manager1 The a2ar& is given in recognition o( the e((orts to protect 5 preserve the environment through proactive environmental practices1 The 'ompany has &one commen&a)le e((orts in the (iel& o( Rain >ater 6arvesting in the 2ater &e(icient areas 5 recycling o( use& 4ET )ottles1 hu)anesh2ar Team 2ins !""F 4ollution 'ontrol EJcellence A2ar&Y

T)e Dinnin* B)ub"ne&D"! Te"m Dit) t)ei! t!o+)y The FPo##ution Cont!o# E (e##en(e AD"!dF (or !""F has )een a2ar&e& to 6'' 4= 7hur&a unit, )y the Orissa State 4ollution 'ontrol oar&1 The a2ar& 2ent to the 7hur&a team (or

achieving eJcellence in implementation o( pollution control systems in the plant an& (or their constant e((orts (or protection o( the environment1

The 4ollution 'ontrol EJcellence A2ar& is an annual a2ar& given to in&ustries that eJcel in environment protection1 7hur&aOs multiple initiatives $ 4ET recycling, 3ermicomposting an& Rain 2ater harvesting, in a&&ition to its Environment practices to prevent+control pollution )agge& the unit this a2ar&1 7hur&a )eat over !" shortliste& in&ustries throughout the state (or the a2ar&1

The a2ar& 2as presente& on the !%r& Foun&ation Day 'ele)ration o( the State 4ollution 'ontrol oar&, Orissa )y S141Nan&a, 4rincipal Secretary, Dept o( Environment 5 Forests 9ovt o( Orissa on #Cth Septem)er !""F1 The A2ar& 2as recieve& )y the Region $ 3ice 4resi&ent Mr1 T1 7rishna 7umar1 SpeaDing on the occassion Mr1 =1N14attnaiD $ 4' 'hairman lau&e& the e((orts o( the company in the (iel& o( environment protection1 6in&ustan 'oca$'ola everages 4rivate =imite&, Dasna unit, )ags the -9ol&en 4eacocD

Environment Management A2ar& !""<.

D"&n" unit )"& Don t)e Go#den Pe"(o(En;i!onment M"n"*ement AD"!d 233G

Ameen+u!

1nit.

And)!"

P"!de&)

"D"!ded Dit) En;i!onment M"n"*ement AD"!d 2335 The Dasna unit near Delhi in 9ha,ia)a& has )een a2ar&e& the prestigious -9ol&en 4eacocD Environment Management A2ar& T !""< /94EMA$ !""<0. (or eJcellent environment practices an& e((ective control o( environmental impact1

The Dasna unit 2on this a2ar& in the Foo& 5 everage In&ustry category (or its environment practices among hun&re&s o( entries receive& (rom across the country1 The annual a2ar& 2inner is &eci&e& on the )asis o( a rigorous assessment proce&ure, 2hich inclu&es a visit to the (acility )y a team o( eJperts1

SpeaDing on the occasion, Mr1 San8iv 9upta, Division 4resi&ent an& 'EO, 'oca$'ola In&ia sai&, ->e are prou& to 2in this covete& a2ar&1 At 'oca$'ola 2e are committe& to preserve, protect an& enhance the environment an& this simple )elie( gui&es us in everything that 2e &o1 >e 2ill continue to (urther improve our systems an& are con(i&ent o( maDing a signi(icant positive

B"ddi En;i!onment 233G impact on our environment in times to come1.

1nit

B"*& AD"!d

M"n"*ement

The a2ar& 2ill )e (ormally presente& to the company shortly )y Institute o( Directors, an in&epen&ent )o&y that recogni,es the achievements o( manu(acturing units un&er the categories o( Environment, Auality an& 'orporate 9overnance, in association 2ith >orl& Environment Foun&ation />EF0, at an o((icial (unction &uring the Cth >orl& 'ongress on Environment Management1 The Dasna plant achieve& this &istinction )y a&hering to The 'oca$'ola 'ompanyLs internal glo)al Euality program calle& The 'oca$'ola Auality System /T''AS01 T''AS not only covers environment management, )ut also taDes into consi&eration other )usiness aspects such as sa(ety an& loss 4revention /S=40, pro&uct Euality, pacDaging Euality, process capa)ility improvement an& customer satis(action1 Strict compliance 2ith T''AS, o(ten rate& as a programme

eEuivalent to the internationally repute& ISO #<""# System, has also ena)le& all the company$ o2ne& )ottling plants in the country to success(ully get the covete& ISO #<""# 'erti(ication (rom Det NorsDe 3eritas /DN301 The a2ar& has )een grante& a(ter a thorough evaluation o( Dasna plantLs compliance 2ith a >EF prescri)e& program assessment (ormat over a perio& o( # year (rom #st April !""% to %#st Mach !""< &uring 2hich several environmental per(ormance in&icators 2ere monitore& an& evaluate& accor&ing to >EFLs stringent parameters; energy use, 2ater use, 2aste2ater &ischarge, compliance 2ith 9overnment regulations an& resource utili,ation1

94EMA has )een institute& )y the Institute o( Directors in association 2ith >orl& Environment Foun&ation />EF0 an& is &esigne& to encourage an& recogni,e e((ective implementation o( environment management system1 The a2ar& is given )oth in manu(acturing an& service sectors1 Go;e!nment o' R"$"&t)"n in;ite& Di;i&ion P!e&ident to )e"d Do!- *!ou+ on >"te! Con&e!;"tion

The 'hie( Minister o( &esert State Ra8asthan, Ms1 3asun&hara Ra8e, invite& Mr1 San8iv 9upta, 4resi&ent, In&ia Division, to chair the 9overnmentOs >orDing 9roup on >ater Sector in recognition o( 'oca$'ola In&iaOs pioneering 2ater conservation 2orD in the State1 In a&&ition to this position, the State 9overnment has also invite& Mr1 9upta to 8oin another select group to &evelop a strategy (or 2ater conservation1

The 'ompany has over the last (e2 years initiate& a large num)er o( rain2ater harvesting pro8ects in partnership 2ith local N9Os an& the Ra8asthan State 9roun& >ater Department1 The rain 2ater harvesting initiatives, )oth near the 'ompanyOs )ottling plants an& in other areas, have create& a potential to recharge more 2ater than 2hat is &ra2n (rom the groun&1 These e((orts have )een appreciate& )y the local communities an& recogni,e& )y the 9overnment earlier as 2ell1

This 9overnment initiative is a strong re(lection o( the increasingly important role that the 'ompany is playing in improving the lives o( local communities an& )ringing 8oy to their lives1

T#$I(I(G (&&!) I!&(TIFIC$TIO(

IDENTI?ICATION O? TRAINING NEEDS Training is o(ten inclu&e& as an essential element o( an organi,ationLs strategy to gain a competitive a&vantage1 Regulatory agencies reEuire that employees )e traine& certain topics an& personal &evelopment+career paths o(ten speci(y sDill an& Dno2le&ge areas 2hich must )e mastere&1 These are the (actors that in(luence an organi,ationLs overall training program1 >ith all these sometimes$&ivergent (actors competing (or resources training systems can )ecome stresse&, ine((ective, ine((icient an& (ragmente&1 Organi,ations nee& a structure approach 2hen &eveloping+improving their training system1

For purposes o( this &iscussion 2e 2ill &ivi&e the training process into three phases; /#0 nee&s i&enti(ication /!0 Training Systems /courses, mo&ules, training ai&s, presentation, instructors, recor&s0 /%0 Evaluation P8ASE ONE: Need& Identi'i("tion The (irst phase is the i&enti(ication an& analysis o( an organi,ationOs training nee&s1 As a minimum, the organi,ation shoul& )e a)le to accomplish the (ollo2ing (our things; #1 Systematic revie2 o( each tra&e, occupation or process )y a team o( Dno2le&gea)le in&ivi&uals

!1 'on&uct ver)al an&+or 2ritten surveys o( managers, supervisors, lea&ers, technicians an& 2orDers %1 'on&uct a complete revie2 o( legislate& training reEuirements <1 Revie2 the results o( 6a,ar& Analyses, Occupational 6ealth surveys an& other survey or process analyses1

Identi'i("tion o' t!"inin* need& 0ITN6 I&enti(ication o( training nee&s /ITN0, i( &one properly, provi&es the )asis on 2hich all other training activities can )e consi&ere&1 Also reEuiring care(ul thought an& analysis, it is a process that nee&s to )e carrie& out 2ith sensitivity; peopleLs learning important to them, an& the success or the organi,ation may )y to staDe1 It is important to Dno2 eJactly 2hat you are &oing, an& 2hy, 2hen un&ertaDing ITN1 This is the reason 2e have inclu&e& material to help you maDe consi&ere& &ecision an& taDe thought(ul action1 *ou 2ill (in&, ho2ever, that the return on the investment you maDe in (ully un&erstan&ing 2hat ITN is all a)out 2ill maDe it 2ell 2orth 2hile1

ST1D= O? NEEDS O? TRAINING

In 7a8aria 'eramics =imite& across training is customi,e& pro&uct 2ise1 I( any &e(ect comes in a pro&uct or process, a training session is initiate& to era&icate root cause1 There are normally t2o 2orD stations in pro&uction, #1 'ritical station !1 Normal station

At critical 2orD station an e((icient 2orDer shoul& pro&uce F""" to C""" units in one shi(t1 At this 2orD station minor 8o) is &one1

At normal 2orD station an e((icient 2orDer shoul& )e pro&uce B""" to #"""" units in one shi(t in normal circumstances1

In this company there are t2o types o( 2orDer are 2orDing1 #1 4ermanent 2orDer !1 Temporary 2orDer

A 2orDer get the permanent 8o) a(ter the goo& an& consistent per(ormance in the company, these people are 2ell eJperience& in their relative 8o)s1

Temporary 2orDer is a layman1 They &onLt Dno2 any thing a)out the 2orD, so these types o( people reEuire training1 >hen a ne2 person 8oins the company, he got the training a)out the sa(ety an& maintenance1 For getting these training he is sen& in technical training cell /TT'01 In TT' he has to go some )asic Dno2le&ge an& instruction, 2hich is given )y the 8ust senior )oss1 That person is calle& line in charge1 During the training a person gets the 8o)1 6e is 2atche& )y the line in charge1 At any point the line in charge& (oun& any (ault in the 2orD, the line in charge instructe& at that time, so that the 2orDer &oes the 8o) in a proper 2ay an& come out 2ith ,ero$&e(ect pro&uct1

A(ter the TT' training employees are &ivi&e& among various teams an& sen& to the &i((erent operations, on the &i((erent operations1 A line$in charge is there, 2ho 2ill 2atch each an& every steps &uring the 2orD1 I( any (ault in the 2orD is (oun&, he taDes that serious an& instructs to remove the (ault imme&iately1

A(ter some eJperience the 2orDer is trans(erre& (rom one operation to another operation area1 >here same proce&ure is per(orme&1 6e 2orDs an& i( get any con(usion regar&ing the 8o), he may asD the line in charge or i( line in charge see any (ault &uring the operation, he e&ucates the 2orDer to &o the 8o) )etter1 This process is repeate& on each an& every operation1 This is ho2 each an& every employee is (amiliari,e& to the 8o) 1 The main a&vantage o( this 8o) rotation is, i( any 2orDer &oes not come on the particular &ay, that place can )e (ille& )y any other 2orDer an& the 2orDs progress 2ithout any interruption1

A(ter 8o) rotation an& getting eJperience& the entire 2orDer &ivi&e& into three groups,

6ighly e((icient E((icient A&eEuate

I( a person can han&le all the machines relate& to any particular 8o)1 That 2orDer is calle& highly e((icient 2orDer1 A(ter getting training <"K out o( them )ecame as highly e((icient 2orDer1 These 2orDers are very e((icient an& can han&le any situation &uring the 2orD1 6e can 2orD on any machine at any time 2ithout any pro)lem1 These people can taDe &ecision at the critical point o( time1 So that these type o( 2orDer are calle& highly e((icient 2orDer1

A(ter highly e((icient the secon& category is calle& Me((icientL1 In this category those type o( person are master in their 8o)1 6e is master in one 8o)1 In this category F"K 2orDer comes1 These types o( people are 2ell Dno2n people in their particular 8o)1 They are not a)le to han&le the &i((erent machines1 They (eel pro)lem in some 8o)1

A(ter that the thir& category comes, that is calle& a&eEuate1 This type is not )ene(icial (or the company1 So that they are not accepta)le1 They have less Dno2le&ge an& not 2ill to 2orD1

6ighly e((icient person is 2ell$Dno2n a)out their 8o)1 6e can han&le any situation1 So that this type o( people &oesnLt reEuire training1

E((icient people are master o( 8ust on 8o)1 So that they nee& training to )e highly e((icient 2orDer1

'ompany is giving training to the e((icient 2orDer1 For them there are three types o( trainingP 'ounseling 9ive the opportunity to 2orD 2ith highly e((icient 2orDer1 9ive the eJpert Dno2le&ge a)out the 2orD1

In counseling the instructor or line in charge counsel the 2orDer1 A line in charge tries to motivate the 2orDer to &o their 8o) in proper 2ay1 This is a ver)al communication1 >ith the help o( 2or&s a senior person tries to maDe them as e((ective as highly e((icient 2orDer1

The secon& option -provi&e them opportunity to 2orD 2ith highly e((icient people. helps those people to learn1 During the 2orD he can 2atch ho2 the highly e((icient people 2orDZ 6o2 can they han&le the situationZ They got the i&ea a)out the pro)lem, 2hich may )e arising &uring the 2orD1 They also get the i&ea a)out &ealing those types o( pro)lems1 This 2ay an e((icient 2orDer is &evelope& to )e highly e((icient 2orDer1

e(ore start 2orDing every 2orDer shoul& get the Dno2le&ge a)out the 8o) pro(ile1 >ithout proper Dno2le&ge no one can per(orm )etter1 There must )e some &e(ective in the pro&uct &ue to less Dno2le&ge a)out the pro&uction process1 So speci(ic Dno2le&ge is essential (or ,ero$&e(ect pro&uct1 This is the &uty o( management to e&ucate them an& provi&e (ull Dno2le&ge a)out the pro&uction process an& Euality control1

For a&eEuate people company has some other 2ay (or giving them training1 The 2orD pressure is the )est 2ay (or maDe them 2orD1 Un&er this the a&eEuate person is sen& to 2orD )et2een t2o highly e((icient 2orDers1 6ighly e((icient people can 2orD (aster than a&eEuate person1 So (rom )oth si&es he (aces the pressure (or 2orD (aster an& e((ectively1 This 2ay an a&eEuate 2orDer can )e the e((icient an& highly e((icient 2orDer (or company1 In any company some (actor e((ect the training; Strategies changes Technical changes Matter o( cost saving

I( the top management o( the company 2ant to change their strategies1 6ere company 2ants traine& people (or 2orD1 So (irstly company looDe& (or the eJperience& people, )ut it is very &i((icult to get traine& people1 So they hire& semi$ sDille& people an& a(ter 8oining them they give them training1 So that this can 2orD e((ectively an& accor&ing to the reEuirement o( the company1 I( company 2ants some technical change in pro&uct, they also reEuire traine& people (or 2orD1 Technical change reEuires more technical people1 I( company 2ants to retain the same people 2ho are 2orDing (orm last some times then company has to give them training1 A(ter getting training a 2orDer can a&8ust in any environment an& 2orD e((ectively1 To&ayLs era is the cost cutting era1 In the intensive competition cost o( the pro&uct is very important1 >e canLt survive in the marDet 2ith high cost1 So 2e nee& to cut the cost o( the pro&uct1 For cutting the cost 2e nee& more traine& 2orDer 2ho can 2orD (aster an& EuicDly1 So that the pro&uction time can )e re&uce&1 At lastly 2e can get the lo2 price pro&uct1

So that in every area 2e nee& traine& people1 For getting traine& people 2e have to maDe them traine& )y giving training1

MET8ODOLOG= O? TRAINING

There is various metho&ology o( training1 No single techniEue is al2ays )est1 The )est metho& &epen&s on 'ost e((ectiveness Desire& program content =earning principles Appropriateness o( the (acilities Trainee pre(erences an& capa)ilities Trainer pre(erences an& capa)ilities

There is a range o( Mteaching metho&sL availa)le to trainer1 The choice o( a metho& is a matter o( eJperience an& competence o( the instructor an& his 8u&gment o( ho2 much an& 2hat a particular group o( trainees 2oul& learn (rom using one metho& or another1

?"(to!& D)i() "''e(t t)e ()oi(e o' t!"inin* met)od:

The choice o( metho&s &epen&s on the Dno2le&ge an& eJperience o( the teacher or trainer1

 The choice o( the metho&s shoul& taDe into consi&eration the intellectual level an& e&ucational )acDgroun& o( the participants an& the participantsL age practical eJperience1 Some metho&s are more e((ective than others in achieving certain o)8ective1 'hoice metho&s &epen& on the social an& cultural (actors in the environment1 No2 many participative metho&s are accepte& an& use& in management training1 It also &epen&s on the time an& the availa)ility o( resources an& in(rastructural (acilities1 Ty+e& o' t!"inin* @o) instruction training @o) rotation Apprenticeships 'oaching 3esti)ule training

Indu(tion o! O!ient"tion t!"inin*: In&uction or orientation may )e &e(ine& as a process o( gui&ing an& counseling the employee to (amiliari,e him 2ith 8o) situations1 The in&uction process accomplishes several o)8ectives inclu&ing (ormation o( a (avora)le impression an& attitu&e, &evelopment o( the (eeling o( )elongingness an& (acilitation o( learning an& team2orD on the part o( the employees1 The content o( the in&uction program shoul& )e pre&etermine& in the (orm o( a checDlist speci(ying the topics to )e covere&1 Attempts are to )e ma&e to (ollo2$up an& assess the program )y

intervie2ing the ne2 employees as a measure to correct the gaps in the Dno2le&ge an& attitu&e o( the employees1

R"n--"nd-?i#e $ob t!"inin*: This is )ase& on similarities in training on several speci(ic 8o)s1 This type o( training can )e imparte& in a classroom or on the 8o)1 It is per(orme& )y a (oreman or a group lea&er1 Its a&vantages arise in so (ar as it is realistic an& economical an& &oes not hamper pro&uction as 2ell as necessitate (rom classroom to 8o) situations1 Limit"tion& o' !"n--"nd-'i#e $ob t!"inin*: The trainer may )e an incompetent teacher The shop (loor may )e )usy There may arise heavy pro&uction losses1

Su+e!;i&o!y t!"inin*: Supervisory training nee&s reveal utmost &ivergence in vie2 o( &ivergent &uties o( supervisors1 Employee attitu&e surveys help in i&enti(ying area o( supervisory training1 =iDe2ise, supervisors themselves may )e reEueste& to in&icate the areas 2here they nee& training1 FreEuently, these surveys in&icate that supervisors nee& training in human relations, pro&uction control, company policies an& ho2 to instruct1 Supervisory courses consist o( 8o) metho&s training /@MT0 an& 8o) relations training /@RT01 The @MT helps the supervisors to improve metho&s in their &epartments, 2hile the @RT helps them in han&ling human relations pro)lems in their &epartments1

ON T8E @OB TRAINING: On the (o) techniEues are con&ucte& in the real 8o) settings1 On the 8o) metho&s usually involve training in the total 8o)1 These metho&s are typically con&ucte& )y in&ivi&uals, 2orDers,

supervisors1 The main a&vantage is that the trainees learn 2hile actually per(orming their 2orD, 2hich may minimi,e the training cost1 They also learn in the same physical an& social environment in 2hich they 2ill )e 2orDing once the (ormal training perio& is complete&1

Ty+e& o' on t)e $ob te()niBue&: @o) instruction training @o) rotation Apprenticeship 'oaching 3esti)ule training

@ob in&t!u(tion t!"inin*: @o) instruction training /@IT0 is receive& &irectly on the 8o) an& so it is calle& -on the 8o) training. it is use& primarily to teach 2orDers ho2 to &o their current 8o)s1 The 2orDer learns to master the operation involve& on the actual 8o) situation un&er the supervision o( his imme&iate )oss 2ho has to carry the primary )ur&en o( con&ucting the training1 Usually no special eEuipment or space is nee&e&, since no2 employees are traine& at the actual 8o) location1

S%ILL TRAINING
S%ILL TRAINING 4roper training can )e as important as the eEuipment use& an& other characteristics o( the 8o)1

The money annually pai& (or training )y )usiness an& in&ustry also &emonstrates the importance o( training1 It has )een estimate& that American )usiness (irms spen& more than G%" )illion per year on training an& &evelopment, 2ith some estimates running as high as G#"" )illion Motorola, Inc1 alone spen&s a)out G<< million annually on employee e&ucation1

Another in&ication o( the importance )usiness an& in&ustrial (irms attach to training is the estimate, ma&e a (e2 years ago, that some (orty (ive thousan& employees across the Unite& States 2ere assigne& (ull$time to training an& &evelopment activities1 Since then the (igures have no &ou)t gro2n1

This )roa& &e(inition o( training inclu&es )oth sDills training, 2hich is usually o( a technical nature an& has a short$term (ocus, an& management an& career &evelopment programs, 2hich are aime& at e&ucating employees a)ove an& )eyon& the imme&iate technical reEuirements o( their 8o)s in or&er to increase the organi,ations present an& (uture a)ility to attain its goals1 Thus, management an& career &evelopment ten& to )e more (uture oriente& than sDills training1

The purpose o( sDills training is to )ring the competencies o( in&ivi&uals up to &esire& stan&ar&s (or present or near$(uture assignments 5 &evelop ne2 sDills an& Dno2le&ge to replace those that have )ecome o)solete as a result o( technological organi,ational changes1

The seven ma8or steps, as sho2n in (igure are the (ollo2ing;$ #1 !1 %1 <1 F1 C1 H1 Determining the nee& (or sDills training Translating sDills nee&s into training o)8ectives Formulating the )u&get Selecting trainees 'hoosing a training metho& Selecting an& e&ucating trainers Determining evaluation proce&ures

OB@ECTIVE O? T8E ST1D=

ASSOCIATE TRAINING PROGRAMME OB@ECTIVE To )uil& upon an& enhance eJisting sDill sets o( associates through nee& )ase& training1 The training process consists o( the (ollo2ing elements SDill set i&enti(ication

SDill gap analysis

Training nee& analysis

Training calen&ar

I&enti(ication o( trainers

EJecution o( training an& (ee&)acD

Training recor&s an& in&ivi&ual training recor&s

Evaluation o( training e((ectiveness an& revie2

RESEARCH METHODOLOGY
SELECTION O? RESPONDENTS Our respon&ents ha& atten&e& the (ollo2ing training programmes1 #1 ISO$ I""" a2areness programme1 !1 >orDers E&ucation 4rogramme1 %1 Supervisory Development 4rogramme1 >e met only those participants 2ho 2ere 2orDing either in - A shi(t, , shi(ts or in - 9eneral. shi(t1 To meet the participants 2ho 2ere in -'. shi(t, - . shi(t or in - 9eneral. shi(t1 To meet the participants 2ho 2ere in - 'L Shi(t at that time, 2as not possi)le (or us1 /-' Shi(t. is (rom ##1%"p1m1 to H1%" a1m10 >e tooD intervie2 o( those 2ith 2hom 2e coul& meet at 2orD place1 >e tooD %" intervie2s (rom participants an& there)y (ille& 4art $I Sche&ules1 Along2ith 2hich 2e tooD intervie2 o( D1Os1 Internal Faculties, etc1 )y (illing 4art TII Sche&ules1 STATISTICAL MET8ODS Tool is an instrument, 2hich is use& in all types o( 2orD1 In this stu&y our tool 2ere t2o types o( sche&ules1 One sche&ule 2as use& (or the trainees or participants an& another one 2as use& (or the Trainers, D1Os etc1 As 2e ha& to evaluate the training1 @ust a(ter (raming the sche&ules, 4ilot Stu&y 2as con&ucte& (or the purpose o( pre$testing1 Then )oth the sche&ules 2ere (inali,e&1 2e separately met )oth types o( people an& )e(ore taDing intervie2, rapport 2as esta)lishe& (or e((ective communication an& coor&ination1

During the intervie2, intervie2ees 2ere o)serve& an& I also talDe& on some out$ o( Ttopic matters so that intervie2 )ecame interest an& intervie2ees sho2e& their interest1 >e trie& our )est (or cultivating such (eelings among the intervie2ees that they an& their per(ormance o( any such activities 2ere not )eing Euestione& an& the con(i&entiality 2oul& )e secure&1 An"#yti("# too#& For the representation o( analysis o( the research various analytical tools liDe )ar &iagrams, pie charts an& line graphs have )een use&P these analytical tools have really prove& to )e o( great help (or the purpose o( stu&y (or 2hich K /4ercentage0 metho& has also )een utili,e&1 Limit"tion& o' t)e &tudy It is a )rie( con&ucte& &uring short span o( time1 In or&er to Dno2 the &epth one reEuires a lot o( in(ormation, money an& involvement o( manpo2er1 As is the case 2ith every research e((ort, this stu&y also leaves a lot o( room (or (urther improvements1 The ma8or =imitations o( this stu&y are given )elo21 Due to non$ corporate nature o( some o( the organi,ations, pro8ect coul& not )e un&ertaDen at the eJternal level1 iases in the responses cannot )e rule& out as the Euestionnaires 2ere only (ille& )y the managers an& 2orDers o( the sample taDen1 Su&&en changes in the programme o( some o( the participants at the time o( intervie2s le& to the pro)lem in getting &ata1

RESEARC8 DESIGN

First, a secon&ary research 2as con&ucte&, Deeping in min& the topic o( stu&y, to gain a clear insight o( the topic 1For this, I consulte& many )ooDs, manuals an& theories1 This helpe& me in &esigning an& (raming the right Din& o( Euestions1 The proper &esign helpe& in selection o( relevant Euestions (or the stu&y 1The (ollo2ing Euestions 2as then propose& to )e stu&ie&, un&er &escriptive research 2hich helpe& me in analysis1 1

COLLECTION O? DATA

P!im"!y &ou!(e
4rimary source o( &ata collection is use& un&er the stu&y, Euestionnaire 2ere prepare& to con&uct the stu&y1

S"m+#e &+"(e
Employees inclu&ing eJecutives an& non$eJecutives o( 6in&ustan 'oca$cola are &istri)ute& Euestionnaire1 /#"" Euestionnaires0

Se(ond"!y &ou!(e
Secon&ary source o( &ata collection 2as &one to gain a clear insight o( the topic1 The research 2as con&ucte& (rom various )ooDs, 8ournal, an& manuals (or con&ucting research1 primary

The in(ormation 2as mainly o)taine& (rom three sources1 a1 PRIMAR= DATA; In(ormal conversations 2ere the source o( in(ormation regar&ing the training metho&s alrea&y (ollo2e& an& i&enti(ication o( the training nee&s o( the 2orDers1

)1 SECONDAR= DATA; In(ormation regar&ing the ne2 metho&s that can )e implemente& 2as collecte& )ase& on )ooD research1

c1 OT8ER IN?ORMATION: other important &ata 2as collecte& (rom Internet, companies >e)sites an& (e2 search engines1

DATA ANAL=SIS A INTERPRETATION

Se#' De;e#o+ment

Good Outstanding

Sel( &evelopment aspect in the training program, there is a little &i((erence )et2een goo& an& outstan&ing1 Out o( !<, #% trainees sai&, that the training program is goo& (or sel( &evelopment an& rest ## thinDs that the training program is outstan&ing1

Re#e;"nt to t)e (u!!ent $ob:

Relevant er! much relevant

The entire training program shoul& )e relevant to the 8o) o( 2orDer or sta((s1 In search o( this i&ea in the training program, it 2as (oun& that out o( !< trainees ## thinDs, that 2hile training program 2hat$ever they got 2as relevant the current 8o)1 Rest #< thinDs that the program is outstan&ing in the relation o( current 8o)1 This 2ill )e very help(ul in the (uture to per(orm their 8o) in a )etter 2ay1

E''i(ient u&e o' time:

Good Outstanding

E((icient use o( time in the training program is very much important (or every 2orDer or sta((, )ecause every one 2ants to use his+her time e((iciently1 #" out o( !< trainees eJperience& goo& use o( time &uring the training1 Rest #< eJperience& the eJcellent use o( time1

M"int"inin* t)e inte!e&t:

Good Outstanding

Maintaining the interest o( participants is essential (or the success o( any program1 It 2as (oun& that only one trainee says that he &i&nLt have any interest in the training program1 Out o( !<, B trainees say that in the program their interest 2as goo&1 Rest #F says that, their interest in training program 2as outstan&ing an& they are )ene(ite& more1

C#"!ity:

Good Outstanding

In any program, clarity is an important (actor, 2ithout it 2e canLt assume the success o( any such program1 The clarity o( materials an& lectures are very important in maDing the program a

success(ul event1 #", out o( !< trainees say that the program is very goo& on clarity1 Rest #< says that the training program 2as very much clear1

The training program has mainly )een areas rate& on three parameters1

i1 ii1 iii1

SDill Enhancement 4ersonality Enhancement IT Relate&

All the trainees have rate& the training program &i((erently on the )asis o( all the three parameters1

S-i## En)"n(ement:

Good "#cellent

Accor&ing to the &evelopment o( sDills out o( !< trainees #" have eJperience& goo& an& rest #< have eJperience& eJcellent1

Pe!&on"#ity En)"n(ement:

Good "#cellent

On the )asis o( personality enhancement ##, out o( !< trainees rate& this training program goo& an& rest #% rate& this program eJcellent1

IT de;e#o+ment:

Good "#cellent

Accor&ing to the &evelopment in In(ormation technology relate& areas out o( !<, #" sta((s rate& this training program goo& an& rest #< rate& eJcellent1

?!eBuen(y o' t!"inin* +!o*!"m:

"ver! month "ver! three month ever! si# month Once in a !ear

The eJperience& o( the training program is so impressive that all the trainees very much intereste& in these types o( programs1 They 2ant more o( such types o( training programs1 So H, out o( !< trainees 2ant this type o( training in every month 1On the other han& I trainees 2ant such program once in every three month1 F out o( them 2ant to hol& such types o( program t2ice in a year1 Rest o( them 2ants to hol& this once a year1 In my opinion it shoul& )e t2ice a year1

Du!"tion o' t!"inin* +!o*!"m:

$ %ours 1& %ours &0 %ours

The &uration o( the training program is a )ig Euestion (or the management1 All trainees 2ho ha& atten&e& the training program have &i((erent thoughts a)out that1 #! out o( !< trainees 2ant the &uration o( these programs to )e B hours1 H o( them 2ant !" hours an& F 2ant the &uration to )e #C hours1

An"#y&i& o' Do!-e!& !e&+on&e

7a8aria 'eramics =imite& )asically provi&es three tupes o( trtaining to 2orDers1 These trainings are;

i1 ii1 iii1

SDill Ehancement 4ersonlaity Development In(ormation Technology relate&

'(ill "nhancement

Personalit! Develo)ment

'(ill "nhancement * Personalit! Develo)ment '(ill training programs1 ! out o( them got the sDill Total <F 2orDers have gone through these "nhancement * +, Related an& C got sDill enhancement 5 personality enhancement training, < got personality &evelopment,

&evelopment program1 Out o( <F 2orDers B got sDill enhancement 5 IT relate& training, ## got personality &evelopment 5 IT relate& training an& rest #< got all three, sDill enhancement, personality &evelopment 5 IT relate& training1

+m)rovement Not +m)rovement can-t sa!

To rea& the &evelopment a(ter applying &evelopment programs Euestions are asDe& to the 2orDers1 Respon&ing to the Euestions #C out o( <F 2orDers say that they go t improvement a(ter the training program, #F tol& that they &i&nLt get any improvement an& rest #< are not a)le to say any thing1

.e/ore the training 0/ter the training

In any training program the material plays an important role1 So it shoul& )e provi&e&1 ut the Euestion is that, N2hen shoul& )e the materials )e given, )e(ore the training or a(ter the training1. In the responses o( such Auestion, %" out o( <F 2orDers say that materials shoul& )e given )e(ore the training an& #F says that it shoul& )e given a(ter the training1

Read! to /ace test Don-t read! to /ace test

A goo& trainee is essential (or the success(ul completion o( any training program1 A goo& trainee can )e selecte& )y the test1 So a test is reEuire& (or selecting appropriate trainees1 Respon&ing this !H out o( <F 2orDers tell that they &onLt 2ant to go through any test an& rest #B 2ant to go through such test process1 The evolution o( any program is very much reEuire (or the (uture1 It can )e &one )y asDing the trainees1

S-i## En)"n(ement:

Good er! good "#celent

Respon&ing to sDill enhancement programs, ## out o( <F 2orDers say that the training program 2as goo&, !" say that it 2ays very goo& an& rest #< trainees opine that training program 2as very help(ul to enhance their sDills an& per(orm their 8o) in )atter manner1

Pe!&on"#ity En)"n(ement:

Good er! good "#celent

Respon&ing to the personality &evelopment Euestions there are &i((erent vie2s o( the trainees, C out o( <F 2orDers say that the program 2as goo&, #B say that it 2as very goo& an& !# 2orDers say that program 2as eJcellent1

?INDINGS;

The Auality o( >orD =i(e o( the 2orDmen is analy,e& on the )asis o( various parameters concerning monetary )ene(its, health an& sa(ety, 2el(are (acilities, management 2orDer relationship, 2orD environment an& gro2th an& &evelopment opportunities1 The analysis reveals satis(action among a ma8ority o( F"1BH K o( the 2orDers, some2hat satis(actory response (rom #F1#K o( the 2orDers an& not satis(actory response (rom !I1%<K o( the 2orDers1 The remaining <1CIK o( the respon&ents 2ere not sure a)out their responses1

6ence 2e can conclu&e that the overall Auality o( >orD =i(e o( the 2orDmen in the 'oca$cola Dasna plant is satis(actory1

It has )een seen that pay an& )ene(its has )een rate& as the most important nee& )y as many as <"K o( the 2orDers1 Also an analysis o( the responses relating to the (actors that contri)ute the most to2ar&s improvement o( the 2orDers per(ormance reveals highest pre(erence (or pay an& )ene(its )y as many as %!1FK o( the 2orDers1

This correlation o( pay an& )ene(its as )eing the most important nee& an& its highest contri)ution (or improvement o( the 2orDers per(ormance clearly in&icates that pay an& )ene(its are an important motivational (actor (or the 2orDers1

6o2ever analysis on the satis(action level o( the 2orDers 2ith regar&s to monetary )ene(its in&icates high level o( &issatis(action among the 2orDers 2ith negative response (rom as many as <"K o( the 2orDers1

4ay an& )ene(its )eing i&enti(ie& as the ma8or per(ormance )ooster, there 2as a nee& to i&enti(y the )asis on 2hich pay an& )ene(its shoul& )e given to the 2orDers1

Responses sought on the (actor to 2hich pay an& )ene(its shoul& )e linDe& reveale& that as many as <!1FK o( the 2orDers 2ante& pay an& )ene(its to )e linDe& to in&ivi&ualLs per(ormance1 6o2ever an analysis o( the respon&ents (ee&)acD to ho2 (ar pay is linDe& 2ith per(ormance reveale& &issatis(action among a ma8ority o( CH1FK o( the 2orDers 2hich in&icate& that there is har&ly any practice o( linDing pay o( the 2orDers 2ith per(ormance in 'oca$cola 'ompany1

Other important (actors i&enti(ie& (or improvement o( the 2orDers per(ormance is the amount o( responsi)ility that is )eing assigne& to the 2orDers an& timely (ee&)acD on per(ormance1 As many as %"K o( the 2orDers respon&e& positively to amount o( responsi)ility assigne& to them an& !FK to timely (ee&)acD on per(ormance as the most important (actor that improves per(ormance1 6ence 2e can conclu&e that amount o( responsi)ility an& (ee&)acD on per(ormance also acts as important motivational (actors1

The 2el(are (acility 2hich is i&enti(ie& as the most important source o( motivation (or the 2orDers is the e&ucation (acility provi&e& to the 2orDers an& their 2ar&s1 As many as C"K o( the 2orDers (elt the nee& (or e&ucation (acility in the (orm o( reim)ursement o( tuition (ees or

scholarships to &eserving stu&ents1 6o2ever there 2as high criticism )y as many as HFK o( the 2orDers a)out the e&ucation (acility provi&e& to them )y 'oca$cola 'ompany1

Some o' t)e ot)e! m"$o! 'indin*& di&(o;e!ed on inte!"(tion Dit) t)e Do!-e!& in(#ude:

Ma8or &issatis(action &ue to payment o( salary through cheEue1 Ina&eEuate sa(ety measures1 Non availa)ility o( am)ulance (or emergency1 Non availa)ility o( &octor (or emergencies &uring night shi(t1 Negligence in atten&ance recor& Deeping1 Delay in reim)ursement o( hospitali,ation claims1 Delay in payment o( post retirement )ene(its1 Improper per(ormance appraisal system1 Discrimination among union lea&ers an& or&inary 2orDers1 Ina&eEuate a2ar&s an& incentives (or 2orDers as compare& to sta(( level employees1 Deterioration o( (oo& Euality &uring night shi(t1 Ina&eEuate (acility (or &rinDing 2ater, seating arrangement, urinals1

Non availa)ility o( rest room (or 2orDers1 >orDers are ignorant a)out the income taJ &e&uction &etails1 Aroun& F%K o( the 2orDers 2ere una2are a)out =TS1 Aroun& CFK o( the 2orDers 2ere una2are o( the post retirement )ene(its1 As many as HFK o( the 2orDers 2ere &issatis(ie& 2ith the e&ucation (act1

LIMITATIONS O? T8E ST1D=

It is a )rie( con&ucte& &uring short span o( time1 In or&er to Dno2 the &epth one reEuires a lot o( in(ormation, money an& involvement o( manpo2er1 As is the case 2ith every research e((ort, this stu&y also leaves a lot o( room (or (urther improvements1 The ma8or =imitations o( this stu&y are given )elo21 Due to non$ corporate nature o( some o( the organi,ations, pro8ect coul& not )e un&ertaDen at the eJternal level1 iases in the responses cannot )e rule& out as the Euestionnaires 2ere only (ille& )y the managers an& 2orDers o( the sample taDen1 Su&&en changes in the programme o( some o( the participants at the time o( intervie2s le& to the pro)lem in getting &ata1

CONCL1SION

TRAINING PROGRAMME AT COCA-COLA RESPONSIBILIT= 6R Manager is overall responsi)le (or e((ectiveness o( training program1 DESCRIPTION This program &etails a)out the training metho&ology applica)le to each an& every company employee1 This program inclu&es SOP on skill set identification 6R$SO4$##!1C1# an& SOP of conducting training 6R$SO4$##!1C1!1 The applie& metho&ology is outline& )elo21

H1ALI?ICATION CRITERIA: For hiring permanent employees the Euali(ication reEuirements (or in&ivi&uals are &escri)e& in the )elo2 state& matriJ1

@OB DESCRIPTION 4lant Manager

ESSENTIAL H1ALI?ICATION 9ra&uate in Science 5 Engineering

DESIRABLE H1ALI?ICATION Mechanical or electrical gra&uate engineer

E<PERIENCE LEVEL #" years in a manu(acturing (acility or process in&ustry1

Sales+MarDeting Manger

9ra&uate in any &iscipline

Degree+&iploma in marDeting 5 sales Management

F years in a marDet or (oo& pro&ucts or FM'9 B years Euality assurance+ Euality control o( a (oo& in&ustry1

Auality Assurance Manager

9ra&uate in 'hemistry or Foo& Technology1

4ost gra&uate in Foo& Science 5 Technology

Maintenance Incharge+ Maintenance EJecutive 4ro&uction Manager+

Diploma+9ra&uate in Engineering Engineering in Mechanical or electrical 9ra&uate in any gra&uate in mechanical or electrical Diploma in

F years in maintenance+enginee ring (unction o( process in&ustry1 F years in a

4ro&uction In charge

&iscipline

Engineering in /Mechanical or electrical0

pro&uction or maintenance (unction in relate& in&ustry

Material Manager+Stores Incharge =ogistics Manager 4ersonnel 5 6RD Manager

9ra&uate in any &iscipline

'ommerce gra&uate 2ith Diploma in material

C years in a stores (acility in relate& in&ustry C years in a &istri)ution (acility C yr1 in personnel an& 6RD area1

9ra&uate in any &iscipline 9ra&uate in any &iscipline

management 'ommerce gra&uate Degree or &iploma in management 2ith speciali,ation in

Finance Manger AA EJecutive

'ommerce gra&uate 9ra&uate in Science1

personnel 5 6RD 'A+I'>A Degree or &iploma in 'hemical or Foo& Technology

#" years in an accounts &ivision1 F years Euality control +assurance (unction o( a (oo& or relate& in&ustry1 ! years in a pro&uction or maintenance (unction in relate& in&ustry

Maintenance supervisor

#"W! 2ith ITI certi(icate

Degree in Engineering /mechanical or electrical0

Auality Assurance O((icer

9ra&uate in Science1

Degree or &iploma in 'hemical or Foo& Technology

% years Euality control +assurance (unction o( a (oo& or relate& in&ustry1 ! years in a relate& in&ustry1 ! years in a similar capacity1 ! years in a relate& in&ustry1 ! years in a relate& in&ustry1 ! years in a relate& in&ustry1

9eneral Duty Supervisor MarDeting EJecutive

#"W! pass 9ra&uate in any &iscipline

9ra&uate Diploma in MarDeting Management $ $ $

Fitter Turner Electrician

#"W! 2ith ITI Fitter certi(icate #"W! 2ith ITI Turner certi(icate #"W! 2ith ITI Electrician

oiler operator

certi(icate M L certi(icate hol&er (or )oiler

MAL certi(icate hol&er (or )oiler pro(iciency $

! years in a similar capacity1 ! years in a similar capacity1

Utilities operator

pro(iciency #"W! in Science 2ith respective

Operator /9eneral0 ottle Inspector 6elper Accountant

certi(icate #"W! in Science =iterate 2ith soun& eyesight =iterate 'ommerce gra&uate

9ra&uate in Science #"W ! in Science $ 'A+I'>A

! years in a similar capacity1 $ $ < years in a similar

capacity1 Drivers =a)our =iterate 2ith vali& &riving licenses UnsDille& one $ $ ! years o( &riving eJperience $

S%ILL SET IDENTI?ICATION: I&enti(y the sDills an& levels o( competency necessary to per(orm the 8o)s on in&ivi&ual )asis1 The &esire& sDill set matriJ (or each in&ivi&ual in &e(ine& )elo2 2hich ha& )een 2orDe& out )ase& on importance an& urgency1

S1GGESTIONS AND RECOMMENDATIONS

SA?ET= Eye glasses, han& gloves an& masDs to )e provi&e& to electricians+D9 Operators+=ine operators to avoi& ma8or loss &uring acci&ents1 >earing o( the a)ove sa(ety eEuipments must )e ma&e man&atory1 MEDICAL ?ACILIT= AND EMERGENC= CARE !< hrs Am)ulance (acility 2ith &octor1 A Doctor to )e appointe& (or night shi(t1

ABSENTEEISM 4roper checD on atten&ance recor& Deeping through a car& )ase& atten&ance monitoring system 2hich can )e linDe& to a so(t2are system (or generating salaries automatically1 This 2ill improve e((iciency, re&uce a)senteeism, ensure (aster salary calculation an& avoi& any unnecessary &elays an& mistaDes in salary generation1

TEMPERAT1RE. 81MIDIT= AND NOISE LEVEL IN T8E PLANT: CH1FK o( the 2orDers eJpresse& &issatis(action relate& to temperature, humi&ity an& noise level in the plant1Due to noise pollution in the plant there is ill a((ect in the health o( the 2orDers1 There(ore there shoul& )e arrangements (or a proper rest room (or the 2orDers1 The 2orDers shoul& )e instructe& to )e in the rest room 2hen not 2orDing1 This 2ill in turn help the supervisors to easily tracD the 2orDers &uring emergencies1 More 2ater

coolers+&rinDing 2ater (acility in the plant1 'oolers, (ans an& proper seating arrangements (or the 2orDers at the shop (loors1

GRO>T8 AND DEVELOPMENT O? >OR%ERS; 4ay an& )ene(its )eing i&enti(ie& as the ma8or per(ormance )ooster,there shoul& )e more incentives an& a2ar&s (or 2orDers annually1 >orD recognition through salary increments can prove to )e a )etter per(ormance )ooster apart (rom gi(t an& certi(icates 4u)lici,e 2orDers achievements1 FreEuent use o( notice )oar&s1

Special attention nee& to )e (ocuse& on per(ormance appraisal system o( the 2orDers as there 2as consi&era)le criticism an& 2as vie2e& to )e a &e$motivator1 E((orts shoul& )e ma&e to avoi& any Din& o( &iscrimination1 There shoul& )e proper checD to provi&e eEual opportunity (or all 2orDers an& to avoi& any Din& o( partiality1

TO>ARDS INCREASING SENSE O? BELONGINGNESS; Annual &ay to )e cele)rate& annually Announcement o( )irth&ays on Shop$Floors 'ele)ration o( religious (unction to create oneness

OT8ER S1GGESTIONS; #0 Inspection team to )e (orme& an& instructe& to pro&uce monthly inspection report1 Inspection team 2oul& )e responsi)le (or activities such as 'hecD o( moul& sa(ety guar&s1 Ensure that they are repaire& on time1 !0 'hecD o( (ire eJtinguishing cylin&ers1 Ensure that they are re(ille& on time1 %0 Ensure that all 2ater coolers, (ans, air coolers, A'Ls in the shop (loor are (unctioning properly1 <0 4roper maintenance o( go&o2ns, (loors etc1 F0 To ensure imme&iate clearance o( 6ospitali,ation claim on FIFO )asis1 4en&ing claims to )e a&&resse& imme&iately1 C0 Ensure that Euality o( (oo& is maintaine& &uring night shi(t1 H0 Scholarship (or &eserving chil&ren o( 2orDers1 Reim)ursement o( tuition (ees1 B0 4ayment o( salary through cash+ ATM (acility 2ithin or some2here near aroun& the campus i( possi)le1 I0 The 2orDers employe& as the neJt o( Din& o( retire& or &ecease& 2orDers shoul& )e ma&e permanent in the stipulate& time perio&1 #"0 4ost retirement )ene(its to )e pai& on time1 ##0 E&ucate the 2orDers regar&ing income taJ &e&uction an& &etails1

#!0 Appointment o( more relievers to avoi& 2orD loa&1 #%0 Special suggestion system to encourage 2orDers to eJpress their pro)lems an& thus contri)ute their 2ay to2ar&s improvement o( A>=1

$((&*+#&

TRAINING A DEVELOPMENT
0H1ESTIONNAIRE6

Name ::::::::::::::::::: Department ::::::::::::::: Designation :::::::::::::::

#1

>hat types o( training have you gone throughZ /i0 SDill Enhancement /ii0 4ersonality Enhancement /iii0 IT Relate& /i0 /ii0 /iii0 /i 5 ii0

/i 5 iii0

/ii 5 iii0

/i 5 ii 5 iii0

!1

4lease in&icate 2hen shoul& the stu&y material )e given to the traineesZ e(ore the training A(ter the training

%1

e(ore starte& training programme shoul& you go through any testZ *es No

<1

4lease rate the overall training programme on the (ollo2ing Eualities; 4oor Fair Average 9oo& Out stan&ing

4rogram #1 practical values !1 Ne2 i&eas gain %1 help (ull to sel( &evelopment <1 Relevance to your 8o) F1 E((icient use o( time C1 Maintaining your interest H1 'larity F1

Rate these training programme accor&ing to your &evelopment1 4oor Fair 9oo& EJcellent

Training 4rogramme #1 SDill Enhancement !1 4ersonality Enhancement %1 IT Relate&

C1

In your opinion 2hat shoul& )e the (reEuency o( the training programme in your company1 Once in a month Once in C months Once in % Months Once in #! Months

H1

In your opinion 2hat shoul& )e the &uration o( this training programmeZ 8 Hours 16 Hours 20 Hours

4 Hours

B1

>oul& you liDe to suggest some thing (or the training programmeZ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

Date ;

Signature

BIBLIOGRAP8=
6in&ustan Co("-(o#" Be;e!"*e& P;t7 Ltd7 Int!"net Se!;i(e&7 3S4 RAO /TE?T OO70 USINESS TODA* /MA9A\INE0

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 2221hrpro(essor1com 2221hr&egrees1com 22212orleyhr1com 6uman Resources Management 6uman Resources Management 6uman Resources Management $ $ $ 4rasa& =1M1 As2athapa Ramas2ami, R1