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Human
Rights

We are committed to creating a great, safe, diverse and equal opportunity place to work and positive impacts for all the people along our operational value chain, through our pioneering policies and practices.

Human Rights Along The
Value Chain

Human Rights Along The Value Chain

Goals and Commitments
2019 Goals
Attain a success rate of 92% for the SGP Audits of CCI plants in all countries of operation
Performance
in 2019
The success rate was realized as 92%
Status: Achieved
2020 Goals
Attain a success rate of 96% for the SGP Audits of CCI plants
Respect for human rights is one of CCI’s core values. We value our relationships with our employees and achieve success through the contributions that each and every individual makes. We are committed to having open and participatory workplace in which universal human rights are respected. We value every employee and encourage all to do their best.

In December 2018, CCI published its first Human Rights Policy, as a continuation of the existing CCI Workplace Rights Policy. This new policy is based on international standards of human rights as set forth in the United Nations Universal Declaration of Human Rights, the International Labor Organization Declaration of Basic Work Principles and Rights, and the United Nations Global Compact. Supported by these foundations, we integrate human rights and workplace rights into all of our practices, corporate values, and sustainability strategy. The CCI Human Rights Policy is one of the fundamentals of our vision and it is communicated continuously and consistently throughout our entire procurement chain.
The CCI Human Rights Policy addresses the following topics:
Community and stakeholder engagement
Diversity and inclusion
Zero tolerance to arbitrary discrimination
Freedom of association and collective bargaining
Safe and healthy workplaces
Workplace security
Protection of land rights and water resource use
Prohibition of forced labor and human trafficking
Commitment not to employ child labor
Fair work hours, wages, and benefits
CCI'm Human
Human Rights was a significant focus for CCI in 2019. Following the launch of the Human Rights Policy in December 2018, we created a communications campaign across all countries. The policy and the communication materials were translated into 10 local languages of the CCI geography. The campaign had online and off-line execution. We organized classroom trainings available for all of our employees. During 2019, about 7,500 hours of trainings were provided to CCI employees in 10 countries of operation. In addition, all security personnel working in CCI operations are trained in human rights policies and procedures.
In 2019, we received 39 notifications through Ethics Hotline in relation with Human Rights Policy, all cases recorded to the system in order to conduct investigation by Human Rights Policy experts and to be decided by the Ethics and Compliance Committee. Among the total number of complaints, 15 complaints included discrimination claims. Human Rights Policy trainings are repeated regularly to prevent such non-compliance issues.
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International Human Rights Day
Celebrations at CCI
International Human Rights Day Celebrations at CCI
CCI Turkey organized a panel discussion at with the participation of external speakers, one of which is the Dean of Faculty of Law of a reputable university and CCI Group CHRO & CCI General Counsel, on December 10, 2019. CCI Kyrgyzstan partnered with the International Debate Grand Tournament “Manas Cup XVI”, which is dedicated to “Human Rights Day” together with UNCHR.
CCI Pakistan organized a big town hall meeting with the employees in different locations to celebrate Human Rights Day. Leadership Team encouraged employees to internalize CCI Human Right Policy and discussed what Human Rights Policy principles stand for.
Supplier Guiding Principles (SGP)
SGP Audits for CCI Plants conducted by TCCC
In order to determine the degree that our operations comply with the CCI’s Human Rights Policy and TCCC’s Supplier Guiding Principles (SGP), audits were conducted by an independent auditing firm in 2019. Four CCI plants in Pakistan, Turkey, and Iraq passed these audits successfully. Due to collaboration with Disney brand, CCI Kazakhstan Almaty Plant was audited by Disney ILS (International Labor Standards) Social Audit and passed
SGP Audits for CCI Suppliers
Our local procurement policy supports the sustainable development of local economies and we support our suppliers to improve their sustainability performance with effective development practices. As part of our supplier agreements since 2002, the Supplier Guiding Principles (SGP) determine the social, environmental, ethical and economic minimal, which TCCS expect from their suppliers.
The latest human rights advancements from Ruggie, OECD and UNGC standards, as well as guidance provided by the Danish Institute for Human Rights study of TCCC policies and practices are reflected to SGP standards. At a minimum, our suppliers are required to meet these standards with respect to their operations.
SGP Audit Results of CCI Suppliers
91
%
92
%
93
%
85
%
89
%
We consistently cultivate effective communication and conduct audits & constructive practices in order to ensure that our suppliers adhere to our principles. Our suppliers receive a copy of our SGP at the beginning of the business relationship and are expected to transfer these principles to their stakeholders, in particular, to their workforce. We attach the SGP Policy to our supplier contracts when applicable, with the expectation that they will develop and implement appropriate internal business processes to guarantee their compliance with the SGP requirements. Supplier audits are conducted by TCCC and CCI’s trained personnel internally as well as by third parties. For our direct material and cold drink equipment suppliers, it is obligatory to undergo SGP audit and comply with SGP standards before signing contracts.

Third-party audits include confidential interviews both with employees and on-site contract workers. A supplier who fails to meet any aspect of the SGP requirements is expected to implement corrective actions. If a supplier fails to adhere to our principles, sanctions that include termination of the contract are applicable. The calibration of the SGP score was reverted to existing model in 2019 encompassing Raw Materials, Primary Packaging & Co-packers. With the revised logic, we were able to achieve 89% despite the expansion of supply base. We have revised our target for 2020 as 95%. As a result of the SGP audit, a remediation action plan that covers specific matters such as working hours (especially night shifts), rest day violation, overtime and health and safety, were sent to the relevant suppliers and supplementary audits were organized. In the last three years, TCCC audited all of CCI’s ingredient and packaging suppliers.
Sustainable Agriculture Guiding Principles (SAGP)
Sourcing of CCI’s raw materials accounts for a large portion of our economic, social and environmental footprint. For CCI, sustainable sourcing is purchasing ingredients from farm locations and suppliers that meet TCCC-approved standards. Sustainable agriculture is critical for us to meet the expectations of our consumers, customers and other stakeholders and to enable the continued growth of our business.
The Coca-Cola Company is addressing the challenges of agriculture availability, quality and safety also addressing the improvement of the well-being of farming communities. TCCC set its target on sustainably sourcing key agricultural ingredients by 2020 and developed Sustainable Agriculture Guiding Principles (SAGP).
TCCC’s approach to sustainable agriculture is founded on these principles that aims to assure responsible management in farming, protecting the environment, upholding human and workplace rights, and so contributing to build more sustainable communities. Compliance with SAGP is verified according to international third-party standards such as Bonsucro, Rainforest Alliance, Sustainable Agriculture Initiative Platform (SAI) and Fairtrade International or equivalent.
Milestones of CCI Sustainable Sourcing Activities
In 2016, conducted a feasibility study for sustainable sugar sourcing in Turkey.

In 2017, organized a workshop was on the SAGP compliance program for sweetener suppliers in Turkey.

In 2019, engaged with the farmers, super producers and international industrial platforms like SAI, to disseminate SAGP in Turkey and Pakistan. In cooperation with leading FMCG and beverage companies, we started “Sustainable Beet Sugar Production” Project to effectively understand and implement the best practices for the sustainable production of beet sugar in Turkey.
Workplace and
Human Rights
Freedom of association and collective bargaining
Prohibit child labor
Eliminate discrimination
Work hours and wages
Safe and healthy workplaces
Community and traditional rights
Environment
Water management
Energy management and climate protection
Conservation of natural habitats and ecosystems
Soil management
Crop protection
Farm Management
Systems
Harvest and postharvest handling
Reproductive material identity, selection and handling
Management systems, record keeping and transparency
Business integrity

Health and Safety

Health and Safety

Goals and Commitments
2019 Goals
Assure no major findings from Coca-Cola Operating Requirements (KORE) and local legal audits
Performance
in 2019
Have successfully passed the five unannounced KORE audits that took place in Bursa, İzmir, Baku, Bishkek, Burundai
Status: Achieved
2020 Goals
Continue to have no fail status from all types of external audits
2019 Goals
Reduce vehicle accidents across CCI by 30%
Performance
in 2019
Achieved the reduction in vehicle accidents by 10% across CCI
Status: Partially Achieved
2020 Goals
Continue to reduce the vehicle accidents by 10%.
2019 Goals
Start telematics system in Jordan operations
Performance
in 2019
Installed telematics system in Jordan and started following up our safety leading KPIs through the system
Status: Ongoing
2020 Goals
Continue to do journey route risk assessments in all countries for fleet vehicles
2019 Goals
Reduce the last year’s overall LTIR score by 20%
Performance
in 2019
Reduced LTIR score by 12%
Status: Partially Achieved
2020 Goals
Reduce the LTIR score by 10%
2019 Goals
Reduce the contractor incidents by 30%
Performance
in 2019
Improved the rate of contractor incidents by more than 30%
Status: Ongoing
2020 Goals
Reduce the contractor incidents by 30%
Highlights of 2019 Health & Safety Performance
Zero
lost time due to accidents in
%58
of our plants (15 of 26 plants)
12%
Decrease in all accidents
(Jordan, Kazakhstan, Kyrgyzstan, Pakistan)
26%
Increase in workplace safety trainings
(Turkey, Kazakhstan, Kyrgyzstan)
Through our internal digital social media application “Workplace” by Facebook, we established a group dedicated to H&S.
Health & Safety Management
Health and safety issues are managed through the Coca-Cola Operating Requirements (KORE). Furthermore, H&S issues are handled within the context of collective bargaining agreements signed with labor unions.

Location based cross-functional H&S committees meet on a monthly basis and report to the Country Health and Safety committees on a quarterly basis. Group H&S Manager coordinate H&S matters in collaboration with the Country Committees throughout all CCI countries and report to the Health & Safety Steering Committee which meets every six months. The CEO is the highest rank executive with the ultimate responsibility and the HR Director is at the top in the chain of command for H&S.

All our operating plants have been certified with OHSAS 18001 Management System certification by 2019 and since we are transitioning to the new ISO 45001 standard in accordance with our plan. So far, İzmir and Mersin plants obtained the new ISO 45001.
Main Health & Safety Objectives
It is our primary responsibility to provide our employees a safe and healthy work environment to improve their work-life balance, and positively impact their motivation, productivity and business performance.

· Protect the most valuable and important resource of our company – our human capital – from any occupational health and safety risks or hazards.

· Ensure that H&S is an integral part of our business and is actively supported through management, leadership and commitment.

· Protect the Company from any legal challenges by complying with at least the local legal requirements and by applying industry best practices to set higher standards than these legal requirements.

· Protect all other resources and assets from any losses that may arise from work-related risks and hazards.
Hand in Hand Safety Program Progress
We established Hand in Hand Occupational Safety Program in 2016 in order to standardize occupational health and safety practices at CCI. In 2019, we issued the new version of Hand in Hand 2.0 with more focus on behavioral safety and contractor management and improved its H&S performance in terms of the Safety Maturity Index (SMI) score by + 5.4%.
In 2020, the focus will be on the safety culture and awareness, thus CCI will work on the action plan to implement a Behavioral Safety Program. Increasing the number of trained observers. The program will target to transform the hazardous behavior into safe actions. CCI will also invest on H&S digitalization and applications.
Health & Safety Trainings at CCI
We conduct targeted and periodic H&S trainings to our employees and contractors providing services for CCI, to expand and strengthen our occupational health and safety culture throughout our operations.

We provided 67,506 hours of H&S trainings for our employees in 2019.

Main topics included first aid, confined space, working at height, emergency response, CCI’s Golden Rules, electrical safety, compressed gas safety, defensive driving and forklift safety.
TCCC Health & Safety Culture Program
The program focuses on the people and unsafe behavior that are frequently observed in the routine and non-routine operations.

In a typical production environment, majority of the incidents happen as a result of risky employees’ behavior. The first step of culture transformation program is to identify the most common unsafe practices.

The second step is to build corrective and preventive actions plan to transform the unsafe practices into safe behaviors. The program uses both conventional methods like reward and recognition procedures, disciplinary actions, trainings and some other new tools like safety Olympics (H&S awareness competition), and dramas with safety themes.
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LTIR - Number of Lost Time Accidents
(Per 100 Employee/Annum)
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LTISR - Number of Lost Days Caused by Accidents
(Per 100 Employee/Annum)
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Lost Time Incidents
(Workdays Lost)
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Lost Time Incidents
(Number)
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Diversity and Inclusion

Diversity and Inclusion

Goals and Achievements
2019 Goals
Continue to run our D&I programs and initiatives under three pillars; Gender, Generational and Cultural
Performance
in 2019
Executed: · U30 Strategy Bootcamp · Accelerate · Women in Leadership programs
Status: Achieved
2020 Goals
Continue to run our D&I programs and initiatives under three pillars; Gender, Generational and Cultural.
At CCI, we take firm steps towards building and strengthening an inclusive culture that nurtures diversity on an ongoing basis. Diversity and Inclusion (D&I) cluster of the employee engagement survey results of 2019 showed an increase of nine points, which is a testament of our programs and initiatives in the area of Diversity & Inclusion. We stand for our commitment to leverage equality and cultivate a sense of belongingness for all, irrespective of our employees’ persona and background.
In 2019, Diversity & Inclusion Steering Committee evolved into D&I Advisory Board chaired by Group Human Resource Director. It oversees three focus areas- gender, generational, cultural - under diversity, each having different programs. Inclusion is prioritized as a key culture element for CCI to focus upon moving forward. Inclusive Leadership was consequently a focus topic in all developmental interventions at CCI throughout 2019. Cross Country and Function Coaching was initiated to enable inclusive climate.
CCI’s Pay Policy Principles are built on “equal pay for equal work”,rewarding our employees in accordance with their valuable contributionsto our company regardless of gender bias
Employees With 11+ Years Seniority
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Employees by Age Groups
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Performance in 2019
GENDER
CCI Women’s Network setup is complete for all CCI countries.
CCI Women’s Network celebrated “International Women’s Day” in all CCI countries by working on the field (through a Blitz activity) with sales team to create awareness on CCI’s commitment to gender equality as One Team.
Annual gender-based hiring targets for every CCI country are established and tracked.
CCI CEO attended Gender Equality roundtable organized by United Nations Global Compact.
CCI Turkey launched Women Capability Development Program for distributors to empower and increase women workforce at their companies.
22 women from all CCI Countries’ management / leadership team attend the pioneering cohort of “Women in Leadership” Program.
Conducted Gender Awareness Training for Executive Committee
Conducted an assessment with Internal Audit Department to conclude no gender pay gap in Turkey
GENERATIONAL
1st of its own kind, U30 Strategy Camp for 47 younger workforces was held serving the purpose of creating generational sensitization and thought diversity. Average age of participants was 28 years, representing all countries and functions with a 50:50 gender split.
Mentor program was launched for younger talents to fast track their leadership growth.
“Conversation Clubs” were organized in countries to strengthen younger populations’ linguistic and communication capabilities.
CULTURAL
Leadership at Field series continued. Senior leaders connected through
informal events with employees belonging to different age groups,
seniorities, backgrounds, nationalities and cultures.

21 meetings, 5 countries, 9 cities,

600+ participants
“Culture Workshop’’ was held in annual One Team meetings; leadership actions for “Inclusion” were incorporated into performance goals.
Continued short-term assignments / rotation to create cross-cultural awareness, understanding and appreciation.
Customer Value
Human Capital