Retention and Promotion

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Commitment 2020 About This CRS Report A Message from Our Chairman and CEO Our Business at a Glance Corporate Responsibility and Sustainability at CCE CRS Governance CRS in Action

Energy Conservation/Climate Change Overview Understanding Climate Risks Our Energy Conservation/Climate Change Strategy Reducing Our Core Emissions Our Carbon Footprint Our Product Footprints Reducing Emissions from Our Sales and Marketing Equipment Partnerships and Public Policy

Water Stewardship Overview Understanding Our Water Risks Our Water Stewardship Strategy Reducing Our Water Use and Improving Our Efficiency Our Water Footprint Recycling, Reclaiming, and Responsible Treatment Protecting and Replenishing Our Watersheds Partnerships and Public Policy

Sustainable Packaging/Recycling Overview Understanding Our Packaging Challenges Our Sustainable Packaging/Recycling Strategy Reducing Our Packaging Reusing Materials and Increasing Recycled Content Developing Renewable Resources Recycling at Our Facilities Effective Recovery and Consumer Recycling Partnerships and Public Policy

Product Portfolio/Balanced and Active Lifestyle Overview Understanding Our Product Portfolio Challenges Our Product Portfolio Strategy Providing Choice A Selection of New 2009 Products Nutritional Labeling School Beverage Guidelines Implementation Responsible Sales and Marketing Supporting Balanced and Active Lifestyles Partnerships and Public Policy

Diverse and Inclusive Culture Overview Understanding Our Diverse and Inclusive Culture Challenges Our Diverse and Inclusive Culture Strategy Measuring Diversity Building Our Diversity and Inclusion Infrastructure Recruitment Retention and Promotion Safety Providing Equal Opportunities Partnerships and Public Policy

Stakeholder Engagement NGOs and Public-Private Partnerships Employees Our Suppliers Customers Consumers Our Communities Public Policymakers Our Shareowners

Diverse and Inclusive Culture Overview

Understanding Our Diverse and Inclusive Culture Challenges

Our Diverse and Inclusive Culture Strategy

Measuring Diversity

Building Our Diversity and Inclusion Infrastructure

Retention and Promotion

Providing Equal Opportunities

Partnerships and Public Policy

Retention and Promotion

CCE is committed to offering our employees the tools they need to grow and the opportunities they want to excel. We actively work to retain and promote employees to build a first-class team.

Turnover Rates


	Voluntary Turnover Rates – click IMAGE to enlarge –

In 2009, our voluntary turnover rate was 14.1 percent, down from 15.7 percent in 2008. This is the fourth consecutive year that our overall turnover rate has fallen. While macroeconomics had an impact in 2008, we believe our targeted efforts in consistent on-boarding and clear leadership were responsible for the continued trend in 2009. Along with our engagement survey results, our retention rate shows that we are increasingly providing an engaging workplace.

Our 2009 turnover rates for minorities remained a little higher than for the business as a whole, at 15.3 percent — a trend aligned with other companies in similar industries.

Promotion/Succession Planning


	“Why Diversity Works,” Clamart, France

We actively seek to improve the representation of all women and diverse groups among our management. For any open leadership position, we now require a diverse slate of candidates to be considered and ensure that leaders taking part in interview panels for these positions are diverse. In 2009, 38 percent of our newly hired or promoted leaders were women, and 21 percent were minorities.

We have incorporated specific diversity goals into the performance objectives of all our senior leaders. These range from goals to establish diversity councils to requirements to increase diverse hires and retain diverse talent. Through our Talent Management Review (TMR) process we also strive to ensure that our diverse talent is developed and prepared for succession. We undertake two Talent Management Reviews per year, during which leaders highlight talented employees, based on performance and potential, and prepare appropriate developmental action plans for them. This process allows us to ensure that we have a pipeline of good diverse candidates ready for leadership positions. Where we lack a suitable pipeline, we work with talent acquisition to ensure that our workforce is a reflection of the communities where we operate.

In Europe, where women have been underrepresented in our leadership, we surveyed female managers to identify the greatest obstacles to their development and retention. As a result, we have implemented programs such as manager toolkits and coaches to support women returning from maternity leave. We also have piloted listening groups in parts of Great Britain for support and advice about achieving a balance between motherhood and the workplace. In France, 63 percent of new management positions were filled by women in 2009 and our facility in Clamart, France, for example, now has 55 percent female managers in its workforce.

Career Development and Training
Since 2007 we have been reviewing our learning and development processes, and our 2009 engagement survey confirmed that this should be a key focus area. Annual performance reviews help employees reach their full potential. We provided performance appraisals to all eligible employees in 2009. In late 2009 we defined clear global processes to develop our people consistently across geographies. Offering similar on-boarding programs, executive coaching, and a standardized Talent Management Review in all geographies helps all employees become increasingly productive, valuable members of our team.

Our TMR and performance reviews determine the training needs of our employees. Throughout 2009, we invested significantly in training, delivering 625,498 hours, a 37-percent increase from 2008. On average, each employee received 8.7 hours of training, up from 6.5 hours in 2008. In particular, we invested in leadership development. We provided 55,093 hours of leadership training to help new managers to grow into their new roles and to allow seasoned managers to improve their management techniques.

In addition to formal training, we also redesigned our mentoring program in late 2009 with pilots scheduled for the spring of 2010. Through our TMR process, we will identify candidates for formal mentoring. Those selected to serve as mentors will be trained through the Human Resources HeRe portal. Along with our TMR-related formal mentoring process, we will also use the HeRe portal to develop and promote an informal mentoring system in which anyone can participate.

Workplace Benefits
We offer health and welfare benefits and retirement plans, depending on eligibility rules and geographic locations. These plans are funded by our general assets, asset-holding trusts, and insurance contracts.

In 2009, we introduced our new approach to Total Rewards in the United States. The Total Rewards program covers health, money, career, and other programs that support employees’ personal needs. To develop our new Total Rewards strategy, we compared our U.S. programs to those of other national companies in our markets to determine where we stand competitively. We also gathered feedback from employees and executives through surveys and focus groups. We used all of this information to make changes to certain U.S. benefits to ensure that the dollars invested align with programs valued by our employees.

Most notably, we updated our U.S. 401(k) plan and increased our employer matching contribution, making our overall retirement program more competitive. To improve awareness and encourage saving for the future, we implemented an automatic-enrollment feature beginning in 2010. Approximately 16,000 employees were enrolled in the plan in January 2010 as a result of this feature, and the majority of our employees are now actively saving for retirement.

To address employees’ needs for better work-life balance, in 2010 we will provide our U.S. workforce with an additional week of vacation in their first through fifth year with our Company. Additionally, long-service employees will receive an additional week of vacation at 20 years and another week at 30 years of service, for a total of six weeks of vacation. Another change intended to encourage a better employee work-life balance is our new Teleworking Policy, which defines the boundaries for home working.

In addition, we developed a suite of new programs and policies in 2009 to provide additional resources to employees. Notable is our Commuter Benefit program in the U.S., which offers pre-tax vouchers for bus, train, parking, and other public transport use. In working to provide the best, most comprehensive environment for our employees and their families, we have committed to providing a Survivor Support program that offers financial counseling to employees or their spouses after the passing of their spouse or domestic partner.

In 2009 we streamlined our healthcare programs in the U.S. to provide a clearer choice and better benefits to fit our employees’ needs. We are now developing a global strategy for employee health and well-being, based on the areas of health concern most relevant to our employees and linked to our Product Portfolio/Balanced and Active Lifestyle focus area. For further information see “Employees.”

We seek to reward employees appropriately and competitively for their contributions to making CCE a successful business. In 2009, we paid $5 billion in salaries and benefits. In addition to basic salary or hourly wages, employees may be eligible to participate in incentive programs that reward individual, group, or company performance; stock purchase programs; and tuition assistance for job-related courses. We also have a scholarship program for children of North American employees (see “Our Communities.”)

Fundamental to these changes has been our new portal, HeRe, which was launched in June 2009 to make our Human Resources processes and policies more transparent and accessible. The HeRe portal is an online, 24-hour Web-based tool that allows all of our employees to access vital HR information. Employees now have quick and easy access to everything from viewing their payslips to enrolling for benefits. The portal was launched with training tools, demonstrations, and simulations to make the transition easy for employees. In tandem with the Web-based portal, we have created several HR Services Centers where HeRe team members can answer employees’ questions via toll-free telephone numbers.

Our First Global Employee Engagement Survey

In 2009, approximately 85 percent of employees took part in our first global engagement survey conducted on our behalf by Towers Watson. This 72-question survey included seven questions on our approach to diversity and inclusion. Encouragingly, employees gave diversity and inclusion an overall score of 82 percent, placing us ahead of the fast-moving consumer goods (FMCG) norm. Women rated us the same or higher than our total workforce on these diversity and inclusion questions. In the U.S., our approach was scored slightly higher than our total workforce among Asian employees, slightly lower among African-American employees, and approximately the same among Hispanic/Latino associates.

In general, the survey found significantly improved levels of employee engagement from those seen in previous surveys. Our overall engagement score has risen 14 percentage points since the 2007 survey to 79 percent. (Most companies would expect increases of only 2 percent per year.) Levels of engagement at CCE have now moved from slightly below to above the norm for FMCG companies to well above the FMCG norm, and in some cases exceeding the Global High Performing Companies (GHPC) norm. The top three drivers of engagement our employees identified were leadership, CRS, and development and training.

While we have a good foundation, the survey showed that we still have work to do to communicate our broader vision of a diverse and inclusive culture. We are now working with engagement champions and leaders of each business unit and function to implement and communicate action plans. During 2010, we will track our progress. We will conduct our next global survey of employee engagement in 2011.

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