Please copy and visit
"https://integrated2021.cci.com.tr"
address in one of the following
browsers.

PEOPLE FIRST

OUR VALUE CREATION APPROACH
People First
Our people are the most important factor for the sustainability of our operations. Our policies and practices are designed to provide a safe and equal working environment for everyone and we are committed to making a positive impact on every individual in our value chain.

Human Rights Along The Value Chain  

Respecting human rights is a fundamental CCI value. We reassert this value in all geographies and business processes of CCI.

We are determined to provide a work environment that respects universal human rights and offers an open, diverse and engaging workplace. We value each of our employees and work to provide an inclusive and fair environment.
Swipe left to view the chart.
We aim to inspire our employees to perform their best to achieve their occupational targets. One of our main purposes is to make sure this approach is adopted all through out our value chain.
CCI Human Rights Policy Includes:
  • Community and Stakeholder Engagement
  • Diversity and inclusion
  • Arbitrary discrimination
  • Freedom of association and collective bargaining
  • Safe and healthy workplace
  • Workplace security
  • Forced labor and human trafficking
  • Commitment for not employing child labor
  • Fair working hours, wages and benefits
  • Protection of Land Rights and Water Resources
CCI Human Rights Policy
The CCI Human Rights Policy was created using "principles of the Coca-Cola System" as well as the Universal Declaration of Human Rights, ILO Declaration on Fundamental Principles and Rights at Work and the United Nations Guiding Principles on Business and Human Rights.

CCI'm Human

At CCI, we are human beings and we have rights. We respect human rights.
We strive to create workplaces where open and honest communication is valued and respected among all employees. CCI is committed to comply with all applicable employment and recruitment laws in all our locations. The company also regularly implements training programs to enable that the Human Rights Policy is internalized by the employees.

There may be times when an employee believes the principles of our policy is inconsistent with the laws, traditionsand company practices of their region. We encourage such employees toreport a potential breach by submitting their questions and concerns to the local management, Human Resources, Group Employee Relations, Local Ethics Manager or Group Ethics Manager.Also, they can contact the CCI Ethics Hotline secure website at http://www.cciethicsline.com/, call +90 212 371 0732 or send an email to cci@cciethicsline.com to report suspicious policy violations either anonymously or using their names.
Our company assures that no retaliation or counteraction will be taken against an employee who expresses concerns under this policy. The company will investigate, address and respond to employees 'concerns and take appropriate corrective actions in response to any violations.

Ethics Line notifications in 2021 regarding Human Rights Policy: We received 56 notifications and they were checked by the Group Employee Relations and investigated by Human Rights Policy experts before being recorded in the system to be submitted to the decision of the Ethics and Compliance Committee. We regularly repeated trainings on Human Rights Policy to prevent nonconformities. Also "Human Rights" training was given to our 245 subcontractors in Pakistan.
In Pakistan
245 subcontractors were given
Human Rights training.

Diversity And Inclusion

CCI Diversity And Inclusion Manifesto
At CCI, our systems are based on the understanding of equal opportunities and inclusion for all. We have clearly set this framework with our principles in the CCI Workplace Rights Policy prepared in 2013 which later turned into Human Rights Policy in 2019. In our 2021 manifesto, our commitment is to achieve an open, inclusive and reliable company culture and to be an inclusive company that embraces diversity. We are determined to provide a work environment where our employees can create value by being who they are.
Our commitment is to be a diverce and inclusive company with an open, embracing and trusting culture in which you
Creat Value AS YOU ARE
#AsYouAre #CreatValue #ASYOUARE
We are committed to creating a diverse and inclusive work environment with an open and reassuringculture by focusing on 3 priority areas:
Intergenerational Diversity
Our goal is to make employees feel valuable and empowered to share their opinions regardless of their age, experience and personal or professional influence.
Culture
At CCI, an inclusive culture means embracing different views when employees are expressing opinions and ensuring that they work together with trustand respect.

As a company representing 11 countries, 15 languages and more than 30 ethnicities, we believe that our success is strongly linked to the authenticity and diverse backgrounds of each employee.
Gender Eqality
In all our systems regarding employees at CCI; we aim forequal rights in terms of visibility, empowerment and access to resources, and we work for gender equality in society. At CCI, we believe words can change the world. We set out our work on gender equality by taking the power of words behind us and started with the transformation in the use of language. Accordingly, we have partnered with Kadir Has University Gender and Women's Studies Research Center and published Gender Sensitive Language and Communication Guidelines and online education in Turkish and English languages.
Swipe left to view the chart.
Swipe left to view the chart.
Swipe left to view the chart.
Swipe left to view the chart.
Swipe left to view the chart.
Lead Network
Coca-Cola İçecek's CEO Burak Başarır had signed the lead network commitment in 2020 which is followed by the senior management team and the country general managers. The commitment means taking responsibility for increasing the number of women working in managerial positions by 2025
Gender Inclusive Language
A Gender Inclusive Language and Communication Guideline was published in English and Turkish. We also carried out communication campaigns to raise awareness with in the company. Simultaneously, Gender Sensitive Language and Communication Virtual Training was prepared in English and Turkish in all our countries of operation.
Coca-Cola İçecek's senior management has signed the Lead Network CEO Pledge to increase the number of women in managerial positions.
“From Bias to Inclusion” Training
In 2021, “From Bias to Inclusion” trainingwas carried out.
Employee Resource Groups
CCI Women's Network and 2022 Presidential Elections
There is no doubt that CCI Women's Network is the longest-running one among Employee Resource Groups. The most important feature of these platforms established by our Female Employees is that they elect their own presidents, the presidents are chosen from outside the Human Resources Department, and their management includes at least one female employee representing each department. It is important for us that this issue is not perceived as a Human Resources project, and we believe that change and development will only happen if all employees, men and women, in all functions own it.
CCI Against Violence Towards Women
We are uncomfortable even when using the words 'woman' and 'violence' in the same sentence. As the CCI Women's Network, we did not stay in different to violence against women. On the occasion of Human Rights Day on December 10, we supported the Fireflies project of the UN Women to once again reject all forms of violence against women and girls. We have raised our voices in all the languages we speak within CCI to increase the distance between the words women and violence.

Occupational Health And Safety

Occupational Health And Safety Management
Health and safety issues managed in line with the Coca-Cola Operating Requirements (KORE) are also addressed 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.
The Group H&S Manager coordinates H&S issues in collaboration with the Country Committees through out all CCI countries, and reports to the Health & Safety Steering Committee that meets once every 3 months. The CEO is the highest ranking executive and assumes the ultimate responsibility, while the Group HR Director heads up the chain-of command for H&S.
All of our operating plants received OHSAS 18001 Management System Certification up to 2019. The plan to transition all of our plants to the new ISO 45001 standard was 95% complete (Only the transition of Turkmenistan factories remained) due to delays caused by Covid-19. This transition will be fully completed in Q1-2022
Swipe left to view the chart.
TCCC Occupational Health And Safety Culture
Most incidents that occurred at production plants occur due to employees’ failure to act carefully and conscientiously with respectto occupational health and safety requirements. Therefore, The LifeSaving Rules And Behaviour-Oriented Safety Culture Program that is being implemented focuses on employees and the hazardous behaviour that is frequently observed during routine and/or non-routine operations.
Our cultural transformation program consists of two phases. The first step is to identify the most common hazardous practices, and the second step is to transform these into safe practices to protect our employees and develop a regulatory and preventive plan to provide them with safe work environments.
The program uses both conventional methods, such as reward and recognition procedures, disciplinary action and training, and new tools, such as the Safety Olympics (H&S awareness competition) and drama performances based on themes of occupational safety.

H&S culture will be further strengthened by introducing Human Organizational Performance (HOP) Program in 2022.
Swipe left to view the chart.
Swipe left to view the chart.
Swipe left to view the chart.
Swipe left to view the chart.
Swipe left to view the chart.
Swipe left to view the chart.
Swipe left to view the chart.
Main Health & Safety Objectives
It is our primary responsibility to provide our employees with a safe and healthy work environment, in order to improve their work/ life balance and positively influence their motivation, productivity and business performance.
Accordingly, our main H&S targets are:
  • Protect the most valuable and important resource of our company –our human capital – from occupation al health and safety risks or hazards,
  • Ensure that H&S remains 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 local legal requirements and applying industry best practices to set standards above those requirements,
  • Protect all other resources and assets from any losses that may arise due towork-related risks and hazards.
In 2021, we provided our employees with
78.261
hours of Occupational Health and Safety training.
Occupational Health and Safety Trainings at CCI
We carried out periodic OHS trainings in line with different targets to improve our occupational health and safety culture and to meet the needs of our contractors and employees who provide services on behalf of CCI.
In these trainings, we focused onCovid-19 awareness in addition to the basic issues such as first aid, indoor areas, working at height, emergency responses, electrical safety, pressure gas safety, defensive driving and forklift safety.
Hand In Hand Safety Program
In order to strengthen our periodic controls, we have been carrying out Hand-in-Hand Safety Program since 2016 which helps us to standardize and systematize occupational health and safety practices at CCI.

In 2021, our OHS performance increased by 5.2% in terms of the Safety Maturity Index (SMI) score, and our score was reflected as 80%.

While still fighting the Covid-19 pandemic in 2021, the focus was on safety culture and we implemented the Behavior-Based Safety (BBS) practice. The new Global Accident and Death Prevention Program, delivered by TCCC in 2021, has been completed in all countries.

While Life Saving Rules (LSR) form the basis of this program, the practices will focus on the unsafe behaviors of front-line employees and the accountability of managers.
Employee Wellbeing Program (CCI Care)
Employee Wellbeing is becoming the central pillar in shaping the culture of companies and pandemic have emphasised the importance of employee wellbeing even more. In CCI, we were already doing some employee wellbeing initiatives and in2021, Employee Wellbeing was one of three main pillars under the broader engagement plan and broader wellbeing frame work was launched.
As CCI we believe, by tapping into wellbeing initiative, we have a huge opportunity to unleash more potential of our employees. It will directly improve Health, Productivity and Engagement. In order to “create value” for our employees, we want to create a “wellbeing culture” in which our employees are physically, mentally and emotionally healthy and resilient. We will build this culture by “raising awareness” of our employees regarding wellbeing and equip them with tools and techniques they can learn to improve their wellbeing.
Wellbeing framework will have 4 key Pillars:
Physical: Focusing on employee physical health and working conditions
Emotional:
Psychological safety, stress levels of employees and employee assistance programs.
Social:
Focussed on recognition culture,diversity, inclusion, CCI Sports Clubs/Teams, CSR and volunteering.
Financial:
Financial Literacy Awareness sessions with experts.
Under each pillar we will have three dimensions
Awareness: Communications, trainings, webinars and e-learnings etc.
Engagement Activities:
Activities in which people will engage with each other and compete.
Measurement:
Each pillar will have its own KPIs to measure the impact of the activities and initiatives.
Covid-19 Outbreak Measures We Have Taken For Our Employees
While the world continue to face the Covid-19 pandemic, a global emergency of a scale hitherto unseen, CCI identified ‘Human Health and Safety’ as our priority under the motto ‘Stay Strong and Stay Healthy’ from the first day of the pandemic, making public health the focal point of all of our planning and work. We actively followed, and continue to follow, all information and measures published by both national and international authorities.
At CCI, the health and wellbeing of our employees has always been our toppriority, and will remain so. While adapting to this fast change, we quickly took all steps necessary for protecting the health, safety and wellbeing of our employees, customers and the community. We have made mental health, along with physical health, a priority in respect to the health and safety of our people.

The precautions and actions which started in 2020 were continued in 2021 in line with CCI pandemic phase strategy. Through out the year, we continued to regularly provide our employees with updates relating to the pandemic, as well as the measures taken by various countries. IMT (Crisis Management Team) to followed upregulations published by local authorities regularly and monitor the number of Covid-19 cases on a country-by-country basis, and continued working on possible crisis scenarios.
Hygiene and cleaning application scontinued. Office, canteen and vehicle disinfections were done daily. We shared our Occupational Health and Safety Guideand our accumulated knowledge on preventive measures against Covid-19 with CCI’s business partners.

We increased the frequency of PAA and ozone air disinfection practices in all production, storage and common areas at the plants. We implemented practices such as social distancing in common areas, ground and seat markings, disposable servings at the canteen, temperature-taking at entrances,and automatic touch-free sliding door systems.

Human Capital

We believe that the value we create for all our stakeholders begins with creating value for our employees; we work as a single, committed, diverse and inclusive team. We listen to the expectations of our employees and contribute to their development through talent development and performance management programs.
Swipe left to view the chart.
Swipe left to view the chart.
CCI Talent Management Strategy
We work towards creating a skilled work force to achieve a high-performing one-team culture. In order to realize our goal of creating value and delivering sustainable business outcomes, we continue to implement an innovative set of consistent systems and processes. These are designed to attract, develop ,include and retain talents in line with the 3C Leadership Competency Model which means demonstrating IMPACT leadership behaviors, having high potential, being compatible with our culture and carrying our values.
All our employees are committed to improving CCI culture as well as their current and future skills to sustain business outcomes and future growth. They also display a willingness to overtake various functional roles and/or responsibilities in different geographies of our operation.

We create value and grow together with our talented and committed human capital. We make sure that all our employees are involved in talent and performance management processes and these cover the entire path from talent acquisition to leadership development. The one-team culture isa standard throughout CCI and off ersall employees the opportunity for improvement.
We support employees and managers by communicating the CCI Talent Management Principles through our company's intranet platform, there by ensuring that these principles become standard throughout CCI

In the geographies in which we operate, our employees assume various functional roles and responsibilities with a commitment to CCI values.

They unlock their potential and display IMPACT leadership attitude to sustain business outcomes and future growth.
I - Impact and Influence
M - Motivate and Inspire
P - Partner with Customers
A – Appreciate Others
C - Continuously Raise the Bar
T - Think About Tomorrow
In 2022, we will continue to focus on our recognition and rewarding platform (Recognize App) as we did in 2021. By the end of this year, we will start implementing our Rewards & Recognition program and use this platform more often for this purpose. In 2022 and later years, we will experienceits implementation and functioning.

In 2020, we focused on Cultural Elements in addition to IMPACT – Our Values and Leadership Behaviors. Activities towards Cultural Elements, which started in 2019 and accelerated in2020 continued in 2021 as well. We have set goals for embracing, maintaining and developing cultural elements. In 2022, we will continue using various platforms to achieve these goals and to create an environment where all our employees can experience these Cultural Elements.
Future Leaders - Defining Potential
In 2021, our target was to measure the CCI Future Leaders potential with a global, reliable and objective tool and we completed an assessment study to understand the potential of all Future Leaders. We evaluated "talents" according to personality traits, interests and motivations and the tool enabled us to achieve scientific results. As a result, we were able to accurately understand Future Leaders, identify the triggering factors for development and increase awareness for our definition of potential and talent. We will continue our assessments of potentials in 2022.
Talent Development Forum
We continued the Talent Development Forum (TDF) meetings in 2021, the most important step in our Talent Management System and one of our most powerful and internalized processes in CCI. During the meetings held twice a year, in April and October, we review the redundancy plans for critical positions, discuss our replacements and capabilities, identify development needs in line with the current role and subsequent career plans, and review actions based on these decisions In line with our improvement targets in 2021, we continued touse the Talent Readiness Index (TRI). TRI allows us to see the depth, adequacy and readiness rate of the in-house talent pool and it is one of our main success criteria for senior positions across CCI. In 2021, we managed to increase our TRI score by four points, reaching one point above our target and we aim to continue our upward trend in 2022..
Success Profile and Career Maps Project
In 2021, we created approximately 420 success profiles across CCI and grouped business families for up to 1,050 roles. By integrating these success profiles with One People Platform, we aim to create resources for our processes such as recruitment, talent management, career development, individual development, leadership development, appointments and assignments between functions. We launched the Career Maps project to guide CCI employees based on their success profiles and created their career maps. The project targets that the employees are aware of different career opportunities with in the company, determine their career goals with their managers and Human Resources partners, create Individual Development Plans (IDP) focused on individual development in line with these goals and prepare themselves for their target role. We also completed our preparations to integrate these career maps into the One People Platform. In 2022, we aim to communicate the use of career maps and system details with employees.
Individual Development Plans
In 2021, we continued to monitor Individual Development Plans (IDP) of all our employees in critical positions, their successors and future leaders in line with their short- and long-term career goals, their needs towards future talent and competency development. In 2021, we integrated Individual Development Plans with the 3C Leadership Model which is a change from the previous year. We continued to measure development processes using the 360 Degree Feedback Assessment Survey which was restructured in line with IMPACT Leadership Behaviors, and the Executive Feedback Survey which aims to promote a cultureof "feedback" by providing direct feedback to employees' managers. Both surveys were used with the start of the Performance Management System cyclein 2021. We have launched the Continuous Feedback module through One People Platform to provide more frequent, instant and flexible feedback and to promote the feedback culture. In 2022, we aim to increase the effective use ofthis module and surveys and to continuously measure the development.
2022 Plans
In 2022, we will continue to benefit from data-driven decisions through objective tools, systems and assessments and improve our TDF Meetings and processes. We will continue our commitment to develop talents who are best-in-their-fields to provide redundancy planning, resource utilization and a strong successor workforce.

We will continue to develop Future Leaders verified through global and scientific tools across the company and invest in young talents who are the future of CCI.We will further encourage the feedback culture at CCI by leveraging tools and processes such as "Executive FeedbackSurvey", "360 Degree Assessment Survey",and "Continuous Feedback Module". In ourPerformance Management System, we will focus on setting accurate, SMART goals and we will improve the evaluation and calibration processes. We will continue to guide our employees for the successful implementation of the Career GuidanceProject with CCI Career Maps, which was created to enable talent development through a variety of experiences throughout CCI.

Talent Acquisition
We have launched the CCI "Recruitment Project" to improve our talent acquisition process and to fulfill our commitment to "the right election and recruitment decisions" through datadriven and objective tools. Our goalwas to standardize CCI's recruitment process in all geographies where we operate, to provide innovative anddigital recruitment solutions, to raise awareness within talent teams and to use HR capabilities and knowledge for there quired systems and competencies.
For this purpose, we started workshops and included different HR teams throughout CCI in the project team. Global trends were reviewed during these workshops.The main focus of the workshops wasto leverage technology in all processes and to automate the end-to-end talent acquisition process throughout CCI. In 2021, we reorganized all our recruitment systems and processes and alignedall guidelines and evaluation tools we use in our systems and processes with our 3C (Capability; Capacity Potential; Cultural Fit) Competency Model recruitment processes. In order to be lean, automated and effective, we renewed our Recruitment Policy inline with our recruitment process which was also reviewed. We have informed HR teams and managers involved inrecruitment processes throughout the company about accurate and fair candidate evaluation methods. We have reviewed our key performance indicators to measure the efficiency of these processes. In 2022, we aim to accurately measure and track these indicators so that it provides more data for the decisions we will make.
While continuing to focus on recruitment towards our "Fit for Purpose and Future" perspective, we have also made our recruitment principles, that consider diversity, more comprehensive and systematic in line with CCI's Women Empowerment Principles (WEPs) and sustainability goals.

In 2021, we continued to implement CCI Employee Value Proposal (EVP) and Employee Branding as standard in all our regions. We continued to use career and social media platforms such as LinkedIn, Facebook, Instagram to expand our access to young talent network, while further strengthening our presence and influence on social media. In line withthese efforts, we received the “Best Employer Brand” award by LinkedIn in 2021.
We have successfully carried out our participation and internship programs in the recruitment and career days of distinguished universities which were made online this year in all CCI countries. The Executive Training for new graduates, CCI NEXT TALENT Program, which westarted in 2019 for students in the final year of undergraduate education at the best universities was expanded also to the other countries of operation. The program again achieved the expected success in 2021and we recruited 15 young talents from the 21 people we hired part-time in 2020 for different functions in the company. In2021, we added 32 people to our part-time team and in 2022 we will continue to recruit those who have successfully completed the program in different functions.
We started the Next Talent program in our Kazakhstan operation as well and participated in 10 events at 10 universities and reached 800 applications. We recruited 9 young talentsas interns from the 32 who made it to the final step. We have carried out our internship program again digitally this year and provided internship opportunities to 42 university students during the summer season. As we pay attention to the integrity of our processes, we have added 4 young talents from our Summer Fest participants to the Next Talent team. We will continue tos trengthen our communication with young talents and provide them with experience opportunities while creating value for them.
Among the 32 who made it to the final step
9
of the young talents were recruited as part of NEXT TALENT program.
Learning And Leadership Development
We aim to strengthen the leadership skills of our employees to continue our operational sustainability, growth and success. Accordingly, we provide our employees with learning and development platforms where they can improve themselves, and we develop trainings and tools to develop them in this direction.
In 2021, In line with Employee Strategic Priorities, our focus in the field of education and development has been to win together with our employees under all circumstances. In this framework, it was important to create the platforms where our employees would continue to acquire the skills they need on their own initiative, and by which they can stay ahead of the curve. This year, we continued to implement our leadership development programs, which have always been among our priorities, and to which we attach great importance. Adapting to the circumstances of the world that have changed and transformed along with the pandemic, we continued the training we offered for our employees’ development over online platforms, as well as keeping human interaction and havin physical events. Through the exclusive learning opportunities we offered, we continued to learn not only from external sources, but also from each other.
During this period we collaborated with LinkedIn Learning, and created opportunities for our employees to try out the new generation of learning platforms. We offered LinkedIn Learning license for our 1000+ employees, and only in 2021, employees spend 3386 hours of learning via this tool. We increased our employees’ skills thanks to content curation specific to our company, which may be used any time and at any place with a focus on development. The number of our employees activating the platform reached to 67%, and our employees had the opportunity to prepare for the present and future of their personal and career development thanks to this opportunity.
CCI e-library is a platform that was established to render learning more accessible and develop and restructure CCI’s manpower based on the idea that the means of learning may be different for, and specific to, each individual. The CCI e-library, which included online audio-books, e-books, online courses and learning pathways, has been opened to all CCI employees in 2021.

The platform has been visited by 2,521 people since it has been established. While the number of contents on the platform is over 2,000, the number of contents downloaded to date has been identified as20,832. In 2021 alone, 2,699 e-books and audio-books were downloaded from the platform.

In 2021, we kept cooperating with Harvard Business School for our senior managers and future leaders, and amongst the 100+ candidates identified, 60 of them volunteered to learn more and started to actively use the Harvard Manage Mentor & HMM Spark online tools.

As part of Building Coaching Culture Project, we expanded the usage Coachingskills with Internal Coaching, Executive Coaching and Digital Coaching subprojects. In Internal Coaching, participants of accelerate 2.0 and Women in Leadership programs volunteered for being internal coaches and become part of internal coaching program. In total, 40 internal coaches gave coaching to our 80 U30+Building Leaders of Tomorrow Program participants. Additionally, we kept giving Executive Coaching support for our selected 15 senior leaders. Finally, we initiated Digital coaching for our 35 employees who are incritical roles, succession pipeline and future leaders, in collaboration with Coach Hub, which is a technology and coaching service platform based in Berlin.
We offered 75 employees free online training support for the purpose of developing their Business English competence, which is a key priority for us, as well as taking action in the fields of English speaking communities and online training suggestions.

Through different tools and resources, we continued the development of the participants of the “U30+ Building Tomorrow’s Leaders Program”, the group of young talents we describe as ‘future leaders’, chosen via a special selection process from all CCI countries. The program we designed in partnership with the IMD business school became a special program attended by senior managers during all trainings. In the end of the journey, program participants were given to find a real-time business challenge in their respective countries, in alignment with United Nations Sustainable Development Goals. After 1-month preparation, including sponsorhips, coaching and mentoring, 9 team projects had been presented, and “Empowering Women in Tajikistan” Project had been selected as winner and has been put into business KPIs of the Country GM.
In order to create Inclusive Leaders, we initiated “From Bias to Inclusion Workshops” for 100+ CCI leaders in all CCI countries in 3 languages (Turkish, English, and Russian) between March to December in 2021. The program has been highly recommended by the participants to their colleagues, and 55% described their experience as Very good, while, 36% of them said it was an excellent experience. The program continued with a workshop with ExCom members and also included action plans in the end, upon learning and awareness created via the program.
During this period, we kept organizing online activities for our employees, as part of our Digital Learning Catalogue, which included virtual classes, CCI UNI LMS content sharings, IMPACT Leadership Behavior crash courses, competitions, selected speakers, and webinars from well-known trainers.
Initiated by CCI Pakistan, we conducted our first Learn Fest in 2021. The 6-days panned over 6 weeks extensive agenda featuring motivational talks of social celebrities, moderated panel discussions, Leadership Team’s involvement from across CCI network, interactive games, talent-show, Masterclasses, Interactive webinars, networking opportunities and much more covered all domains of CCIIMPACT behaviors in a festivity mode. Over 3200 employees from across CCI countries went through this Digital Learning Fest, experiencing a range of learning and engagement interventions. The event featured local industry business stalwarts, influential media personalities, star sports men, showbiz legends from Pakistan, and CCI PKLT along with EXCOM members from the internal circle.
Communication With Employees And Employee Engagement
Employee engagement is a key focus area for managing our human capital effectively and creating value.

As CCI, we are committed to our goal of making CCI an "Excellent Workplace". This involves supporting our employees in all areas they need, adopting the systems, processes, programs, and practices to improve their skills, knowledge, and competencies, and providing resources and a working environment aimed at improving their working and living standards.
In 2021, our CEO met with our employees in all CCI countries in routine live broadcasts, shared the developments in our company and answered the questions of the employees.

Genera lManagers in all countries also organized live broadcasts. Our leadership team continued to inform our employees with their video messages, live broadcasts and to meet with our employees indifferent environments.
Swipe left to view the chart.
Swipe left to view the chart.
Total Rewards
Our vision is to be the best companyin the fast-moving consumer goods industry in all our countries of operation and we support this vision with payments and benefits that reward competitive and high performance. At CCI, we ensure that our employees receive high standards for the valuethey create and their performance.Therefore we offer different plans to embrace all our employees regardless of gender, race, language, etc., and support both short- and long-term success. Based on our equality and fairness values, we focus entirely on the work and responsibility of employees when defining their level.
Towards this end, we completed the "Grading Project" in 2021 and revisited the responsibility areas of all roles, and analyzed business responsibilities. We will maintain our leading position by rapidly adapting to the changing world through regularly reviewing our roles within a defined systematic framework. We constantly observe the economic conditions so that our employees maintain their position in the market and their compensation packages in a balanced and competitive manner. We make salary increases in line with company strategies, as per their job descriptions of targets management process by also considering the internal balance between different positions as well as market conditions.
Similarly, we take into account the social needs of the employees and offer a wide range of benefits such as private health insurance, life insurance, individual pension plan with employer contributions, and service awards in order to increase their working and living standards. In addition to the health of our employees ,we also consider the financial difficulties they may experience if they encounter illness and death. We are by their side in difficult times as well offering the employee loan mechanism, which is quickly activated upon demand of our employees. In addition to these, we also make sure to celebrate the special and happy days of our employees together and give gifts as a company on special occasions such as marriage or having a baby.
We have also promoted equality and justice among CCI countries by aligning this policy with the conditions of each CCI country. In 2022 and afterward, we will continue to check the pulse of our policies and procedures in a dynamic and up-to-date manner that adapts to current needs.

In 2021, we standardized our incentive premium practices in order to increase productivity and efficiency in our sales and production staff. In 2022, we will continue to reward outstanding success and the value created to the company by closely following the targets in accordance with changing market conditions.
One of our biggest focuses this year has been the health of our employees and their families. For this reason, we have made significant improvements by examining health insurance coverage, limits and contents in all CCI countries. We have also pioneered in some examples that set a precedent in some countries; for example, we have initiated private health insurance covering our employees in Iraq and Tajikistan. In Jordan, we expanded the insurance of the employee to include spouses and children. These new practices implemented in the Middle East geography represented examples in their respective markets.

In 2022 and afterward, our goal will be to include the spouses and children of our employees in all our countries of operation. Additionally, we have expanded the scope of the international SOS program in 2021 and made improvements so that our employees traveling abroad or on duty can receive health care at international standards.

In addition to compensation and benefits, "Rewards and Recognition" programs aim to increase the motivation, engagement, and performance of the employees and allows them to further improve themselves. Therefore, we aim to evaluate our programs as a whole and implement them under a single umbrella in 2002.
CCIDEA - CCI
Innovation Day
The Innovation Day organized by CCI Turkey Operation allows all employees to present their projects and ideas which have been implemented within the framework of innovation culture. Innovation Day was inspired by CCI's vision to be the best in the fast moving consumer goods industry and the EFQM Model's goal of "leveraging creativity and innovation".
Our employees have the opportunity to develop an innovation culture by sharing their projects and ideas through this interactive event; it offers an opportunity to promote new ideas that can have a positive impact on our communities and business operations within CCI Innovation Day brings together CCIdea, OE projects, and the Innovation Competition.

Starting from 2020, we opened the innovation day to the participation of all CCI countries and held the second innovation day on October 07, 2021, on the digital platform. This year's event differentiated from previous years with its approach of hearing new ideas as well, identifying the best among them and taking our idea teams to a digital innovation camp where we support them with powerful innovation tools.
Within the scope of 2021 CCI Innovation Day, we received applications for a total of 152 projects and 528 new ideas. All our countries organized their own local innovation days and chose their best projects and ideas. Following the local innovation day elections of the countries, we selected the top 3 projects of our company at CCI One Innovation Day 2021 with the participation of a total of 13 finalist projects from 7 CCI countries. After the elections of our countries, we launched our Innovation Camp Program with our 12 idea teams who qualified for the final step.
Anadolu Group Bi' Fikir Festivali(An Idea Festival) (AG-BFF2021)
Bi' Fikir Festivali is open to group companies and those who are successful in the field of innovation are rewarded.

In 2021, we participated in the AG-BFF semi-final with our top4 projects. CAT (Crowdsourcing AI Tutor), "Artificial Intelligence Applications in Supply Chain", "Coke Club (CCI Pakistan) and "Combi Line Conversion of PET Water Line - CCI Iraq".

the Representing CCI, our CAT (Crowdsourcing AI Tutor) project was selected for the finals in the explorer category, and the "Combi Line Conversion of PET Water Line - CCI Iraq" project was elected in the inventor category of AG-BFF 2021. As CCI Turkey, we received the "Highest Number of Projects" achievement award in the AG BFF organization.
Explorers
  • Adel Kalemcilik > 1500kelime. com Platformu
  • Anadolu Efes Türkiye > Tabiatımız Özel
  • Coca-Cola İçecek Türkiye > CAT
Inventors
  • Anadolu Isuzu > Smart Factory
  • Migros > Migros-Up
  • Anadolu Isuzu > Auto-Guided Vehicle
  • Anadolu Efes Türkiye > Girişim Kimya
  • Coca-Cola İçecek Irak > Conversion of Pet Bottled WaterLine to Combi Boiler Line