Our Goal Is to Create An Ecosystem Where Work-Life Harmony Is Not A Luxury but The Norm, Says Irene Tan, VP Coca-Cola , INSWA

India Inc. has been accused of promoting a toxic work culture and Gen Z workers are pushing back. November issue of Outlook Business did a cover story on Gen-Z workers and their growing mistrust towards the employers. We spoke to Irene Tan, Vice-President, Human Resources, Coca-Cola India and Southwest Asia (INSWA) to understand their HR policies around conducive work environment and employee well-being. Edited excerpts from the interview

Ankita Mookherjee

Updated on: 11 November 2024 2:41 pm

Irene Tan, VP, Human Resources, Coca-Cola, INSWA

Q. The conversation around workplace culture in India Inc. is gaining momentum. How committed is Coca-Cola to promote a positive work environment?

A. We are a people-driven organization, and we firmly believe that a positive and encouraging environment will enable our employees to strike a perfect work-life balance. Our goal is to create an ecosystem where work-life harmony isn’t a luxury but the norm. We offer flexible work arrangements, including hybrid and remote options, to help employees juggle their personal and professional responsibilities effectively.

Q. How committed is Coca-Cola to ensure a workplace that safeguards physical and mental well-being of its employees?

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A. We support well-being with comprehensive wellness programs, personalized coaching, and policies that accommodate new mothers and those with caregiving responsibilities. Mental health and well-being have become priorities in modern workplaces. Companies like ours are responding with a holistic approach encompassing health and financial wellness programs, counselling support and fostering a culture of openness and inclusion.

Q. Could you share an initiative which promotes inclusivity at Coca-Cola?

A .Our dedication is reflected in our achievements - we’ve achieved gender parity on our Board and Executive Team and are committed to boosting female representation across all levels. In India and Southwest Asia, women make up 40% of our workforce, including key leadership roles like Country Managers in Nepal, Bangladesh, and Sri Lanka. Through initiatives like the SHE Network, we provide spaces for women to connect, exchange experiences, and interact with senior leadership. Programs such as AccelerateHER, STEM, and GROW equip women with critical skills and advocacy to help them scale new heights in their careers. Our STAR program, focusing on emerging women talent, combines leadership training with personal development to build confidence and communication. Empowering women isn’t just a priority at Coca-Cola—it’s embedded in our core values. The Global Women’s Leadership Council (GWLC) plays a pivotal role in this mission, driving the advancement of women in leadership roles across the organization.

Q. Is there an organizational policy around managerial styles at Coca-Cola?

A. Our strategy is built around our employees, placing them at the core of every decision and initiative. What sets us apart is our holistic approach: we focus not just on the job, but on the person behind the role. From offering flexible work arrangements to leadership development and career mentorship, we ensure that each employee has the resources they need to flourish.

Q. Are there any regular audits to address and improve the well-being of employees?

We regularly review our initiatives through culture surveys to enhance a growth-oriented ecosystem. These data-driven recommendations quip us to foster a positive employee experience, improve company culture and business outcomes.