Coca-Cola Amatil knows it has an important role to play to do what it can to protect jobs for our employees through this challenging period. By exploring and implementing various short-term changes we can get through this together and continue to provide meaningful and productive employment for our people.
As a leading employer, Coca-Cola Amatil knows it has an important role to play to do what it can to protect jobs for our employees through this challenging period. By exploring and implementing various short-term changes we can get through this together and continue to provide meaningful and productive employment for our people.
So far in the Australian business we’ve implemented measures like flexible working adjustments, proactively managing a robust leave management strategy, actively facilitating redeployment opportunities where needed, and adjusting work practices where there are changes in demand as ways to ensure that we can continue to be part of a stronger Amatil for tomorrow.
Redeploying across our sales channels and functions
In Sales for example, we are realigning the way we work to ensure that we can be agile and collaborate to get things done. We are redeploying across sales channels and functions based on business criticality and ensuring the right tools and support resources are in place to support employee productivity.
For example, we have redeployed 250 State Immediate Consumption field team members into our Grocery channel. Retailer feedback has been very positive, and we’ve seen great collaboration and enhanced learning across the teams. So many of the salesforce have stepped out of their comfort zones, to better protect themselves and their colleagues in store, serve and support our customers, and keep the business strong.
Working with our retail partners to redeploy across our distribution centers
Our State Logistics Managers at Coca-Cola Amatil have strong relationships with our retailer partners nationally. With Australian supermarkets remaining open as an essential service, and some setting up additional distribution centers (DCs), we quickly became aware of their need for extra resources.
In areas where our distribution centers started to see a decline in demand due to restrictions impacting smaller businesses, our need for casual labour at those DCs also reduced. Therefore, from a workforce perspective, the right thing to do was to redeploy the extra casual resource in our Amatil DC network, and shift it over to support the uplift in workload our retail partners were now experiencing in their DCs.
Working in conjunction with third party labour hire companies, we were able to swiftly execute the transition and ensure that over 80 of our casual team members were redeployed to our retail partners, providing reassurance for them and their families when they need it most.