Protecting our people, our customers & our future

Through these challenging times, we are focused on protecting what that makes us strong as a business and that’s keeping our people healthy and safe, servicing the needs of our customers and protecting our business continuity to ensure we can continue to be a regional beverages powerhouse both now and into the future.

Through these challenging times, we are focused on protecting what that makes us strong as a business and that’s keeping our people healthy and safe, servicing the needs of our customers and protecting our business continuity to ensure we can continue to be a regional beverages powerhouse both now and into the future.


Protecting the health and safety of our people and those we work with will always be an overriding priority. Our focus is on physical and mental health as well as financial health.

To protect the physical and mental health of our teams, we have put in place comprehensive and robust routines in the areas of sanitisation and hygiene, as well as physical distancing.

  • All our office-based employees are now working remotely until further notice.
  • Our manufacturing facilities are already regularly audited and fully compliant with the most stringent of global standards.
  • Across our supply chain, we have further increased our focus on safety by implementing strict physical separation and hygiene processes, including restricting access only where absolutely necessary, implementing a 30-minute break between shift changeovers and maintaining segregation across shifts, increased end of shift cleaning with alcohol-based sanitiser and high frequency site cleaning, with a focus on high traffic touch points.
  • Our employees and their families have access to a free and confidential employee assistance program offering 24/7 support, and we’ve also created a dedicated support site where they can access a host of resources to help them adapt to remote working, lead through uncertain times, understand their leave options and also access internal redeployment opportunities.

As a leading employer, we believe have an important role to play in protecting jobs for our employees. By working with our people to implement short term changes, we believe can get through this together, and continue to provide meaningful and productive employment for each of our employees, providing reassurance for them and their families when they need it most, and for the longer term. By working in partnership with our teams and ensuring we’re actively listening to our people through timely pulse surveys and informal feedback, we see measures like flexible working adjustments, proactively managing personal and annual leave and actively facilitating internal redeployment opportunities as ways to ensure that, collectively, we can all continue to be part of a stronger Amatil for tomorrow.


We understand that this is an incredibly difficult time for so many of our customers right now, and indeed all of us. Many thousands of our customers are small or family-run businesses, who are struggling with the impact of the Government restrictions that have been necessary in response to COVID-19, either directly as they have been forced to adapt or event close, or indirectly due to the enormous drop in foot traffic.

For customers like cafés and restaurants in Australia, we’re helping them pivot and quickly reshape their businesses, harnessing e-commerce and aggregator opportunities to reach new customers and them adapting their physical environment to meet social distancing requirements and service them safely and quickly. We have also established a free 24-hour customer support and counselling service to provide confidential counselling and financial coaching to all Amatil Australia customers, which is completely free of charge and is provided by a third party (Assure) in the strictest confidence. Details of how to access this service, as well as other resources we’ve put together including a guide to some of the government and financial institution assistance available – are available to our customers on our online portal,, from their usual Amatil sales representative or our National Service Centre on 13 COKE (13 2653).

For supermarkets, pharmacies and liquor stores who fall under the definition of essential services, we’ve reshaped the way we work together to accommodate the enormous extra demand on their supply chains and on their front-line retail teams. Our logistics teams across every state and territory are working around the clock to make sure our trucks get product where and when it’s needed, whether that means doubling-down on what we already do or exploring new ways of working, from delivering direct to individual stores to new shared networks that service multiple customers and channels. To support those working on the shop floor, we’ve redeployed resources from other areas of our business to boost the size and call frequency of our sales and merchandising teams to ensure we’ve got their back when it comes to making sure the shelves and displays are constantly re-stocked to meet the level of demand from the community. And by switching our sales teams to night-shift, we’re visiting stores outside of opening hours, meaning we’re able to do our best work and keep our people – and our customers – safe.


Through the actions we take to protect our business today, we recognise the opportunity to look ahead to what will be needed for the Amatil of tomorrow. Guided by our One Amatil Purpose and Values, we’re balancing doing what’s right for today with understanding how we’ll need to adapt to the reshaped world of tomorrow.

We know that setting our business up for the long-term means that we need to be financially strong, so we’ve put in place a  strong focus on how we manage costs, including postponing all discretionary spend, freezing our headcount, and carefully managing leave across our workforce. To protect continuity of supply and minimize risk in our supply chain, we’ve cancelled all capital expenditure to focus on producing core items. We are fortunate that this doesn’t impact ongoing investment in our IT platforms that will continue to improve our customer experience now and in the future.

We know that the rise of online and aggregators will structurally change the future of retail. We have already deployed dedicated teams to upskill our sales function and provide bespoke resources for our customers. By continuing to capture and share stories of customer adaptation and embrace global learnings from the Coca-Cola system, we’ll come through this crisis ready to move fast to adapt to a new environment, reshaped by altered customer and consumer expectations and with it, new opportunities for how we manufacture, move and market our brands to re-shape the future of our industry.