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Carlos Salazar CEO Coca-Cola FEMSA a History of More Than 120 Years…

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Carlos Salazar CEO Coca-Cola FEMSA a History of More Than 120 Years… Talent Management as a Strategic Lever Carlos Salazar CEO Coca-Cola FEMSA A history of more than 120 years… 1890: Grupo Visa, now FEMSA, starts Cervecería Cuauhtémoc in Monterrey, the first brewery in México. 1943: Mr. Eugenio Garza Sada founds the “Tecnológico de Monterrey”, promoting and developing professional education in Mexico and Latin America. 1993: FEMSA and The Coca-Cola Company consolidate their business partnership, creating Coca-Cola FEMSA (KOF). 2003: Coca-Cola FEMSA integrates Panamco operations, creating the biggest Coca-Cola bottler in Latin America. 2007: Jugos del Valle operations are acquired and integrated, complementing our NCBs portfolio. We significantly grow our operations in Brazil by integrating REMIL. 2009: FEMSA exchanges its beer operations for a 20% stake in Heineken, the third largest brewer in the world. 2011: Coca-Cola FEMSA and The Coca-Cola company jointly acquire Estrella Azul in Panamá, the leader in dairy products in the market. 2011: Three Coca-Cola bottlers in Mexico (La Pureza, CIMSA and FOQUE) fusion their operation with Coca-Cola FEMSA, adding more than 425 million unit cases to our Mexico operations. 2012: Coca-Cola FEMSA through Jugos del Valle acquired the Mexican dairy business “Santa Clara”. Coca-Cola FEMSA signs a definitive agreement to acquire 51% of The Coca-Cola Company’s Philippines’ bottling operation. 2013: Coca-Cola FEMSA and Grupo Yoli reached an agreement to merge their bottling operations. 2 Coca-Cola FEMSA is the largest franchise bottler in the world 10 Countries 3.9 Bn Cases US$ 13.8 Bn in Revenues + 316 MM consumers 109,264 employees Brazil Argentina 3 Constant growth over the years… Total Revenues (USD Millions) 2013 2012 Yoli 15.0 Filipinas FOQUE Santa Clara 10.0 2011 G. Tampico 2008 CIMSA REMIL 2010 Matte Leao Estrella Azul 2003 5.0 2007 PANAMCO Jugos del Valle 1994 Argentina Bn - 1994 1997 2000 2003 2006 2009 2013 Consumers (MM) 40 174 184 198 316 Employees 15,054 56,841 56,682 67,502 109,264 Work Centers 78 279 237 241 306 4 Always driven by a clear strategic vision… Our strategic framework allows us to continue building capabilities... Full Potential Innovation Maximize our operations Satisfy our consumers potential evolving needs KOF Mission and Vision Embrace our Foster industry´s growth sustainability opportunities Sustainability Acquisitions 5 Challenges of the organization… Globalization Facilitates player consolidation across geographies and categories Greater competition Change of consumer habits Penetration of different and We are facing consumers with new brands to the market What brought new needs and aspirations us here, won’t take us there.. Channels diversification Technology becomes a "commodity" Generates complexity of operating in emerging Reduces entry barriers and channels Regulation ability to differentiate Reduces freedom in the market to leverage our strengths People as the most important asset… • People are the most valuable resource to solve future challenges within the organization • Talent management and development must be the priority of the CEO • Human Resources must be a key player, supporting the vision and strategy of the organization Talent management must be a critical part of the strategy of any organization Supporting growth through our people… TALENT COMMITMENT • Talented People • Attitudes • Strong Skills • Habits • Training Strategies • Culture • Incentives • Leadership • Productivity • Productivity Talent without commitment is useless, and commitment without talent is just a good wish 8 Talent: Investment To acquire and develop talented people, organizations must commit resources Coca-Cola FEMSA invests in Strategic Talent Development more than US $15 million per year In 2012 we covered 83% of the vacancies with internal candidates, in order to promote the growth of our executives Talent: Skills development In order for an organization to evolve, it must constantly develop capabilities Client Segmentation Skills Skills Modern Trade New Service Gold GVC Model Centred Silver (Value Based Client Bronze Client Segmentation) Capabilities must be transformed into daily habits that are applied within the whole organization Talent: Training The best way to train people is by doing “on the job training” not in a classroom Training Cells Model +20,000 people trained in Coca-Cola FEMSA’s operative Model The best way to deploy best practices in the organization is by transferring people’s knowledge, ensuring training and development of other collaborators Talent: Right incentives Incentives must always be aligned and reflect the business strategy Based on Critical Success Factors, we share accountability of the Business challenges with all the associates Economic retribution Professional development Personal life balance Additional to economic incentives, organizations must recognize the merit of others and make it public (Don Eugenio Garza Sada) Commitment: Attitude An optimistic and innovative attitude is required to transform a business Since 2002, Coca-Cola FEMSA recognizes innovation as an enabler to transform our Organization.. An innovating Leader: Challenges traditional duties Integrates high performance teams Motivates transformation Great ideas without people, are only ideas… people are the ones that make them real…. Commitment: Leadership Real leaders empower the organization to make big transformations… The empowerment of managers have guaranteed the success of our mergers and acquisitions… Right Skills Accountability Culture and Values Empowerment without accountability is anarchy, organizations need people committed to their results Commitment: Culture Culture and values must be daily lived… They must become the “core” of the organization A culture based on strong values is universal. We have transmited Coca-Cola FEMSA’s Culture in our 309 working centers, having a positive social impact People behaviors turn out into habits, and habits become culture Some key learning's and watch-outs… The future comes with changes and complexity and people is the answer to face new challenges Great ideas without people… are only ideas Any entrepreneur process requires people… the role of the leader is to inspire them It is the CEO’s fundamental task to encourage and ensure the growth of its people Human Resources must actively support and be part of the business strategy 16 .
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