LUMS

End of semester project: ORSC 201 (2): Organizational behavior

Analyzing dissonance in safety standards inside the coke factory located in Lahre factory

Index
Coca Cola International
Coca Cola Company 2020 vision
Coca Cola Beverages Pakistan Limited
CCBPL- Vision
CCBPL- Mission
CCBPL- Values
SWOT
PESTEL
Analysis of the survey
Focus group and Interviews findings
Co-Blocks
Bibliography

Acronyms/Abbreviations
SWOT: - Strengths, Weaknesses, Opportunities and Threats
PESTEL: - Political, Economical, Social, Technological, Environmental and Legal
CCBPL: - Coca Cola Beverages Pakistan Limited
FMCG: - Fast Moving Consumer Goods
NGO: - Non Governmental Organization
EPA: - Environment Protection Agency

Executive Summary
The project that we are doing is part of our Organizational Behavior course. The project report
begins with the cover page which mentions the focus of the project as well as the names of the
group members who undertook this project. The index highlights the arrangement of the project
report and the page numbers for the several topics included in the project report. As several
acronyms/abbreviations were used in the report, so a separate page elaborates the acronyms that
were used in the project report. The introduction and background of the company includes its
international history as to how Coca Cola international started and slowly and steadily, expanded
its operations all over the world. Then discussed is the 2020 vision of the company as the
company aims to achieve some major targets by the year 2020. The report also discusses how the
coca cola company in Pakistan, is also contributing to the fulfillment of the 2020 vision. Then
the Coca Cola Beverages Pakistan Limited is explained in terms of the vision, mission and
values of the country. Their Lahore factory is fully explained in terms of the technology that they
use as well as the different drinks such Coke, Fanta, Sprite etc that are produced in the factory.
The environment inside the coke plant was also observed as we had a guided tour of the factory.
We have also done SWOT and PESTEL which is related to the Coke Lahore factory as well as
the Coca Cola Pakistan on the whole. In terms of SWOT, We have highlighted key opportunities
for them such as the diversification into different other products in order to increase revenues.
We also highlighted some threats that they face from their competitors such as Pepsi Pakistan
which has been able to increase their revenues and at the same time increase their market share

all over Pakistan and to a greater extent in Lahore. Then we did the PESTEL analysis of the Coca
Cola Pakistan and analyzed how different factors such as the political environment, social
environment, technological status etc affect Coca Cola Pakistan. We also came up with a force
field analysis of the coke factory in which we noticed the driving as well as the restraining forces
for the coke factorys objective which was to increase production etc. We also conducted a
behavioral survey. We visited the factory and so observed inside the factory the safety equipment
that the workers were wearing or not wearing and comparing it with the safety standards
certifications adopted by Coca Cola Pakistan as that was the focus of our project. For the survey
we made the questionnaires in both English and Urdu in order to get them filled by both the
management as well as the non management. There were different questions in the
questionnaires, some of them were to be answered in either Yes or No while the other questions
were to be rated on a scale from strongly agree to strongly disagree. The total size of the survey
was 21 and it was an optimal mix of the management and the non management individuals.
Inside the factory, we were not allowed to give questionnaires to the non management
individuals. So we get those questionnaires filled by non management individuals outside the
factory. The responses of all of them were usually the same as they were not at all at ease while
talking about the factory environment. Then the report has the analysis of those responses that
came out of those questionnaires and those responses were recorded on an excel file and then
finally tabulated and included into the report. We also gave recommendations for the company as
to how it can improve itself and how these recommendations will be of use to the company. We
also gave a conclusion at the end on the basis of our report. We have also added photographs of
the group members in the project report and the photographs are also with captions. Documents
of co blocs and all the filled questionnaires are attached with the report in the form of annexure.

A brief description of how co-blocs were filled will also be included in the report. Attendance
sheet of all the group members was also filled and made part of the report. Co blocs description
will also be added to the report so as to explain the main results of it. We will also add the
visiting cards of some employees to the report. At last we will add the executed responsibility
matrix to compare it with the planned responsibility matrix.

Background and Introduction

Coca-Cola history dates back to 1886 when the Atlanta pharmacist Dr John S Pemberton who
created a soft drink with unique taste that could be later sold at the soda fountain. The flavored
syrup he invented was mixed with carbonated water and the sampling was given to different
people who liked it. A close associate of Dr Pemberton, Frank M Robinson is known for naming
the drink Coca Cola. The first coca cola drink was priced at 5 cents per glass. In 1888, Dr
Pemberton sold some of his business to different buyers, with a large stake sold to a businessman
from Atlanta, Asa G Candler. With control in Candlers hand, Coca Cola was made available
even beyond Atlanta. In 1894, the dream to make this drink handy was realized as Joseph
Biedenharn set up the bottling plant, making him the first to do so. After five years, bottling on
large scale started taking place. In 1899 three businessmen named Benjamin Thomas, Joseph
Whitehead and John Lupton were given the rights to put the drink into a bottle and put it for sale.
They secured these rights just at a price of $1.This led a highly developed bottling system of
Coca Cola which became a worldwide model. In the early period, the main problems that arose
for bottlers were that there were inconsistencies in packaging and also that drink itself was
copied by the competitors .In 1906, Coca Cola carried out an expansion outside US into Canada,
Cuba and Panama. Coca Cola made its foray into the Asian market in 1912, when it entered the
Philippines market. In 1916, the bottlers agreed to the new contour bottle of the Coca Cola drink.

In 1924, Robert Woodruff was made the President of Coca Cola and during his stint, Coca Cola
was expanded overseas and he also introduced six pack crates for the bottles and later on cans.
The new bottle could be easily identified even in darkness and this differentiated Coca Cola from
its competitors. In 1977, the contour bottle of Coca Cola was officially recognized through
trademark.
The first marketing campaign of Coca Cola was to provide coupons which would lead to
free sampling of the drink. Then later on the marketing campaign saw a shift and the company
instead focused on newspaper advertising. Coca Cola used advertising as a tool to communicate
with its customers on a much larger scale and to a large extent; it has succeeded in doing so. In
1906, a slogan was used the great national temperance beverage which many believe came at
about a right time as the American society was moving away from alcoholic beverages and Coca
Cola was a hit among those people. Other advertising slogans reflected the sales volume of Coca
Cola such as the Three million a day and Six million a day and they became very catchy
phrases. Some advertisements of Coca Cola focused on quality for e.g. in 1948 Where theres
coke theres hospitality and this ad helped Coca Cola a lot in appealing to its quality-conscious
customers. In 1986, different slogans were used for different versions of the products for e.g.
Red, White & You for Coca Cola classic and for the Coca Cola Catch the wave slogan was
used. Coca-Cola.Real was the slogan of Coca Cola in 2003 and it tried to highlight the
authenticity of the drink. In 2005 Coca Cola brought in a new slogan Make it real in order to
attract more customers towards the brand. Coke side of life was another slogan launched in
2006 which depicted the liveliness of the brand and the ability of the brand to associate with the
people who drink it. In 2009, Coca Cola came up with an amazing campaign called Open
happiness and the same campaign was phrased as khulo khushiyan in Pakistan. In terms of

advertising Coca Cola is also very popular on social media websites such as facebook and this is
evident from the fact that the Coca Cola page on facebook had around 33 million fans and the
management of Coca Cola said that this had not been done by them.. The advertising history of
Coca shows that the company value advertising to a very large extent and they use advertising to
make the image of their brand more favorable in the eyes of their customers.
Coca Cola Company also introduced several other drinks apart from the coke. In 1960-1961,
Coca Cola diversified into other drinks such as minute maid in order to increase their product
range. In the same year, they bought sprite as well. In 1982, diet coke was established as a brand
in the beverage market and its promotional campaign was done by John Elton which was
actually a huge success. In 2005, the Coca Cola Company had to introduce the coke zero for the
calorie-conscious Americans with the aim to capture this segment of the market as well. In 2011,
125th Birthday of the company was celebrated and achievements of the company recognized. In
2012, Coca Cola Company decided to investment $30 billion in different markets all over the
world over a period of five years. This move is actually in sync with the companys 2020 vision
which is to double the company revenues. Coca Cola has an international market share of
around 53.1 percent in the beverage industry whereas the market share for Pepsi is 21.7 percent.
Coca Cola purchased a large part of one of the biggest beverage industries based in United Arab
Emirates by the name of Aujan Industries at the end of 2011. This was considered a major
investment on the part of Coca Cola in the Middle Eastern region. In 2011, Coca Cola announced
that it would spend over $ 3 Billion in its Russian Market. In 2012 Coca Cola inaugurated its 42
bottling unit in China. Coca Cola doesnt sell its products in three markets such as Myanmar,
Cuba and North Korea. Coca Cola aims to spend around $5 billion in the Indian market by 2020
starting from 2012. Coca Cola is also willing to spend $12 billion in Africa over the decade

(2010-2020). Other major upcoming investments from Coca Cola include $6 billion investment
in Mexico over five years starting from 2010 as well as $6 billion investment over 5 years in
Brazil starting from 2012. In 2011 Coca Cola was declared number one in the global brand list
which shows the increasing popularity of this brand and the level of satisfaction that consumers
place on the brand. Coca Cola Company has collaborated with more than 250 bottling companies
worldwide in order to increase their global footprints. As of now, around 1.8 billion of Coca
Cola servings are sold on each day and this sales volume is going to increase further in future as
a result of rising population and also more important is the growing middle class in the emerging
markets.

Coca Cola Company 2020 vision

Coca Cola has a 2020 vision which they want to achieve by the year 2020. Coca Cola is a
company with plans for the future and work along the way to achieve their actual goals. For
every vision, Coca Cola Company has a goal.
Our Vision
Profits

Our goals
double the revenue from the system while simultaneously
increasing system margins.

People

Provide the best work environment and become a great

place to work at.

Portfolio

double our servings to over 3 billion a day. Be no 1 in NARTD

business in every market as well as type.

Partners

Be the most favorite beverage company for partnerships.

Planet

Be a leader in efficient water use. Be an industry-wide leader in

packaging, energy and climate protection.

Productivity

Manage people and use resources such as time and money

effectively

Coca Cola Beverages Pakistan Limited

Our Vision
To become a market leader in ready- to -drink segment while adding best-in-class
value to all stakeholders.
Our mission
Coca-Cola Pakistan exists to refresh the consumers, inspire moments of optimism
through our brands and actions as well as benefit all stakeholders, which we will do with highest
social responsibility and with uncompromising commitment towards quality of our products and
integrity in our operations
Our values
Our Core Values inspire everything that we undertake to do. We stick to them for
two main reasons; they are the best and correct in themselves, they have to be observed even at

the risk of foregoing profitable opportunities, and they are in sync with our Companys integrity,
which will create a win-win situation in the future for all the stakeholders.

Accountability we act with high sense of responsibility and hold ourselves accountable.

Passion We put our hearts and mind into what we do.

Integrity We are open, honest, ethical and we trust and respect each other

Teamwork We collaborate for our collective success

In order to improve the quality, availability, and image of Coca-Cola products, a new company
was established in Pakistan in 1996 by the name of Coca Cola Beverages Pakistan Limited
(also known as CCBPL) and this was done by the Coca Cola Company.
Coca Cola ecek which is the sixth largest cola bottler in the world also runs the CCBPL. It is
present in the following ten countries such as Turkey, Kazakhstan, Kyrgyzstan, Azerbaijan,
Jordan, Iraq, Turkmenistan, Tajikistan, Syria, and Pakistan. Coca Cola ecek has 48% stake in
CCBPL and as a result they also have the management control.
CCBPL was the one which initiated the process of taking control and then investing in locally
franchised bottling operations. In 2006 the whole process was accomplished and after that all the
producing and selling rights of Coca Cola products came under the control of CCBPL.

All over the country, CCBPL has 6 plants and 13 warehouses which cater to a population of more
than 180 million. The overall production capacity of CCBPL is roughly 111 million physical
cases. CCBPL has played a major role in the expansion of Pakistans economy as it is one of the
major top foreign direct investments in FMCG sector. CCBPL is one of the major tax paying
beverage companies.
There are four production lines for the pet bottles in the Lahore factory. The production line of
pulpy orange is only available in Turkey, Pakistan and India. In Pakistan, the production line of
pulpy orange is only functional once a month as the demand usually falls. The stock of several
products is kept of roughly one week as a back up and for unforeseen circumstances. As for the
bottles for the drink, the glass that is used is imported. As for the plastic bottle, a beaker form of
a product is heated and then air is blown into it which actually converts it into a plastic bottle. In
the preparation of Coca Cola, sugar plus water and a secret concentration imported from USA is
used. The whole production process involves palletizing, then the bottles are separated, then they
are washed and afterwards tested for taste as well as the amount of cola in it. At the end the
bottles that are separated are washed for roughly 40-45 minutes and chemicals are used to
remove stains.

SWOT Analysis

Strengths:-

1. Strong hierarchy
In terms of the organizational structure, there is a structured hierarchy. The structured hierarchy
allows work to be completed without confusion. The job titles and responsibilities are clearly
divided so as to ensure timely completion of the work. CCBPL has directors, departmental heads
as well as functional heads etc which allows for a smooth chain of command.

2. Modern production lines

CCBPL has state of the art production lines which makes the process of production fast without
any major interruption. Modern production lines which CCBPL an edge over other small bottling
plants operating in Pakistan especially those that dont have much investment capital.

3. Quality of product
CCBPL is very particular about the quality of their products. CCBPL has quality assurance
laboratories in their plants to ensure that the quality of the product is not compromised at any
cost. They also carry out tests of the products in order to ensure their quality. The bottles are also
recycled and washed with chemicals so that they are up to the required standard.

4. Regular supply
The regular supply of the products is strength of the company. The products are regularly
supplied to the dealers through proficient means of delivering and distribution has given CocaCola Pakistan an added advantage. Coke trucks supply the products regularly and always have
the desired products for the dealers.

5. Training center
Coca-Cola University (CCU) is the Company's education curriculum, which provides a wide
range of courses through classroom learning, e-learning and field training to help associates
develop personally and professionally. CCU's learning portfolio focuses on leadership;
marketing; human rights; ethics and compliance; diversity; sustainability; finance; and other
competencies. They offer thousands of courses to associates through CCU. In 2009, more than
27,000 associates participated in 1,720 CCU classroom sessions worldwide, and 39,100
associates participated in e-learning courses.

6. Very low wastage (defect) rate (14%)

The products in CCBPL plants have a low defect rate while they pass through the production
process. Defected products have to go through the production process again in order to maintain
the quality of the product. The advanced technology used in CCBPL plants allows for a very
small defect rate.

7. Strong bonding between similar staff.

The staff that is working at the same level cooperates with each other. This is usually seen at
the workers level where leg-pulling is not that much. They also support each other and
understand the feeling of others. This allows them to achieve their targets.

8. Large storage capacity to handle fluctuation in demand

CCBPL has a large warehouse facility in their Lahore plant where they keep excess stock as a
backup and also to respond to increasing demand by consumers. CCBPL Raiwind plant also
maintains direct contact with the sales centre in Lahore to manage demand by sending excess
stock into the market during peak season as well as cut back production during the off-peak
season.

Weakness:
1. Lack of communication between HR and other departments. (Assembly line workers are not
allowed to enter in main building)
One of the key weaknesses of the Coca Cola factory is that the workers on the assembly line are
not allowed to enter the main building. This makes the workers feel that they are not owned by
the company as their movement is restricted.

2. Less availability of Sprite 3g and Fanta in markets. (Failure to meet the demand for Fanta and
Sprite 3g, production allocated to Coke and sprite due to high demands.)
Another weakness is the less availability of Sprite 3g and Fanta in the markets as only the coke
and sprite are produced due to high demand and the production of sprite 3g and Fanta is reduced
as a result. This hurts those consumers who want to drink sprite 3g and Fanta.

3. Lack of promotion as well stunted career growth.

In CCBPL factory, the management as well as the workers faces stunted career growth. Very
few people are promoted as the promotions are seen to be very rare. Career growth is also
stunted as one of their talent acquisition manager Umer Zia, who is also one of the victims of
stunted career growth.

Opportunities:
Largest brand in beverage industry

As of July 2010, CCBPL had a market share of 35% while Pepsi had a market
share of 65% down from 80% in the 1990s when it used to sponsor cricket in
Pakistan.

Diversified products
CCBPL has the opportunity to introduce different products in order to
increase its market share. CCBPL has introduced different products such as
Minute Maid which now comes in two flavors which makes it a big success.
CCBPL has the opportunity to diversify into other products as well in order to
increase revenues.

Threats:

Competitors (Pepsi)
As Pepsi and Coca Cola taste the same and have similar pricing, we would expect that demand
for both products is similar. As they were introduced in 1886 and 1903, both Coca Cola and
Pepsi were rivals each other trying to rule the non alcoholic carbonated soft drinks market. Both
brands were going through different war such as the price war and non-price war just to stay
ahead of each other.
The Pepsi Challenge marked a major positive transformation for the Pepsi itself as can be
inferred from the results of the blind taste test found that more people liked the taste of Pepsi

than Coke.

Easy availability of fake products

Many new entrants shave started to make fake Coca Cola drinks and selling it in different
markets without authorized dealership. These fake products are sold at same prices or even
higher prices as they are produced at a lower cost; the incentive to produce arises from the higher
profit levels. The bottles of Coca Cola are easily copied and even reused without proper chemical
treatment of the bottle. Many shopkeepers want to sell these fake products as they can earn more
from selling these bottles.
Winter Season Sales Decline
Sales of cola drinks fall significantly during winters as a greater emphasis is placed on
substitutes like hot chocolate, coffee, soups etc.
PESTEL

Political: - Political environment has been favorable for a long time for the beverages companies
such as Coca Cola. The newly elected government, after assuming office, imposed a capacity tax
on all the Coke Bottlers. The capacity tax was imposed after taking into confidence Coca Cola
and Pepsi but they didnt like the idea later on and disagreed with this tax. Sales of Pakistans
beverage industry increased 37% to Rs172 billion in 2012-13 if compared to the previous year.
In 2012-13, government gathered Rs20.4 billion in taxes from the industry. But the officials of

FBR feel that the revenue collection from the beverages such as CCBPL will fall after the
imposition of the tax.
Economical: - Coca Cola says that they are one of the major tax paying beverage companies in
Pakistan. Coca Cola Pakistan has also contributed to the economy by giving employment to a lot
of people. Coca Cola provides direct and indirect employment to more than 8000 people.
Another 35000 people are employed through the supply chain and around 100,000 people benefit
from employment in the supporting or allied industries. Coca Cola Pakistan roughly earned over
Rs 50 billion in revenues in the financial year ending 30 June 2012 which is a 55% increase
when compared to the previous year. They also paid Rs 10 Billion in tax in that particular year.
Coca Cola Pakistan invested over $172 million to increase its production facilities in 2011. In
2013 Coca Cola also announced $379 million expansion project for Pakistan.
Social: - Coca Cola Pakistan has also focused extensively on Corporate social responsibility in
Pakistan. Coca Cola Pakistan supported the CARE foundation which provides education to the
underprivileged children and presented a 5 million cheque in this regard. LUMUN and SLUMS
collaborated with CCBPL to hold a sports day for the underprivileged children which was a great
initiative to promote healthy activities such as outdoor sports. When the flood disaster hit
Pakistan, Coca Cola was one of the companies that started the campaign to help the affected.
Coca Cola sent mineral water bottles as well as1150 water proof tents and food items for over
3200 displaced families and for around 1000 families indirectly. They also partnered with some
of the NGOs that were working on the ground to ensure its positive impact. On 5th April 2012,
CCBPL organized Day of Caring as part of their agenda to give back to the community. Coca
Cola Pakistan also gave grants to the kashf foundation which allowed kashf to help 35
entrepreneurs in expanding their business and to enhance their earnings.

Technological: - Coca Cola Pakistan has state of the art production facilities in its several plants
all across Pakistan. In CCBPL Raiwind factory, most of the machinery being used is
manufactured in Germany by the brand Krones. Coca Cola also plans to set up vending machines
for Cola drinks in different parts of Pakistan. Coca Cola Pakistan uses efficient technology in
order to speed up their processes as well as reduce costs at the same time. In CCBPL Raiwind
factory, they have three production lines for the regular glass bottles and around four production
lines for the pet bottles. They have also three manual production lines. For pulpy orange, they
have one state of the art production line and there are only five production lines in Asia for this
drink.
Environmental: - Coca Cola Pakistan has also initiated programs to protect the environment.
One such is the nationwide tree plantation campaign which was started in 2010. This was
launched in all territories of CCBPL, the employees and their families also participated in the
activity. In Rahim Yar Khan, university students were also involved in the campaign. Various
species of trees such as Neem, Ashoke, and Ficus etc were planted. CCPBL was successful in
planting 5250 trees in that particular year. On 5th June 2012, CCBPL- Rahim Yar khan partnered
with the EPA and they took out a rally together to raise awareness about protecting the
environment.

Legal: - Coca Cola Pakistan also to a great extent complies with the laws and this is evident from
the fact that they have a legal department. Coca Cola Pakistan (CCBPL) also complies with the
minimum wage laws in Pakistan and according to it; the minimum salary in CCBPL plants is
10,000 Rupees. They also have three working shifts for their workers and dont require workers

to work at a stretch. CCBPL has also a trade union as the company tends to listen to the
grievances of the staff. CCBPL also recently got a stay order from the Lahore High court, in
order to stop the federal board of revenue (FBR) from collecting capacity tax. This highlights the
firm belief that CCBPL has in the legal institutions of Pakistan such as the Supreme Court and
the High Court.

Workplace Rights Policy

Freedom of association and collective bargaining

The company allows employees to form, join or not to join any union without any degree of
fear. The company wants to negotiate with the freely chosen agents of the legalized trade unions.
Forced labor
The Company strictly prohibits all forms of forced labor. The company also has zero tolerance
policy for any form of slave labor, bonded labor and human trafficking.
Child labor
The company does not allow hiring of individuals who are under the age of 18 and this is
especially true in cases where hazardous work is required. Coca Cola complies with the
international labor organization standards relating to child labor.
Discrimination

Coca Cola treats all employees equally without any form of discrimination. The company
doesnt discriminate on the basis of race, sex, color, disability, political opinion etc. The basis for
recruitment, hiring, training and compensation is qualifications, performance, skills and
experience.
Work Hours and Wages
Coca Cola compensate employees according to the industry and local labor market. We offer
opportunities to employees to develop their skills and further enhance the capabilities.
Safety and healthy workplace
The company provides safe and healthy workplace. The company minimizes the risk of
accidents, injury and exposure to health risks.
Workplace security
The workplace is free from violence, harassment and intimidation. Security safeguards for
employees are provided and they are maintained with regards to the employee dignity.
Community and stakeholder engagement
The company also cares for the communities under which they operate. The company believes
that the local problems are addressed at the local level. Coca Cola also creates economic
opportunities in communities in which they operate, through locally relevant initiatives.

Safety standards followed description

OHSAS 18001 is a British safety standard which is related to occupational health and safety
related management systems. It allows organizations to monitor and control health and safety
risks, mitigate the potential for accidents as well as improve overall performance.
ISO 14001 is a safety standard which is related to the environment management. It allows
organizations to minimize harmful effects that their operations have on the environment. This
allows companies to reduce their environmental impacts
ISO 9001:2008 enables organization to demonstrate commitment to quality and satisfaction as
well as allow you to improve the companys operations. It allows companies to improve
productivity, increase revenue as well as save time and money. It also improves accountability of
management and induces greater motivation in employees.

Analysis
We had a total of 21 questionnaires filled by the management and non management of the coke
factory located in Raiwind. Out of 21, 11 were filled by the management and 10 were filled by
the non management. The purpose of the survey was to analyze the different factors that make
an organization different and complex. The main focus of our survey was to find out the
dissonance in the implementation of the safety standards. After analyzing the survey we have
seen that there is a severe dissonance in the implementation of the safety standards and most of
the workers as well as the management knew nothing about the safety standards. Some of them
didnt even fill the ISO part which shows that they dont have any idea about it. Some of their
management employees who have worked in the factory for around 7 years have ticked ISO
standards on the questionnaire that are actually more than those officially recognized on their
website. Their line quality assurance chemist who has worked in the coke factory for more than
2 years has ticked all the boxes in the ISO standards and the safety material which highlights the
dissonance in the implementation of safety standards. There was also a questionnaire filed by the

product development officer and in that questionnaire, the individual said that he doesnt feel
free to express to his appraiser, his disagreement regarding the appraisal decisions which
highlight that the work environment is not that open where you can freely share your thoughts
with the seniors. In terms of enjoying their work, 9 people agreed to it and 8 people strongly
agreed to it which explains that people who work there, actually enjoy their work. In terms of
being satisfied with the fringe benefits, 14 people agreed while only 3 people strongly agreed.
This explains that CCBPL is generous in terms of giving fringe benefits to their employees.
Most of the employees also expressed that they some sort of work to do all the time and they are
actually not allowed to waste time. Most of their non-management employees, who were given
questionnaires in Urdu, also recorded similar responses and it was quite evident from their
responses that even they didnt know anything about the safety standards. Some of them ticked
all standards while others didnt mark a single standard. There was confusion when it came to the
implementation of the safety standards on the part of both the upper management as well as the
lower management.
Focus Group and Interviews
On Saturday we went to the sales centre first and afterwards we headed towards the factory.
After we reached the factory, we interviewed employees outside the factory and at the same time
conducted a focus group discussion. We did all this in secrecy and without prior permission from
the coke factory management. It was also a great experience as we have never done such as this
before in our life. We also learnt that if things dont go smooth so there is an unusual way that is
always there to get things done. One employee who was a loader for the cola products said that
he works at a stretch and there are very few breaks. The driver of the Coca Cola truck informed

us that he sleeps inside the cars late at night and he doesnt feel that his job is secured. We also
talked to some workers who work on the production line such as the electrician and he said that
apart from the jacket, boots and ear plugs, he doesnt know much about the safety equipment.
Although he knew about some safety equipment but he knew nothing about the safety standards
which are certified by the CCBPL plant. One of the workers we interviewed was also wearing a
helmet but in spite of that, he also knew nothing about the ISO standards. One of the loaders
revealed to us that for the same work, he was earning more for working at some other private
firm but he is paid less doing for the same work by the coke factory. He was also of the view that
the management can fire us anytime if they are not happy with our work. He didnt at all feel
secure about his job. We also got to know that once a 24 year old employee in the Lahore
territory contracted cancer. HR business leader Qaiser Saeed took the first step in helping him
with his treatment. Qaiser Saeed talked to the HR director Amaara Bashir who liked the idea
decided to bear all cost of the medical treatment and it inculcated a feeling of satisfaction among
the workers. We were informed that once a 7 year old child entered the factory premises and the
action was taken on the spot. The child was taken out of the factory immediately and the
contractor was fined Rs 5000. They told us that the truck drivers have no shits but the electrician
who was working inside the plant, told us that there are three shifts for workers of the plant.

Desired situation: maximum output, worker satisfaction

Current situation: Optimal output, unsatisfied worker

Driving forces
1. Production equipment is state of the art, and maintenance is exemplary. (38)
2. The factory has labs for testing the quality of the concentrate, sugar, and the water that is
used in the process. (48)
3. Production is non-stop, as any stoppages cause millions of rupees in damages. (51)
4. Most production lines can switch between different products relatively easily. This
ensures that production of coke would not stop if its specific line suffers a breakdown.
(48)
5. People under 18 are not employed by the factory, and swift action is taken if underage
labor is found. (59)
6. Optimum Temperature is maintained at a level that ensures production. (52)
7. Production targets are very well defined, broken down in a daily format, i.e. production
for each specific day is set, not just for the week or month. (53)
8. Line managers work in three shifts, of eight hours each. This ensures that they maintain
the level of attentiveness required for someone in their position.(57)
9. All technical staff must have a degree relevant to their job description (48)

10. A policy to ensure employment decisions are based solely on someone's ability to do the
job, without regard for any other personal characteristics.(53)
Total = 507
Restraining forces

1. No rest area for workers, during work hours they sleep in corners (58)
2. Workers have no idea about labor laws and ISOs. (62)
3. Over conscious when visited by outsiders or audit. (51)
4. Workers are not granted leave on major occasions to visit their families. (57)
5. As they are paid only minimum wage, they work overtime heavily. (51)
6. High maintenance cost. (48)
7. Monotonous environment. (43)
8. Lower staff specifically assembly line workers have no loyalty to the organization. (53)
9. All audits are planned. (49)
10. No accommodation for workers (who live out of city) within the factory premises or in
the surrounding areas. (58)
Total= 530
Outcomes(Prioritized as well as voted by group)
1 Information to workers about ISOs (8 YES)
2 Compliance with labor laws (8 YES)
3 More shifts for the workers ( 8 YES)
4

Production targets well defined and broken down on daily basis

5 No favoritism while recruiting individuals ( 8 YES)
6 Accommodation for workers inside the factory (8 YES)
7 Challenging as well as fun environment ( 8 YES)

8 Workers should be allowed leaves on important occasions ( 8 YES)

9 All the technical staff to have certification ( 8 YES)

10 Maintenance cost to be lowered (7 YES 1 NO)

Problems faced with the project

We had a smooth initial visit in which we had a complete tour of the factory. After our first visit,
we thought we would be able to complete the project on time. We encountered our first problem
when our second visit, in which were supposed to do the questionnaires was delayed. Then one
of their managers, Qazi Hassan, contacted us and said we can come to the plant on the coming
Wednesday for the survey to be completed. On Wednesday, we visited the plant but to no avail.
We had to wait in the waiting room for roughly 3 hours. The manager who invited us picked up
the phone once but later on ignored us. We were told to leave the questionnaires with them and
they will return all of them after three days. We handed over to them 35 questionnaires but they
just returned 12 of them. We were also denied further visits as they informed us that they were
holding training and their general manager, John Seward is also here. So we were not allowed to
visit the production plant. We also talked to the country head of Coca Cola Export Corporation
and he said that with this focus, we would not be able to visit any company. We did the
remaining questionnaires by interviewing the workers outside the factory on a weekend. There
were a lot of hurdles that came in our path while doing this project. But even the hurdles
themselves were a great learning experience for us. If things had been smooth then probably we
wouldnt have learnt as much as we have done now.

Co Blocs
We did the co blocs on coke factory based on our observations. From our co-blocs results we
found that the highest marks came to the point Management philosophy is causing problems
which had received 7 points. The point that came second was poor team work and it had
received six points. Poor training, low levels of motivation as well as personal stagnation
received 5 points. The results of the co blocs have revealed some amazing points for a company
that is a multinational. So these are some of the blockages with the highest scores and so the
company needs to review its management philosophy as well as the other aspects of the company
that needs improvement. The results also highlighted how companies that seem perfect from
outside, actually have weak areas which need to be improved.

Recommendations

CCBPL is not at all open about their work environment so the recommendation would be to be
open so that individuals get to know about the best practices of the Coca Cola Pakistan and
appreciate the company on the basis of it. This would allow their staff to be more comfortable
with outsiders.

CCBPL needs to improve communication between different departments as there are some
bottlenecks. If the communication is improved, this would allow for greater efficiency and
reduce the wastage of time.
Some of the workers interviewed felt that their bosses dont appreciate their work directly to
them. So in order to increase motivation, the upper management of the company should
appreciate the work of the workers directly to them which would eventually make them feel
happy as well as realize that their company values them.
As there are no surprise audits in the company, so there are greater chances of slackness on the
part of the lower management. If audits are surprised, the employees would be attentive and as a
result more efficient. This is because they would know that their performance can be measured
anytime.
Employee feedback mechanism should be strengthened. Inputs from employees should be taken
at a greater scale in order to make them a key stakeholder in the organization. As a result, their
motivation to work would be higher.
Incentives such as overtime do exist to a great extent. The company should ensure that in the
process of earning more overtime, employees dont deteriorate their health to a great extent. The
extra payment of overtime should be carefully monitored so that employees dont take too much
stress.
As for the case of workers, some such as drivers and loaders etc felt that they dont know if their
job is secure or not. So the recommendation would be to make sure that workers dont feel
unsafe about their job. If they feel that their job is secure, then they would give their best shot
while doing work.

CCBPL should have a rotation policy for everyone in order to keep the interest of the employees
alive. This also allows them to know about the different workings of the company. The company
should adopt such a policy because the employees feel more important in the company and so
tend to work hard.

Conclusion
Coca Cola Beverages Pakistan Limited is one of the key beverage companies in Pakistan. The
parent company of CCBPL is the Coca Cola ecek which is based in Turkey. The project that
we have done is based on the Coke factory located in Lahore. The purpose of the project is to
find out the dissonance in the safety standards. We came up with interesting results on the
CCBPL factory and the whole process of the project was a great learning experience for us. We
found out that there was disconnect between the upper management as well as the lower
management as the survey we conducted, received different responses from the different levels
of management. The survey revealed that despite international safety standard certifications
adopted by the coca cola Pakistan, there was still a lot of gap for them to be completely enforced.
We also found out that Coca Cola Pakistan is aiming for bigger goals such as the 2020vision
while the basic aim should be to educate the workers about the safety standards and so enforce
them. In order to fulfill the 2020 vision, the company needs to hire the best brains and at the
same time retain them. The company needs to have a department that focuses just on the
implementation of safety standards and ensures that the workers are informed about it. Lastly,

CCBPL needs to ensure the happiness of its employees so that they remain committed to the
vision of the company itself.