When CCBSA was established in 2016, the company committed to ensuring that it protected jobs and became a valuable partner to its suppliers and customers as well as the best employer and corporate citizen in South Africa.
A bold mission
CCBSA declared a bold mission to become a truly transformed, culturally diverse and inclusive organisation. This was more than just another ambitious goal.
“As we set out to become a Level 2 BBBEE contributor by 2021, we developed a plan to not only attain the transformation scores to make this possible, but we wanted to leave a lasting impact in the communities in which we operate, as well as the economy at large,” says CCBSA MD Velaphi Ratshefola. “We created six strategic priorities to give us a comprehensive roadmap and a definition of success in the medium term, relative our long-term vision.”
The six strategic priorities to deliver on CCBSA’s transformation goals are:
• To increase CCBSA’s black ownership to 30% by 2021 (currently at 8.9%)
• To set up a R400m Agri-Fund under the umbrella of Agriculture Development
• An ambitious target of transforming R3.9bn of procurement spend by the end of 2020 through Supplier and Enterprise Development
• To leverage and extended its Distributor Development efforts
• To leverage Retailer Development and extend this to women and youth, and
• To support Socio-Economic Development.
Increasing black ownership
In May 2020, CCBSA took the first major step to fulfilling its promise to increase black ownership, launching the landmark Ikageng Employee Share Trust, which offers employees shares and direct economic participation in the business.
The deal will benefit nearly 8,000 South Africa-based employees currently employed at CCBSA.
Coca-Cola Beverages Africa and Appletiser, employee each receive an equal allocation of shares through the established Ikageng Trust, regardless of staff level, race or years of service.
Supporting black emerging farmers
In 2018, CCBSA established its Agricultural Development Fund, the Mintirho Fundation, and made the first of five R80 million contributions which will go towards supporting black emerging farmers or suppliers of inputs for Appletiser and CCBSA products.
To date, the Mintirho Foundation has disbursed R246m directly to 26 beneficiaries, helping to create 1 145 jobs, 43% of which are for women and youth.
Apply for CCBSA sponsorship here.
Developing entrepreneurship
Operating directly in township communities around the country, CCBSA’s Youth Empowerment Programme (YEP), launched in 2017, has trained over 570 young entrepreneurs to date in various municipalities around the country, in the process creating business opportunities for 70 young entrepreneurs through the Bizniz in a Box container shop initiative.
At the 2018 Supplier Development Conference, CCBSA announced a R3.9 billion shift in spend to local black suppliers and the initiative is bearing fruit. In 2019 alone, the company transformed R3.4 billion of its Preferential Procurement spend in support of 805 black-owned suppliers, of whom 413 were black female owned suppliers. CCBSA also established a R100 million annual fund for small supplier development and procurement, running over five years (2019 – 2023). The fund was envisioned to assist young, upcoming black entrepreneurs in the Coca-Cola value chain, including young women.
You can apply for the Youth Empowerment Programme here.
Ensuring women reach their full potential
In order to uplift women, CCBSA launched Women@CCBSA in 2018, a women-led network which allows women the space to engage, coach and mentor each other and ensure they reach their full potential. The network has grown and provided a platform for experienced and successful female leaders to mentor and coach young women professionals.
In 2019 alone, the company transformed R3.4 billion of its Preferential Procurement spend in support of 805 black-owned suppliers, of whom 413 were black female owned suppliers
To date, the company now has 37.5% representation of women within EXCO, 40.5% in senior management and 44% and 33.2% in the middle and junior management levels respectively.
“We are immensely proud of these achievements,” Ratshefola says. “However, we know we can do much more, and we remain committed to both our employees and the communities that are both host to our operations and providers of the important skills that keep our world-class operations growing.”
