Christine Motherwell: Creating a Supportive and Inclusive Work Environment

W O R L D M A G A Z I N E VOL-12 | ISSUE-04 | 2024 Christine Motherwell Senior Vice President of Human Resources Coca-Cola Consolidated Christine Christine

“The best leaders are those who empower others to lead.”

Innovative Leadership in Human Resources H As workforce expectations shift, organizations must align strategies with progressing professional aspirations. The focus extends beyond recruitment and retention, highlighting inclusive work environments, continuous learning, and employee well-being. HR is redefining professional growth by integrating technological advancements, data-driven insights, and innovative workplace solutions to enhance productivity and job satisfaction. uman resources shapes industries by driving talent acquisition, employee engagement, and workplace culture. corporate culture, and encourage sustainable growth. What sets these leaders apart is their ability to inspire, adapt, and drive meaningful change. Their leadership is defined by resilience, innovation, and a deep commitment to professional development. They are architects of workplace evolution, cultivating cultures of trust, collaboration, and empowerment. Their strategic mindset ensures businesses remain agile and competitive in an ever-changing world. By embracing forward-thinking initiatives, they create a legacy transforming industries and influencing the next generation of professionals. Editor's HR leaders today are visionaries committed to shaping the future of work through strategic decision-making and transformative initiatives. They prioritize cultivating diverse, equitable, high-performing environments that empower employees at all levels. Their approach to human capital goes beyond traditional frameworks, integrating technology, psychology, and organizational development to create workplaces that inspire excellence. These leaders set ambitious goals to redefine workforce dynamics, championing policies that nurture talent, strengthen In this edition, The Most Influential HR Leaders to Follow, 2024, we recognize individuals who are making a transformative impact on the future of human resources through vision, dedication, and transformative leadership. Their influence extends beyond their organizations, redefining workplace excellence and setting new standards for the industry. Note -Michael Wayne

C O V E R S T O R Y C O N T E N T S A R T I C L E S 16 The Evolu?on of HR From Administra?ve to Strategic Partner Empowering the Workforce Modern Approaches to Employee Engagement 22

Company Name Featured Person Brief As the Senior Vice President of Human Resources at Coca-Cola Consolidated, the largest Coca-Cola bottler in the US, Christine led the HR strategy and operations for over 17,000 associates across 14 states. Christine Motherwell Senior Vice President of Human Resources Coca-Cola Consolidated cokeconsolidated.com Eilin aims to turn business visions into actionable initiatives that enhance performance, cultivate growth, and elevate employee engagement through agile and innovative approaches. Eilin Gillesen Chief People & Culture Officer Simployer simployer.com December, 2024 Margarita Echeverria Global Talent Management Director Margarita is an Executive HR professional with a successful track record in helping organizations and teams improve business performance through behavioural change. The LEGO Group lego.com Mechell is a Head of People at A.P. Moller - Maersk, an integrated transport and logistics company, going all the way, together, for its customers and society. A.P. Moller - Maersk maersk.com Mechell Chetty Head of People We are also available on : Ozlem SVP, Global Head of HR at Atos, a business line leading in managed services, focusing on hybrid cloud & infrastructure, employee experience, and technology services through decarbonized and AI-enabled solutions. Ozlem Yavuz SVP Global Head of HR Atos atos.com

Christine Motherwell Senior Vice President of Human Resources Coca-Cola Consolidated

Passion for Leading People Driving Workforce Innovation! T distributed, and consumed. As consumer demand evolves, so does the industry’s focus on sustainability, workforce development, and technological advancements to ensure long-term success. Companies are now investing in leadership programs and talent development to build a resilient and adaptive workforce. These shifts highlight the growing need for comprehensive human resources strategies that emphasize both employee growth and company culture. With a greater focus on creating supportive environments, the industry’s future relies on nurturing talent and maintaining a competitive edge. he beverage industry is integral to global consumer markets, continually shaping preferences and innovations in how products are developed, Christine has spent 17 of her 21 years in the Coca-Cola system leading people in various roles. Therefore, when it came to leading HR at Coke Consolidated, she considered it a natural transition. After all, leading people is what HR is about. Helping Teammates be their best so they can achieve their best is what Christine is most passionate about. Creating a Teammate-First Culture Christine is currently the Senior Vice President of Human Resources at Coca-Cola Consolidated Inc., reporting to the President & COO, Dave Katz. Coca-Cola Consolidated is the largest US Coca-Cola Bottler and is a publicly held company (NASDAQ: COKE). Christine Motherwell, the Senior Vice President of Human Resources at Coca-Cola Consolidated, is leading such transformative efforts within her organization. With her passion for empowering people and shaping organizational culture, she has consistently driven initiatives that prioritize the well-being and development of Teammates. Her leadership approach, marked by empathy and strategic foresight, has been important in aligning human resource functions with broader business objectives. Under her direction, programs centered on leadership development and employee engagement have created a workplace culture where Teammates can thrive, cultivating innovation and collaboration. Christine is responsible for the People Strategy, where she supports Teammates at every stage of their career and oversees HR functions like Total Rewards, Talent Acquisition, and Employee & Labor Relations. In order to empower the company’s Teammates to unlock their potential, Christine and her team work with all functions across Coca-Cola Consolidated to offer a wide range of learning experiences and resources. They continuously strive to ensure Teammates have the tools, resources, training and development, and feedback they need to grow and thrive in the company. Investing in Leadership Development At Coca-Cola Consolidated, the largest Coca-Cola bottler in the U.S., Christine’s vision for HR has played a key role in shaping the company’s people strategy. With a focus on building a “Teammate-first” culture, the company has developed initiatives aimed at growing its 17,000+ employees across 14 states and the District of Columbia. Through leadership programs, experiential learning, and educational opportunities, Coca-Cola Consolidated has built a workforce that is agile, committed to excellence, and that lives it’s Purpose – To honor God in all they do, to serve others, to pursue excellence, and to grow profitably. The company’s dedication to employee growth and team engagement has contributed to its recognition as a top employer and a leader in the beverage industry. At Coca-Cola Consolidated, there is a strong commitment to investing in the development of leaders. A custom curriculum is targeted at developing and growing Teammates at each stage of their career, from first-time leader to senior leader. Their impact and influence on the work experience of their direct reports is highly important, and there is a dedication to investing in leaders so that they are properly equipped to lead, train, and develop their team. leaders as they manage operations throughout the company’s 14-state territory. And it’s working. In addition to the creation of the Accelerated Leadership Development and Foundation of Leadership programs, the Coke Consolidated HR team ensures Teammates at all levels of the company have access to specialized experiential learning centers where they can actively engage in developing their skills through practical experiences. pursuing additional educational opportunities, including a two- or four-year college degree, license, or certification, and to promote personal and professional development and growth. The HR team also presents the company’s employee value promise through its ‘be’ statements – be supported, be empowered, be developed, be inspired, be rewarded, and be connected. Christine and her team are dedicated to creating the next generation of Servant Leaders. As part of that goal, they created Accelerated Leadership Development programs aimed at high-potential talent across five levels of leadership. They’re also invited to participate in the Aspiring Leader program, which allows Teammates to learn at their own pace through an online journey that builds and develops their core skills and competencies. It excites Christine to see the success rate of leaders who have participated and gone on to achieve greater roles within the company thanks to these numerous educational opportunities. Let’s delve into Christine’s advanced HR initiatives at Coca-Cola Consolidated: She and her team also established the Foundation of Leadership program focused on the 1,600 “critical middle” leaders who head up frontline Teammates. This program is an essential component in the cultivation and readiness of The company’s HOPE scholarship program supports eligible Teammates and their immediate family members in Beyond career opportunities, Coca-Cola Consolidated has also established resource groups as a part of the company’s

Seat at the Table framework. These groups give Teammates additional avenues for support, networking, and mentoring. produce the best policies and procedures the more they seek to understand. A front-facing, engageable HR team is the legacy I hope to leave behind.” Integrating HR into Business Operations Flexibility and Agility in HR Leadership Christine is passionate about her team integrating themselves into the business, fully understanding who they support and how to best support them. The ultimate goal is for HR to be seen as a true partner with a Seat at the Table. They are there to support Teammates and leaders not just when there is a problem but in thoughtful, strategic planning for the future of the business. She believes this mindset breeds a culture of excellence. From Christine’s perspective, HR professionals today need to be agile, quick on their feet, and flexible. The employee environment is changing swiftly, and HR needs to be prepared to respond and support while also helping their company and leaders stay ahead of the change. Being a strategic thought leader is essential for the HR leader of today and tomorrow. Valuing Employees and Proactive Leadership Managing Distractions and Priorities She is honored and humbled to work for a company that truly values its employees. This enables her, as the head of HR, to lead and support Teammates, the company, and the culture in a proactive, thoughtful manner, with full support from the Executive Leadership Team. What she finds most rewarding is investing time and resources into creating a meaningful experience where Teammates feel they are supported and can grow their careers. Christine is often quoted saying, “I do believe you can have it all; you just can’t have it all at the same time.” By this, she means that life occurs in seasons, with each season allowing for varying degrees of flexibility. It is about making choices, prioritizing what is most important, and focusing on that without letting distractions interfere. Continuous Professional Development in HR “It comes back to my passion for running an HR department focused 100% on never forgetting who they serve: the Teammates,” says Christine. “I hope I’ve taught and challenged my team on how to do that. I know they can She takes a multifaceted approach to staying updated on the latest HR trends, as she believes most HR professionals do. Christine is constantly reading books and articles, is a member of multiple professional HR organizations, partners heavily with both in-house and external legal counsel, and networks with peers both inside and outside her industry. She considers herself a lifelong learner and enjoys studying the profession. First-hand knowledge of HR She believes it is essential to truly understand the business being supported. The best way to achieve this is by spending live, physical time partnering with the business, listening, and learning. This first-hand knowledge enables HR professionals to offer top-tier partnerships and support to Teammates, leaders, and the business because they genuinely understand it. Growth and Development Opportunities Christine’s long-term aspirations align with her short-term goals, focusing on Teammates. Attracting them to work at the company through competitive and innovative recruitment campaigns and strategies; retaining those Teammates once they arrive through top-tier onboarding

and training from well-developed, purpose-led managers; and growing Teammates while they are here with access to training, development, and growth opportunities. This approach is enough to fill the year and many years ahead! member contentment and involvement, as well as the success of development and reward initiatives. The responses from this survey offer important information to leadership regarding team members’ perceptions of the company and how their experience, job performance, satisfaction, and retention rates can be enhanced. The Manager Category continues to appear in the Top 3 most favorable categories, maintaining an overall Manager favorability score between 78 and 80%. Coca-Cola Consolidated considers itself to be a learning organization that empowers Teammates with experiences and resources — and a pathway for career progression, thanks to the help of leaders like Christine. Commitment to Developing Servant Leaders Coca-Cola Consolidated was named to the 2024 “World’s Most Admired Companies” list by Fortune and the 2024 “America’s Most Successful Midsize Companies” list by Forbes. These awards are a direct reflection of the hard work of the 17,000+ Teammates who passionately serve each other, customers, and communities every day. Coca- Cola Consolidated is truly honored to be included among these high-performing companies. Coca-Cola Consolidated’s dedication and commitment to developing the next generation of Servant Leaders has yielded favorable outcomes and enhanced team engagement. Through the evaluation of readiness and internal mobility, it was found that 42% of the individuals in the Accelerated Leadership programs have either been promoted or have seen their work’s scope and scale grow. “HR leaders are the architects of workplace culture, shaping an environment where talent flourishes.” Furthermore, key middle managers involved in the Foundations of Leadership program have advanced in rank or expanded their leadership duties. In addition, a yearly engagement assessment is carried out, executed, and evaluated by an external third party to measure team “Being recognized by these esteemed organizations demonstrates our ongoing commitment to excellence,” said Christine. “It is also demonstrating the drive of our Teammates, who make Coca-Cola Consolidated a great place to work and grow your career.” She added.

The Evolution of HR From Administrative to Strategic Partner H ago, it functioned as an easy, modest executive role of interest to the just downright routine tasks of things such as payroll and recruiting and handling employees, now the importance afforded to today is added as part of this group for purposes of organizational strategy; but forms greater business changes of processes and talent importance to. uman Resources, or HR, is one of the most basic business functions that have undergone drastic changes over the last two decades or so. But whereas twenty or more years The Historical Functionality Role of HR Traditionally, HR departments were very transactional, handling personnel files and ensuring that labor laws and employee benefits were met. Therefore, these services kept the organization running but were more transactional and not necessarily strategic in the sense that they were seen to be custodians of policies rather than helping in strategic decision-making. This is just because HR has felt that its main role ought to be around rules and practices. The organization had been shifting priorities from being majorly centered around employment and operations to cost control and risk management. These are some of the core functions and, thus, are not anymore a complete set that HR is supposed to deal with these days. Evolving Organizational Priorities Change in the role of HR comes from the shifting dynamics within an ever-changing workforce and, more importantly, changing business priorities. With globalization, technological change, and the growth of knowledge-intensive industries that call for an increase in human capital as a measure of success, organizations are discovering that people are more than mere employees but the embodiment of innovation, productivity, and competitiveness of the new modern economy. December 2024 | 16 | womenworldmagazine.com December 2024 | 17 | womenworldmagazine.com

3. Employee Engagement and Culture This way, the scope of HR gets challenged and broadened to be more inclusive, such as workforce planning, leadership development, and designing the organization. No more is Hr the back office but is held as part of the leading team. The expectation of businesses in the direction of HR is high. HR encompasses the talent strategies that, other than reflecting corporate goals, also look toward the workforce for the future and help develop a strong and healthy organizational culture. A healthy organizational culture and a productive population of employees are all constrained to productivity and innovation. In that regard, HR can solve morale- reducing issues that range from changing performance management systems to developing effective communication or designing flexible working patterns. 4. DEI Strategic HR in Action Diversification and inclusivity characterize organizations within today’s generation. Human resources are appropriating management in a just workplace; therefore, leveling ground for just recruitment processes, biased training, and providing feelings of belonging to each workforce working individual. The practice portrays social values but, in a way, creates teams full of creative problem solvers. It is where business objectives meet managing people. It involves taking an active role in dialogue with the top leader in designing policies and practices that help increase performance and satisfy employees as a means of promoting success in their organization. 1. Workforce Planning and Talent Management 5. Using Technology and Data Today, HR plays a very, very significant role in talent forecasting and in developing attraction, retention, and development strategies to retain high performers in the company. This is done through succession planning, which includes identifying gaps and developing employees to bridge those gaps so that the right people are in the right place for the long-term sustainability of the business. HR is using the wave of technology to make more effective and efficient decisions. AI, predictive analytics, and cloud- based solutions allow for workforce trend analysis, launch initiatives' effectiveness, and automation of routine procedures for HR groups. In this way, it empowers HR as an enterprise regarding credibility and influence within an organization. 2. Leadership Development Most organizations look for developing future leaders. HR professionals are responsible for designing and implementing programs to discover and nurture potential leaders who could offer developmental opportunities, preparing them for additional responsibility. All this reinforces the capacity of the organization to take advantage of new challenges and exploit new opportunities. The Future of HR This continuous process evolves based on changes in the organization’s internal and external environment. So, in such a place of work, remote working, gig employees, and worker well-being will exist; to survive, HR will come forward and define how to react to such trends of the present age to succeed in the future. December 2024 | 18 | womenworldmagazine.com

“Motivating employees to work at their full potential is the main premise of successful management.”

Empowering the Workforce E mployee engagement has become a central focus for organizations aiming to create a productive and motivated workforce. With new work models emerging and employee expectations shifting, businesses are adopting fresh strategies to maintain enthusiasm and commitment. Companies today recognize that an engaged workforce leads to higher productivity, reduced turnover, and better overall workplace satisfaction. Understanding Employee Engagement Employee engagement refers to an individual's enthusiasm and dedication to their job and employer. It goes beyond job satisfaction and involves a deeper emotional connection with the workplace. Engaged employees are more likely to contribute positively, stay committed to their roles, and help organizations achieve their goals. Businesses must understand what drives motivation and design initiatives supporting professional and personal growth. Personalized Employee Experience A one-size-fits-all approach no longer works when addressing workplace satisfaction. Employees expect personalized experiences that cater to their individual preferences and career aspirations. Organizations now focus on customizing work environments, career development plans, and recognition programs. Personalized employee experiences ensure that individuals feel valued and understood, leading to greater commitment to their roles. Flexible Work Arrangements Flexibility in work schedules and locations has become a key component of workplace engagement. Remote and hybrid work models give employees greater control over their work-life balance. Companies that adopt flexible December 2024 | 22 | womenworldmagazine.com December 2024 | 23 | womenworldmagazine.com

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” Employee Well-Being Programs policies show employees that their well-being is a priority. This approach enhances satisfaction and encourages a sense of responsibility and accountability. Workplace well-being is no longer limited to physical health benefits. Mental health, financial wellness, and work- life balance programs are now integrated into employee engagement strategies. Providing access to counseling services, stress management workshops, and wellness initiatives ensures employees feel supported in all aspects of their lives. Open Communication and Transparency Trust is built when employees feel informed and included in decision-making processes. Open communication ensures that employees understand company goals, expectations, and any changes taking place. Regular town hall meetings, feedback sessions, and transparent leadership help create an environment where employees feel their voices matter. Employees who see their opinions are valued develop a stronger connection with their workplace. Technology-Driven Engagement Advancements in technology have provided businesses with new ways to enhance engagement. Digital platforms, employee engagement apps, and AI-driven analytics help organizations understand employee needs and preferences. Technology-driven solutions make gathering feedback, tracking engagement levels, and implementing necessary real-time changes more manageable. Career Development and Growth Opportunities Career advancement opportunities are a significant factor in maintaining enthusiasm within the workplace. Organizations that invest in skill development programs, mentorship, and continuous learning create an atmosphere where employees feel encouraged to grow. Clear career progression paths motivate employees to improve their performance and remain dedicated to their roles. Purpose-Driven Work Culture Employees seek purpose in their work beyond financial incentives. Organizations that align business goals with meaningful contributions to society attract and retain talent. Social responsibility initiatives, sustainability efforts, and ethical business practices create a workplace culture where employees feel fulfilled. Employee Recognition and Rewards Acknowledging hard work and achievements boosts morale and motivation. Employees want to feel that their contributions are appreciated. Organizations have moved beyond traditional reward systems to include personalized recognition, peer-to-peer appreciation, and experiential rewards. A well-structured recognition program can increase job satisfaction and strengthen loyalty. Conclusion, Enhancing workplace engagement requires a multifaceted approach that aligns with employees' expectations and aspirations. Businesses that prioritize flexibility, communication, recognition, and well-being create an environment where employees feel valued and motivated. By adopting these modern methods, organizations can cultivate a committed, productive, and satisfied workforce. December 2024 | 24 | womenworldmagazine.com

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Christine Motherwell: Creating a Supportive and Inclusive Work Environment