HRD talks to Coca-Cola Amatil New Zealand's new general manager of people and culture about her HR strategies
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Coca-Cola Amatil (CCA) New Zealand confirmed earlier this year that Susan Lowe has returned to the business, this time as general manager of people and culture.
Lowe was CCA’s interim HR manager for sales in late 2016 and has returned home from the UK to take up the executive position, responsible for developing capability and team culture across New Zealand and Fiji.
Lowe told HRD that she has inherited a “fantastic legacy” at CCA.
Indeed, CCA has been accredited as an Aon Hewitt Best Employer for two years running, making them part of an engaged group of organisations that provide outstanding workplace environments for their staff.
“However, I know that keeping employees engaged, safe and happy is always a work in progress and we can’t afford to stand still,” said Lowe.
“I want to ensure we stay at that high level by building on the great work that’s already been done and add even more value.
“That starts with understanding the business from top to bottom, and I’ve been rolling up my sleeves and getting out with our truck drivers delivering product, stocking shelves with our sales team, and meeting everyone I can.”
Lowe added that she is really excited about learning what makes CCA tick, and then sharing their own learnings with the broader industry so they can improve engagement and wellbeing for everyone.
So what does Lowe hope to see implemented at CCA over the long term?
“I hope to improve our HR technologies and increase the digitisation of our HR processes so our people can have more say in all areas of our operations,” said Lowe.
“These kinds of technologies allow us to communicate better with employees without barriers.”
Lowe added that through integrated systems there’s no need to go through one person to get forms.
Employees get easier access to all their personal information like leave and company policies, and they can give feedback whenever they want, not just during a formal consultation process, said Lowe.
That would allow more of our employees to participate fully in the business at a deeper level and pass on feedback from customers in real time so that CCA can be more responsive.
Lowe said she is proud that CCA have already have a strong diversity and inclusion strategy and so continuing to focus on this and lead the way in the industry is something I am passionate about.
“I want CCA to be a true workplace of the future, enabling people to bring their whole self to work and lead fulfilling lives,” said Lowe.
“This includes upskilling employees, which is not just about sending our people on courses. Our development approach takes the 70/20/10 framework – 70% learning from experience, 20% through exposure and 10% through education.”
Lowe added that she is fortunate enough to have a good range of experience from around the world and across different industries.
“While I think New Zealand can teach the world a lot when it comes to good HR practices, it’s always useful to have a different perspective so you’re not operating in a bubble,” said Lowe.
“I hope to take the best cutting-edge thinking from overseas and tailor it to our own environment.
“Working at CCA, I’m also lucky enough to be part of a global team that’s proactive about sharing best practice and learnings.”
