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Good Works A For Coca-Cola's E. Neville Isdell, corporate social responsibility isn't just about good deeds—it's about good business. by Tricia Bisoux lifetime of global experience has given E. Neville Isdell a unique perspective on the global economy. A native of Ireland, Isdell attended the University of Cape Town in South Africa during the 1960s at the height of apartheid. As a student of the social sciences, Isdell was deeply concerned with the inequali- ties he saw there. At the time, he envisioned a future career in social work, but he soon realized that he could effect greater positive change through enterprise than he ever could as a social worker. Little did he imagine that he would tackle social issues as the CEO of Coca-Cola, one of the most recognized brands in the world. Isdell came to Coca-Cola in 1966 to work for its bottling plant in Zambia. Over the next 30 years, he rose through the ranks, becoming general manager of Coca-Cola Bot- tling of Johannesburg, regional manager for Australia, and then president of Coca-Cola's Central European Division in Germany. In 1989, he became a senior vice president and spearheaded the company's entry into markets in India, the Middle East, and Eastern Europe. In 1995, he was named president of the Greater Europe Group, and from July 1998 to September 2000, he served as chairman and CEO of Coca-Cola Beverages in Great Britain, overseeing its merger with Coca-Cola Hellenic Bottling Company. He retired as vice chairman of Coca-Cola HBC at the end of 2001. Even then, he continued with the company as a consultant. It's no wonder that the company, headquartered in Atlanta, Georgia, called Isdell out of retirement in 2004 to lead it through one of the most important turnarounds of its history. At the time, the company faced stiff competition from PepsiCo and a growing market prefer- ence for more healthful drinks such as teas and bottled water. Its global sales of soda had slowed and the dominance of its brand seemed to be faltering. Isdell helped the company rejuvenate its brand and reconnect with the changing prefer- ences of customers. Under his leadership, Coca-Cola has acquired new product lines that tap into health and fitness trends, such as Glaceau's VitaminWater and Fuze juices and teas. Most recently, Coca-Cola bought a 40 percent stake in organic tea maker Honest Tea. Isdell is now helping the company transition to new leadership. He has chosen Muhtar Kent, currently the company's chief operating officer, as his successor. "Succession plan- ning is not something you do near the end of your tenure. It's something you should do right from the very start," he says. "Even as I returned to the company, I discussed with the board who would succeed me." As Isdell oversees Coca-Cola's evolution, he is acutely aware of the company's respon- sibility to society. He has championed social responsibility in the pages of The Wall Street Journal and at the World Economic Forum in Davos, Switzerland. In 2006, Coca-Cola announced its support of the United Nations Global Compact, which outlines ten prin- ciples of corporate involvement in areas such as human rights, environmental protection, ethical labor practices, and anti-corruption. Issues such as water recycling, water conser- vation, and community building also are top priorities for the company. Businesses must "be a force for positive global change—one community at a time," Isdell wrote in Coca- Cola's 2006 Corporate Responsibility Review. No company can sustain growth if it does not also contribute to the health and prosper- ity of its customer base, says Isdell. Business students, too, must be prepared to be active global citizens, he emphasizes, if they aspire to become successful global leaders. 16 BizEd MAY/JUNE 2008