OHS 2022 Action plan

1.

March 2023

2.

Agenda
Time
Min
1
11:00
2
11:05
Speaker
5
Открытие встречи
Алена Рыбак
6 на
тауэр
По тауэрам:
Обзор прогресса OHS
Ключевые приоритеты на 2023 год
Тауэр Лиды и
представители команд
10
Результаты OHS РБС
Алена Рыбак
20
Приоритеты на 2023 год
Открытая дискуссия
3
12:00
Topic
4
12:10
5
6

3.

OHS EXECUTIVE SUMMARY
Strength (75%+)
Area to Watch (55% - 74%)
93% (х) - vs RBS 2021 results
93% (+1)
Key Org Health Trends
94% (+1)
93%(+2)
Overall RBS scores are strong, higher than GBS results –
RBS OHS 93% vs GBS 85% (+1)
Significant progress on myGrowth 89% (+2pp),previous year
was +5 pp – keep progressing! myCommitment 93% (+2pp)
Good progress on myEngagement 94% (+1), myCompany
90% (+1 pp)
90% (+1)
95%
89%(+2)
96%(-1)
93%
Moderate decline in myTeam 96% (-1 pp)
The PepsiCo Way behaviours have very solid scores with
great positive trends in each area TPW 96% (+2 pp)
96%(+2)
3

4.

OHS results by functions
Key Org Health Trends
Highest OHS increase in HR Ops RBS
(+3)
High score, but moderate decline in SC
and GP (-3)
4

5.

OHS overview by employee categories
Org Health
Categories
RBS
L1-L7
L6-L7
L8-9
L10-L11
(n=1016)
(n=141)
(n=32)
(n=9)
ORG HEALTH
93 (+1)
92(+2)
90 (-2)
75 (-13)
ENGAGEMENT
94 (+1)
93(+1)
90 (-1)
78 (-12)
COMMITMENT
93 (+1)
92 (+3)
90 (-2)
73 (-14)
MY COMPANY
90 (+1)
92 (+5)
88 (-3)
73 (-8)
95
94 (-1)
97 (-3)
89 (+2)
89 (+2)
88(+2)
88 (-3)
78 (-9)
97
96 (-1)
99 (+2)
78 (-14)
96 (+2)
95
95(+1)
83 (+4)
MY WORK
MY GROWTH
MY TEAM
TPW
Key Org Health trends
• Slight improvement in L1-L7 group across all
categories, especially MyGrowth (+2) and TPW (+2)
• Overall decline in leadership L10-L11 group (-13pp)
Highest growth
Highest decline
5

6.

OHS by questions
OHS category
Questions with highest/ lowest scores
myBelief (L10+)
I understand PepsiCo’s vision of Winning with pep+.
Top &
Down
Scores
100
myWork
I can see a clear link between my work and my organization’s goals
and objectives.
99
myWork
I feel a sense of purpose from my work.
99
myCompany
The people in my workgroup are able to act quickly.
99 (+1)
I am confident that Senior leaders are taking our company in the
right direction.
75 (-13)
Senior leaders remove barriers so that we can adapt quickly to
challenges.
75
myBelief (L10+)
myBelief (L10+)
Key Org Health highlights
• Previous year we had decline in belief of
future success of PepsiCo, this year lowest
scores and highest declines are around
Senior leaders decisions/ actions.
6

7.

OHS by questions
OHS category
myCompany
Questions with highest increase/ decline
On most days, I have fun working at PepsiCo.
Score
difference
+5
myCompany
I feel comfortable in leveraging local flexibility policies to manage
my work and life.
myGrowth
Promotions and assignments at my company are based on a fair
and objective assessment of peoples’ skills and performance.
+5
TPW
Raise the bar on talent and diversity
+5
myBelief
The company is making the changes necessary to
compete effectively.
-5
myTeam
I feel supported in being my true self at work.
-2
myBelief (L10+)
I am committed to PepsiCo’s future direction.
-2
myBelief (L10+)
Senior leaders effectively communicate what the company is trying
to accomplish.
-2
+5
Key Org Health highlights
There has been an improvement in our 3 key
focus areas*:
• Career Fairness (+5), previous year was (+6).
• Fun at work (+5)
• Flexibility policy/ Work life balance (+5)
*RBS OHS priorities 2022:
• Сareer
• Ways of working/ workload
• Fun at work
7

8.

WTW
Key Org Health highlights
• 32% EEs think they have approved remote
work & location free position
• 24% EEs prefer to work 1 day from office
• 22% EEs prefer to work fully remote
8

9.

OHS lowest scores questions to discuss (all RBS)
Question
How satisfied are you with the recognition you
receive for doing a good job?
I’ve received honest feedback regarding my
future career growth at PepsiCo.
The company is making the changes necessary
to compete effectively.
Promotions and assignments at my company
are based on a fair and objective assessment
of peoples’ skills and performance.
My workgroup motivates me to contribute
more than is required in my role.
There is an equal opportunity for people to
have a successful career at my company,
regardless of their differences or background.
Vs OHS
Score
2021
82
2
82
0
83
-5
85
5
87
2
87
Question
Vs OHS
Score
2021
2
I can report unethical practices without
fear of reprisal.
How satisfied are you with your
involvement in decisions that affect your
work?
88
-2
88
0
I feel that this is a company where I can
have a successful career.
88
3
Compared to last year, I believe our
company has made progress as in the
Diversity, Equity, and Inclusion space.
88
11
I feel energized by my work.
Voice opinions fearlessly
89
89
1
1
9

10.

OHS action plan: RBS focus areas – Draft for discussion
Emerging Focus Areas
Engagement
Opportunity to address
What would help?
Having fun and energized
at work
#OneGBS culture,
engagement in BU & GBS
initiatives
Career
Communicate broader and
better about career
Growth
Recognition
My Work
Focus on recognition
culture
The company is making
the changes necessary to
compete effectively.
Enhance recognition in RBS
RBS focus
1. Townhalls/ Teambuilding’s/ working sessions F2F – calendar total RBS must
2. Participation in BU events (all levels up to event)
3. F2F onboarding/ plant visits & sales days (New)
4. WB & Fun initiatives within WTW framework (ПНЛ)
1. PPP twice per year on Tower level (hipo & underperformers action plans) and
joint PPP with BU functions. Integrated talent planning with BU
2. Focus on “how” to build career in RBS. RBS career framework
3. Leaders career insights (RBS; BU; GBS) – career
4. Mentoring program relaunch (mentors from BU; RBS)/ sponsirhip
TOOLS: functional& managers townhalls; trainings for people managers; working
sessions
1. Bravo team RBS level bi annual
LT discussion
10

11.

Key OHS priorities 2023 - Draft for discussion
Growth, career
Ways of working
Recognition
11

12.

RBS Career Progression
Critical
experience
Functional
Critical
Manager*
experience
(L9-L11)
Project Manager/
PEX/ Expert *
Role (L8-L9)
Specialist
/
Coordinato
r
Role (L1L5)
Crosstower
move
Supervisor*
Role (L6-L7)
Crosstower
Move
Cross-tower
Move
Cross-tower
Move
People management
Functional expertise
Process management
Move to BU
Helicopter view
Executive view
Forward thinking
Sr Stakeholder
Project management management
Digital acumen
Career
Pathing
Use these insights to visualize
your career path options within
PepsiCo and GBS
Forward thinking
Cross-functional experience
Agility
Business overview Stakeholder management
Design thinking
PepsiCo culture
Cross-tower
Move
Move to BU
Move to BU
Move to
BU
Business
acumen
Executive
Lead (L10-LG1)
Inspirational leadership
Networking
Service & LEAN culture
*Approximately
2-3yrs per role
6

13.

14.

OHS action plan 2021: RBS focus areas
Emerging Focus Areas
Engagement
Opportunity to address
Reduce possible burnout
WB initiatives within WTW framework (ПНЛ)
Career communications
Communicate broader and better
Focus on “why”.
TOOLS: functional& managers townhalls; trainings for people managers
Learning and career frameworks for key functions
(adapt to virtual WoW)
• Integrated talent planning with BU
• Career Advisory Lab
Targeted interventions for Key talent at different
levels (programs, projects, temp assignments
etc)
Targeted interventions for development of next wave leaders (L7-L9)
TOOLS: Beyond boundaries, etc
Learning and career paths
My Work
RBS focus
Having fun and energized at
work
Growth
Recognition
What would help?
Focus on recognition culture
Enhance recognition beyond company provided
formal tools
Pivot from managers to
stakeholders
Keep focus on engaging stakeholders
Workload
Keep work-life balance
Employee experience to remove none value activities and simplify work
Lead and drive engagement
in virtual teams
Upgrade manager capabilities (connection,
feedback, moments of fun etc). Role modeling by
leaders and managers
As a part of local WTW program (responsive working trainings for people
managers) and Yourtomorrow program
Make one’s job more
meaningful
Review org. design/ Upgrade hiring manager
skills – to avoid mismatch of one’s expectations
and job essence
Employee Experience program to improve employees' journey within the
company
Manager effectiveness
Reward & Recognition: Review RBS market relevance - the right pay
policy to drive a competitive position within a scarce talent market
14

15.

Growth and Development Partnership
Enable
Support
Own

16.

PepsiCo’s Talent Management Philosophy
We empower and
encourage our
associates
We hold people
managers
accountable
to discover and pursue their own
career aspirations. Each of us
“owns” our career and PepsiCo is
committed
to providing the most impactful
tools to help
us grow and achieve
our career goals.
to provide associates
with clear and candid coaching,
developmental feedback, and goalsetting to enable each associate to
achieve their highest potential. We
strive to help our leaders become
“Masters” at talent management.
We differentiate
talent
We promote from
within
We strive for
transparency
and allocate resources and
rewards based upon sustained
performance, potential and
aspiration.
and selectively recruit from
the outside when we need to
augment the pipeline with
new knowledge, skills and
capabilities.
and share information with
associates regarding decisions
that affect them.
We believe that such
transparency creates a climate
of mutual trust and respect
and is aligned with our Values
and ethics.
16

17.

Growth and Development Partnership
Employee
Reflect on aspirations, capabilities, and
engagement - complete the ACE
Worksheet
Seek to learn more about areas of
interest (MyPepsiCo, reach out to other
areas, etc.)
People Manager
Guide on Growth and Development
resources available
Share timely and candid feedback on
strengths and opportunities
PepsiCo
Provide resources to enable Growth &
Development, including:
• G&D Trainings for associates and
people managers
• ACE Worksheet
Mentor on Development plan priorities
• PepsiCo Jobs
Take ownership of Development plan
Help gain Critical experiences required
My Development platform
(coming)
Ensure MyP&D profile is up-to-date
Sponsor at people planning/talent
reviews and in your networks
GBS GUIDE Mentoring Program (

18.

What is my role in Growth & Development?
Associate
Reflect on aspirations, capabilities, and
engagement
People Manager
Share clear examples of associate
strengths / opportunities
Use your observations
PepsiCo
Provide resources to guide more
effective Growth & Development
conversations, including:
Complete the ACE Worksheet
Gather feedback from key
stakeholders
G&D Trainings for associates and
people managers
Seek to learn more about areas of
interest (MyPepsiCo, reach out to other
areas, etc.)
Review available assessment results
ACE Worksheet
Create and take ownership of
development plan
Ensure MyP&D profile is up-to-date
Create ways to help your associate get
critical experiences in their current role
Share your experiences and introduce
associate to your network
Champion your associate in talent
conversations / share open roles
Seek opportunities to
enhance/implement programs to help
with development and critical
experiences
Launch of My Development
GBS GUIDE Mentoring Program

19.

Облако слов/ словосочетаний
Что важно для построения правильной культуры
карьерного развития?
19

20.

Career
Culture
Transparency
You OWN your career
Feedback
Networking
Critical experience
Learning (70/20/10)
Vertical/ Horizontal
Manager’s quality:
performance management
Quality career conversations
valuable development feedback
Fairness
Trust
20

21.

Какие умения, знания и навыки
необходимы для развития карьеры
ЛИДЕРСКИЕ НАВЫКИ
Уметь вовлекать, воодушевлять и мотивировать других, фокусируясь на важном
ФУНКЦИОНАЛЬНАЯ ЭКСПЕРТИЗА
Это основа вашей карьеры. Развивайтесь в своей функциональной области,
оттачивайте свою экспертизу и берите на себя больше ответственности
ДОПОЛНИТЕЛЬНЫЕ НАВЫКИ – ЗНАНИЕ БИЗНЕСА
Расширяйте свое понимание того, как работает наш бизнес в целом, как мы
производим, доставляем и продаем нашу продукцию
21

22.

RBS Typical Career Progression
Groups
Executive
Lead (L10LG1)
Functional
Manager*
(L9-L11)
Project
Manager/
PEX/ Expert
*
Role (L8-L9)
Supervisor*
Role (L6-L7)
Specialist/
Coordinator
Tower
Another Tower
PEX
BU

23.

4 Key Roles in Finance
All 4 Finance roles are integral to helping PepsiCo become Faster, Stronger, and Better. The “Navigator” and
“Catalyst” roles are even more critical as we transform our Finance function and add greater value.
Navigators set the agenda and
long-term strategy. The
business looks to them for
target setting and planning,
and portfolio resource
allocation.
Integrators are delivering
sustainable results against KPIs.
The business looks to them for
decision analytics, P&L, cash
flow optimization, etc.
Navigator
Integrator
Catalyst
Catalysts are reshaping the
business, through portfolio
transformation, future-ready
operating models and
capabilities, innovation and
productivity.
Trustee
Trustees enhance the
enterprise value by conducting
performance reporting, asset
value maximization, business
governance, and risk mitigation.

24.

Finance Enabling Capabilities
There are 9 Enabling Capabilities that will equip the Finance function for long-term success. These are the basis of the
Enabling Capabilities Self-Assessment and should be discussed as part of development plans.