Pepsi co case of study building gender balaned leadership team updated


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Ozlem Salur, PepsiCo: Building Gender Balanced Leadership Teams

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Pepsi co case of study building gender balaned leadership team updated

  1. 1. PepsiCo Case of StudyBuilding Gender Balanced Leadership Teams2012 CONFIDENTIAL
  2. 2. PepsiCo Within PepsiCo, our commitment to diversity and inclusion encompasses the goal ofachieving parity between women and men in our management and leadership ranks
  3. 3. Gender Balanced Leadership Teams Build a leadership pipeline that reflects the Consumer 1 and Talent demographics Creating a competitive advantage through Gender 2 Balanced teams in PepsiCo PepsiCo South East Europe and Turkey Journey, key 3 insights and cultural implications
  4. 4. Build a leadership pipeline that reflects theConsumer and Talent demographics ! Studies show that companies with significant number of women in Senior Roles perform better than others ! Women worldwide control about $20 trillion in consumer spending each year ! Women are the driving force behind more than 70% of purchasing decisions ! Sixty percent of university graduates in Europe and North America are women !"#$%&()*"+(+",&-(,&.-(/#01-&0023(4515.6(7188&-/&$9-CoxIn Europe, only 7% of the total number of Executive Committee members of the top 101 European companies are women 4 Source: 2010 WOMENOMICS101, 20-first
  5. 5. A few women at Senior levels... In Europe, 44% of companies have atleast one woman on their Executive Committees. The US leads theway, well ahead with 87% of American companies havingat least one woman on their Executive Committee. Source: 2010 WOMENOMICS101, 20-first
  6. 6. The problem is not only at the top: womenare increasingly outnumbered as they risethrough the ranks
  7. 7. ...the most important issues: !"#$%&()*#$)(+&#,-$./,&+0#$ ; Combination of work and domestic responsibilities: The linear career path ; No space for career breaks or the rejection of a geographical mobility option: Dual career couples ; Couples need to find better ways of balancing life and work during their careers: Lack of role models ; Few women in senior roles, to build role models: Need for promotions and development ; Women perceive that males are getting most of the promotions and development opportunities: Lack of flexibility ; Work life balance: The talent gap ; The female representations drops at almost every management layer
  8. 8. Creating a competitive advantage through Gender Balanced teams in PepsiCoPepsiCo Europe holistic approach to increase female representation management and leadership ranks Commitment Development Enablers
  9. 9. Our Commitment started with the top of theorganization and today: Commitment : Diversity and inclusion are a key part of who we are and firmly anchored in our core values : Behaviours that support diversity and inclusion are embedded in our Leadership Model : All people managers have a diversity and inclusion objective as part of our Performance Management Process and Senior Leaders have targets for women representation : In 2012, Europe Regional Leads developed an action plan to ensure gender balanced management and leadership teams as part of our Talent Review process
  10. 10. Key initiatives to increase femaledevelopment in PepsiCo: Development : Talent Review: Detailed plans to drive female representation at executive levels with strong focus on Select, Develop and Retain : Career Conversations: Conversations to explore factors influencing mobility, life stage and any issues impacting Work Life Balance as part of the Talent Review Process : Mentoring: Formal and informal mentoring programs : D&I Scorecard: 2 year aspirational goal to ensure gender balanced management and leadership teams : Communities(<-9"1-9(0="-0"$061=(">(7",&-?0( International Networking, Global Summit of Women, Empowering Women and other high profile conferences : Communities: Support to Trestle foundation to help female entrepreneurs in emerging markets, while providing development opportunities to our internal talent
  11. 11. Video !"#$%&()&%)*)(+$*,-)./*.) always offer really challengingtasks for people, and at the same time is growing people, developing people, and understanding their motivators *,0)0#%&1#%2Kristina Rossova, R&D Manager Europe
  12. 12. Retaining focus on evolving our culture &environment Enablers : PepsiCo have various practices around work life balance: : FlexiCo Program ! Flex Place - Work from another location one day a week ! Flex Time - Adjust on-going schedule around core work hours ! Flex Day - Summer hours - Compress 5 days of work into 4 ! day : As part of the annual objective setting process, &,=@"A&&0(B10%#00(+186(86&1$(,.-.9&$0(+6.8(Cone simple thing?(+"#@B(6&@=(86&,(.%61&5&(.(/&88&$(+"$D-home balance : Being more effective at work - Less is More and Simplicity : Encouraging our employees to lead a healthier lifestyle - Fit for Life, Vive Saludable and Vielife : Maternity Management an innovative, holistic approach which meets the needs of our women through all stages of their pregnancy
  13. 13. Video !34)*)(+$*,-)%5$$(1.%)-(5)&,)such a great way, it just gives you ./#)#6.1*)$5%/)-(5),##02Helen Hofstede, Project Manager Quaker Oats
  14. 14. Building Gender Balanced LeadershipTeamsKey success factors : Leadership commitment and accountability : Focus on our Culture and Environment : Career Conversations to understand aspirations and explore factors influencing mobility and life stage : Career development tracked by Talent Management : Transparency by implementing gender diversity scorecard and goals : Measures to facilitate the work-life balance
  15. 15. South East Europe and Turkey Journey Umran Beba, formerly President of South East Europe and now President of AsiaPacific, achieve nearly 40% female representation in her leadership team in Turkey
  16. 16. !(+1#/2.$3+#45#.5$(,5466#&$65#,574*8$Women... Many women in Turkey would like to work but they face a number of difficulties that prevent them from doing soWomen with poor levels of education, especially in urban areas: : Have access to jobs that offer low wages and harsh working conditions : The cost of hiring someone else to help working women with childcare and domestic work is too high Source: WorldBank
  17. 17. Some factors affecting women to join the labour force... Social and Cultural Constrains Economic Constrains : Family would not allow : Low wages (high informality) : Safety : Long working hours : Mistrust : Economic crisis : What would others say : Insufficient education : Care giving : Lack of affordable childcareSource: WorldBank
  18. 18. 9(+:#8$!;<=>?@$>9!A!>9!>=$=B<BCB$D!(+17."$95457.57:4*$E,.575(5#Women are disadvantaged !" Schooling ratio, 2010-2011 Mean age at first marriage by sex Employment status 2011 Reasons of not being in labour force 2011
  19. 19. 9(+:#8$!;<=>?@$>9!A!>9!>=$=B<BCB$D!(+17."$95457.57:4*$E,.575(5#Women are disadvantaged Distribution of Employment by agriculture and non-agriculture, 2004-2011
  20. 20. PepsiCo has done a good progress inGender Balance over the years in Turkey Turkey Female Population in PepsiCo Executive Female Business RepresentationTurkey Emp Mgrs Exe Global Europe SEE Turkey 32% 33% 32% 26% 26% 27% 19% 20% Female Representation Female Representation
  21. 21. ...So, how our journey begun?
  22. 22. The Journey started with our LeadershipTeam.. : A Task force was established and led by Umran Beba (Region President) : Our target group: Female executives and managers : Quantitative survey and focus groups to understand: : WLB : Culture : Communication : Development : Opportunities, challenges and issues identified : Actions defined in workshops
  23. 23. Actions defined:Targets given for Female executiverepresentation To Region President To Functional VPs To Business Unit GMs To Market Unit GMs To HRDs
  24. 24. Flexibility to facilitate the work-lifebalance... Work from another location one day a week Summer hours - Compress 5 days of work into 4 1/2 days Adjust on-going schedule around core work hours of 10:00-3:00
  25. 25. ... And ONE Simple Thing as part of ourA,,(4*$F)G#:57H#.IJ Because Work Life Balance is different for everyone
  26. 26. ...followed by cultural change..... : Leadership meetings "! Regular updates about D&I in quarterly Leadership Meetings : Mentoring Programs Diverse and High Potential Executives has been matched with VPs and GMs : D&I Local councils in Business Units
  27. 27. ...and strong communication campaigns
  28. 28. We organizedinternal networks.... I$&#H#*60#,5al meetings ... And distributed developmental books
  29. 29. ...then we decided to invest more
  30. 30. Being a role model with consistentcommunication...
  31. 31. ....and promoting gender equality inmanagementPepsiCo was among 30 local and international companies that signed Turkish Society for Qualitys gender-equality declaration"Women have the Right to Govern - Gender Equality in Management"declaration, showing their support for equality, diversity and inclusion in the workplace.
  32. 32. In 2012 our journey requires a new focus...We have a much more diverse workforce: 14 countries: Different religions and cultures: Bottler acquisition and culture integration: We have much larger population (7,000): Leadership Team from 6 different nationalities: 33% Female executives in South East Europe
  33. 33. ...Our journeywill continue...