PPL Benefits presentation

1. 1
Fran Nevrkla OBE
PPL Benefits Package
Review, Audit & Benchmarking Exercise

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Agenda
• Who are PPL?
• PPL’s Approach to Engagement
• PPL’s Top 10 Priorities
• Employee Benefit Review Project
• PPL Reward and Recognition

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Who are PPL?

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PPL’s Approach to Engagement
Priority 1
Deliver the Net Distributable Revenue target (revenue budget less cost budget)
Priority 3
Deliver a first-class licensee experience and continue to raise awareness of PPL
with prospective licensees, consumer groups and trade bodies, the general
public
Priority 4
Deliver a first-class member experience with enhanced accountability and
transparency
Priority 5
Continue to develop and deliver PPL’s people Strategy

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PPL’s Approach to Engagement
• Focus on action planning, involving and communicating with staff.
• Pay and benefits review. The number one cause of dissatisfaction & leaver
motivation.
• Review & enhance personal & career development opportunities.
• Further review & develop management skills.

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PPL’s Approach to Engagement

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PPL’s Approach to Engagement
0%
10%
20%
30%
40%
50%
60%
70%
80%
2011 2013 2015
I believe action will be taken as a result of this survey

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PPL’s Approach to Engagement
74%
77%
81%
68%
72%
76%
80%
84%
2011 2013 2015
Overall Employee Engagement Score

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PPL’s Approach to Engagement
£155,000,000
£160,000,000
£165,000,000
£170,000,000
£175,000,000
£180,000,000
£185,000,000
£190,000,000
£195,000,000
£200,000,000
2012 2013 2014 2015
Revenue Growth

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Why are the right benefits important?
• Benefits are an important factor in the attraction and retention of staff
• Benefit packages can become outdated and unattractive and without regular
review we could be over generous, not generous enough, or no longer relevant
• Recognition within the business that employee engagement in general and with
the benefits offering was low
• We can invest a great deal in benefits but without employee engagement or
relevance, we will not see a return on investment

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Benefits Review Approach (External)
• Capita carried out an audit and review of PPL employee data and the benefits
available together with demographic benchmarking to give a strategic overview of
the benefits on offer and the benefits that we should offer in the future
• Age, gender, marital status, income, etc. of a person has a significant bearing on
their financial and social needs and decisions. An employee’s demographic profile
directly influences:
 The types of benefits they would prefer to receive
 The types of benefits actually chosen when given the opportunity
 The best way to communicate the existence of benefits
• This approach enabled us to understand whether the individual component
benefit plans and the overall package were still relevant to PPL’s demographics,
competitively benchmarked and in line with market best practice

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Benefits Review Approach (Internal)
As well as using a benefits consultancy, we also needed to ensure that we looked
beyond the data for a holistic approach. Matching like for like can lead to a bland
benefits package offering no unique selling point, little impact and no hint of what
PPL is about
A benefits survey was distributed company-wide to understand
how the employees perceived the benefits package, what would
be attractive to them and what was valued by them.
By establishing where we could make improvements and seeking
out direct feedback made employees feel appreciated and
motivated as well as manage expectations

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Findings
Not aware of monetary
value of benefits
Earnings within PPL
towards the lower end of
the scale (47% earned
between £10,000 and
£27,000) - many of our
benefits were salary
linked
PPL’s employee
demographic is primarily
young and with a nearly
equal split of male and
female populations. This
did not match with our
current benefit offering,
which could be described
as being appropriate for
a middle aged, married
male with children”.
In general, PPL’s benefits
package was good for its
size but there was a
need for design and
scope of the benefits to
respond to the needs of
the PPL demographic
84%

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Findings
• Majority of benefits PPL invested in were being recognised by a small
percentage and in the bottom half of the benefits valued by employees
• The 2 largest service bands were up to 12 months service (26%) and 1-3
years service (30%). The majority of the core benefits were service related
after 6 months, 1 year 2 years and 5 years service
Additional holiday
with length of
service
Music related
benefits
Flexible working
Top 3 benefits employees were asking for were;

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Outcome
To update the current benefit offering so that it was relevant
to the company’s demographic
To raise benefit awareness
To increase understanding of the value of the benefits
available
1.
2.
3.
Based on the findings from both the Capita report and survey results, a number
of recommendations were presented to the Executive team
Given the challenges PPL faced, 3 clear priorities emerged:

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Changes
Weekly fruit
baskets
implemented
Benefit
workshops
provided to
educate
employees
Increased
holiday
with length
of service
Decision to
move to an
Online
Benefits
platform
Qualifying
periods
reduced

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Music Studio Software
I’ve been using my new software to
produce, record and remix tracks
for the Dmode Label”
Marcel Somerville
Account Manager, PPO
Changes
Contribution
up to £120
towards a
music
related
activity
Total
Reward
Statements
distributed
Monthly
benefit
inductions
to promote
benefit
choices Social
Committee
formed
with
regular
events

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Benefits Engagement
41%
43%
59%
0%
20%
40%
60%
80%
2011 2013 2015
PPL Employee Engagement Survey - 3 Year Analysis
I think the benefits I received compares favourably with other employers in our industry

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Employee Engagement Award

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Other Engagement Initiatives
Pulse
Monthly
Newsletter
Quarterly
Themed
Comms
Event

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Other Engagement Initiatives
Long
Service
Awards
How to…
Workshops
Management
Excellence
Program