PepsiCo's document discusses building gender balanced leadership teams. It outlines PepsiCo's commitment to diversity and inclusion, including achieving parity between women and men in management. It describes key initiatives like talent reviews, mentoring programs, and work-life balance policies. The document also discusses PepsiCo Turkey's journey to increase female representation in leadership, through actions like establishing a task force, conducting surveys, defining flexibility policies, and strong communication. PepsiCo Turkey has seen success, with around 33% female representation in leadership roles.

1. PepsiCo Case of Study
Building Gender Balanced Leadership Teams
2012 CONFIDENTIAL

2. PepsiCo
Within PepsiCo, our commitment to diversity
and inclusion encompasses the goal of
achieving parity between women and men in our
management and leadership ranks

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. Build a leadership pipeline that reflects the
Consumer 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
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In 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. A few women at Senior levels...
In Europe, 44% of
companies have at
least one woman on
their Executive
Committees.
The US leads the
way, well ahead with
87% of American
companies having
at least one woman
on their Executive
Committee.
Source: 2010 WOMENOMICS101, 20-first

6. The problem is not only at the top: women
are increasingly outnumbered as they rise
through the ranks

7. ...the most important issues
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; 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. Creating a competitive advantage through
Gender Balanced teams in PepsiCo
PepsiCo Europe holistic approach to increase female representation management
and leadership ranks
Commitment Development Enablers

9. Our Commitment started with the top of the
organization 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. Key initiatives to increase female
development 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. Video
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always offer really challenging
tasks for people, and at the same
time is growing people,
developing people, and
understanding their motivators
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Kristina Rossova, R&D Manager
Europe

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,
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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. Video
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such a great way, it just gives you
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Helen Hofstede, Project Manager
Quaker Oats

14. Building Gender Balanced Leadership
Teams
Key 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. South East Europe and Turkey Journey
Umran Beba, formerly President of South East Europe and now President of Asia
Pacific, achieve nearly 40% female representation in her leadership team in Turkey

16. !(+1#/2.$3+#45#.5$(,5466#&$6'5#,574*8$
Women...
Many women in Turkey would like to work but they face a
number of difficulties that prevent them from doing so
Women 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. 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 childcare
Source: WorldBank

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. 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. PepsiCo has done a good progress in
Gender Balance over the years in Turkey
Turkey Female Population in PepsiCo Executive Female
Business Representation
Turkey Emp Mgrs Exe Global Europe SEE Turkey
32% 33% 32%
26% 26% 27%
19% 20%
Female Representation Female Representation

21. ...So, how our journey begun?

22. The Journey started with our Leadership
Team..
: 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. Actions defined:
Targets given for Female executive
representation
To Region President
To Functional VPs
To Business Unit GMs
To Market Unit GMs
To HRDs

24. Flexibility to facilitate the work-life
balance...
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. ... And ONE Simple Thing as part of our
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Because Work Life
Balance is different
for everyone

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. ...and strong communication campaigns

28. We organized
internal networks....
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meetings
... And distributed
developmental books

29. ...then we decided to invest more

30. Being a role model with consistent
communication...

31. ....and promoting gender equality in
management
PepsiCo was among 30 local and international companies that signed
Turkish Society for Quality's 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. 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. ...Our journey
will continue...