Direccionamiento

Estratgico

Caso Backus
1
 Backus es
subsidiaria
de
SABMiller
(South
African
Breweries -
Miller),
2
empresa
cervecera de
 Company Snapshot
2013
Local Knowledge, Global Strength

Five-year financial review

for the years ended 31 March
2013 2012 2011 2010 2009 CAGR
1
Group revenue (US$m) 34,487 31,388 28,311 26,350 25,302 8%
2
EBITA (US$m) 6,421 5,634 5,044 4,381 4,129 12%
EBITA margin (%) 18.6 17.9 17.8 16.6 16.3 3%
Dividends per share (US cents) 101 91 81 68 58 15%
3
Sales volumes (million hl)
Lager 242 229 218 213 210 4%
Soft drinks 57 49 46 44 44 7%

1
Group revenue i ncl udes the a ttri butabl e s ha re of a s s oci a tes a nd joi nt ventures revenue.
2
Note 2 to the cons ol i da ted fi na nci a l s tatements provi des a reconci l i a tion of opera ting profi t to EBITA whi ch i s defi ned a s
opera ting profi t before exceptiona l i tems a nd a mortis a tion of i ntangi bl e a s s ets (excl udi ng computer s oftwa re) a nd
i ncl udes the groups s ha re of a s s oci a tes a nd joi nt ventures opera ting profi t, on a s i mi l a r ba s i s .
3
As defi ned i n the defi ni tions s ection on pa ge 180 of the 2013 Annua l Report.
 Historia de SABMiller
EUROPA

NORTE AMERICA

ASIA

AFRICA
CENTRO AMERICA

SUDAFRICA
AUSTRALIA
SUDAMERICA

1895 Fundacin de Cerveceras 1999 Ingreso a la Bolsa de

Sudafricanas y lanzamiento de
Castle Lager.
1993 - 2001 Comienza el
crecimiento Global
Valores de Londres 2005 Compra de Bavaria e
ingreso a Amrica Latina.
2002 Compra de Miller Brewing
Company USA Creacin de 2008 Adquisicin de Grolsch
SAB Miller (Pases Bajos)
2003 Adquisicin de Birra 2011 Adquisicin de Foster
(Australia)
4
Peroni Italia.
Company Snapshot
2013
Local Knowledge, Global Strength
Company Snapshot
2013
Local Knowledge, Global Strength
SABMiller
SABMiller Latam
 SABMiller Latam

9
 Operacin
Per

11
 Historia de
1954
Grupo Backus
Don Ricardo Bentin
Backus
1994 2000 2005
Compra de Compra de SABMiller
C.N.C. Cervesur

1996 2002 2006

Fusin de Bavaria Fusin de
B&J, C.N.C, Backus,
1971 Cervecera del Cerversur, San
Se funda Cervecera Norte y Soc. Mateo,
1879 San Juan Cervecera de Quipudata y otras
Fbrica de Trujillo
hielo
12
 Empresas de la
Operacin Per
Regiones Lima, Regin Oriente
Centro, Norte y Sur

Cerveceras

De Transportes

13
Ubicacin de las Plantas

Planta San Juan

Planta Motupe

Planta Cusco

Planta Ate
Planta Arequipa
Planta San
Mateo
Planta
Maltera
14
Modelo de Gestin
16
Modelo de
Desarrollo
 HR Operating Model

HR Specialists
Experto temtico que vela por la
actualizacin, ejecucin y efectividad de su
especialidad, con el fin de anclar las
estrategias del negocio y apoyar a la
sostenibilidad de un ambiente competitivo.
HR Business Line Mngr
Partner
Encargado de entender y gestionar
las necesidades del cliente,
liderando y facilitando en el rea
asignada, la implementacin de las
HR Shared Services estrategias de personas para
contribuir al logro de los objetivos.
Encargado de asegurar la productividad de los
procesos de HR para garantizar la satisfaccin de
nuestros clientes y la efectividad del modelo.
HR Specialists HR Shared Services HR BP
Cuales son las responsabilidades criticas de cada rea:
Define estrategia Administra procesos Interaccin con el cliente
Define agenda centrales y provee Define agenda con
organizacional respuesta si es cliente
Provee soporte para necesario Recibe temas de RH /
Implementacin Da soporte a la parte Administra o soluciona
Interacta Excom Generalista Implementa estrategia

Cuales son los temas mas importantes?

Expertise en los procesos
Administracin de
estratgicos SABMiller:
personal
SPR Todos los anteriores a
RL
L & D nivel de implementacin
Comp / Benf
OD a nivel supervisin /
KPI
PM operativo
Legal
Estrategia
Planillas

Cuales son los grupos principales de Interacciones

Excom / Directores Clientes operativos

Hub Toda Organizacin Personal operativo
Generalistas HR BP Especialistas
Toda organizacion Servicios
Alineamiento
Estratgico
 Strategic Priorities
Creating a balanced and attractive global spread of businesses
The wide geographic spread of our operations allows us to benefit from growth in
volumes and value in beer markets around the world. We continue to look for
opportunities to strengthen our geographic footprint in both developing and
developed markets through greenfield entries alliances, mergers and acquisitions.

Constantly raising the profitability of local

Developing strong, relevant brand
portfolios that win in the local
market
We seek to develop attractive brand
portfolios that meet consumers' needs in
each of our markets.
This includes expanding our offerings to
address new consumer segments and
drinking occasions, strengthening our
mainstream brands, building a
differentiated portfolio of global and local
premium brands and channelling the right
brands to the right outlets at the right time
and price.
businesses, sustainably
Our aim is to keep enhancing our operational performance
through top-line growth and continuous improvement in
costs and productivity. Its also important that we maintain
and advance our reputation, protect our license to trade
and develop our businesses sustainably for the benefit of
our stakeholders.
Leveraging our skills and global scale
Our global spread presents increasing opportunities to
gain value from the scale and skills of the group, not least
by leveraging our scale and expertise in procurement,
standardising our back-office functions and integrating our
front-office systems. We are also benefiting from ongoing
collaboration and the sharing of skills between our
businesses.
 Latam Planning Process
Overview
Strategic Planning Phase

Mid term plan

Strategic review (Resource 18 month plan Budget
allocation)

Review of the Transformation of Refined high level Transformation of

external strategy into a strategy for year the annual plan
environment and Mid Term Plan one. into a detailed
implications with the requisite Maps out budget and
thereof resource implementation of refinement of
Challenging / tradeoffs. key initiatives etc. resource
refreshing Detailed analysis Gain alignment of tradeoffs
strategies on capacity and the key Detailed monthly
Identifying key capex planning assumptions and plan and financial
opportunities requirements. risks for the projections for
and risks facing Results in high budget prior to the next business
the business level plan and detailed planning year.
Gain alignment indicative favorites
on strategy, financial
strategic choices projections for
and priorities the business.
prior to detailed
planning.
 3 Year Strategic Plan
Presidents summary
Market context
1.1 Company SWOT analysis
1.2 Strategic themes and focus areas
1.3 Company targets summary
1.4 Company snapshot of key KPIs

In Depth Detail by Strategic Theme

Financial projections

Stress Analysis

Appendix

SABMiller plc F08 23

 3 Year Strategic Plan
Presidents summary
2.1 External environment

Market context 2.2 Market overview

2.4 Competitors Update

In Depth Detail by Strategic Theme

Financial projections

Stress Analysis

Appendix

SABMiller plc F08 24

 3 Year Strategic Plan
Presidents summary
3.1 Grow Profitably our Brands
Market context 3.2 Be the most Competitive at the POS
3.3 Deliver Best Quality in our Products
In Depth Detail by Strategic Theme and Services
3.4 Excel in Cost Control Efficiency

Financial projections 3.5 Grow in a Sustainable Manner

Stress Analysis

Appendix

SABMiller plc F08 25

 3 Year Strategic Plan
Presidents summary

Market context

In Depth Detail by Strategic Theme

4.1 Volumes

Financial projections 4.2 Income Statement

4.3 Capital expenditure plan

Stress Analysis

Appendix

SABMiller plc F08 26

 3 Year Strategic Plan
Presidents summary

Market context

In Depth Detail by Strategic Theme

Financial projections
5.1 Growth equals GDP projection
5.2 Growth below GDP projection
Stress Analysis
5.3 Growth below GDP projection and
inflation higher than expected
Appendix

SABMiller plc F08 27

 Company Vision,
Mission and Values
Vision Mission Values

To be the most admired To own and nurture local Our people are our
Company in Peru by: and international brands enduring advantage.
Increasing the value which are the first choice of Accountability is clear and
market share through a consumers. personal.
brand portfolio that meets We work and win in
the different needs of our teams.
consumers Targeting to We understand and
be at least 10 times respect our customers and
larger than our next consumers.
competitor. Our reputation is
Providing a multiplying indivisible.
return to the
shareholders
investment.
Being the employer of
choice.
Having an exemplary
management model.

SABMiller plc F08 28

 Company SWOT
Analysis
Strengths
Healthy portfolio of brands leading the market in
every region.
Higher consumer preference for beer vs. formal and
informal alcoholic beverages.
Economies of scale and decentralized plants.
Strong distribution system.
Manufacturing facilities at the top of SABMillers
rankings.
Centralized support services (e.g., Procurement, IT)
Staff quality and capability.
Opportunities
Take advantage of Perus economic growth.
Develop new products that complement our portfolio
and target specific segments.
Develop Worthmore brands and increase the
segments market share.
Control the informal market by reducing its price
advantage.
Develop the female segment.
Expand beer availability in the market and cold culture.
Expand the culture of accountability across the
Organization.

Weaknesses Threats
Decline of mainstream brand leader (Cristal). Potential restrictions in advertising and selling alcoholic
Lack of a national brand. beverages.
Sales force focused on getting orders rather than Socio-political threats fueled by dissatisfaction of the
developing brands and trade in POS. flow of wealth.
Container availability and recovery. Growth of Economy segment:
High fixed costs. Price wars
Beer in PET
Distortions regarding excise taxes.
Growth in prices of imported raw materials and freight.
Lack of bench to replace top executives.
Two digit inflation in the medium term.

SABMiller plc F08 29

 Strategic Themes and Focus
Areas

Grow our Brands Deliver Best Quality Grow in a

Be the most Excel in Cost
Products and Services Sustainable
Profitably Competitive at the POS Efficiency
Manner
Re-align product Enhance RTM Improve RTM service Increase Develop people and
portfolio with growth effectiveness Manufacturing organization
opportunities Increase volume and Productivity
per-capita Maintain high quality Develop/implement
Develop Worth- Plan capacity growth green initiatives
more opportunities consumption and improve product and increase
freshness flexibility Change the excise
Align NPD with tax system
growth Reduce T1
opportunities Distribution Cost Develop/implement
strategy for tackling
Control growth of Implement container informal alcohol
Economy segment control system consumption
Continue to be price
setter
Implement CSD &
Water strategy

SABMiller plc F08 30

 Develop people and
SWOT organization
Opportunities
Functional Diagnosis Threats

Perus economic growth Competition for talent in the labour market

External

Incorporation of new staff Level of profit share (utilidades)

Excellent corporate reputation Salaries of Managers- with an average VC higher than 20%
Changes in labour laws

Strengths
Weaknesses
Challenging projects and teamwork forming Last salary increases below inflation
Mix of experienced personnel with recently Two consecutive years of dropping profit share
incorporated highly talented, young staff Internal salary dispersion
Highly flexible organization
Internal

Inequality of benefits between companies of the operation

Strong staff satisfaction results (>77%)
Multiple year collective agreements (3-5 years)
Improved labour relations
Strengthening Employer Brand
Possible creation of employee unions
Low cover ratio for Executives
Limited leadership skills among supervisory staff
Superficial PM culture in some areas
HR systems not integrated
 Develop people and
organization
The OE Survey (voice of the employee) performed at the Company allowed us to identify
Functional Diagnosis
improvement opportunities mainly in the areas of employee relations and human
capital competitiveness

OE Survey Results
COMPANY ETHICS
COMPLIANCE ORGANIZATIONAL RESILIENCE
REPUTATION CHANGE MANAGEMENT
VALUES ORGANIZATIONAL WELLNESS
SELF-MANAGEMENT PRACTICES
MANAGEMENT PRACTICES CORPORATE
ORGANISATIONAL FAIRNESS
INDIVIDUAL MANEGEMENT PERFORMANCE REPUTATION
LEADERSHIP HEALTH EMPLOYEE COMMUNICATION
& GOVERNANCE
77% REWARD AND RECOGNITION
HIGH 83%
EMPLOYEE
PERFORMANCE
INNOVATION RELATIONS PROPENSITY TO LEAVE
CULTURE
PEOPLE EMPOWERMENT 66% JOB-LIFE SATISFACTION
81% TOTAL EMPLOYMENT OFFERING
DECISION-MAKING

HUMAN CAPITAL
GROWTH OUTLOOK COMPETITIVENESS
79%
75%

77% Total Satisfaction

Weakness Strength
 Develop people and
organization
Competencies Acquisition Process
F11
Leadership solutions in core
business areas (Big Three -S&D
and Mnfg).
CAP reinforcement.
CAP
Initiate Leader Coach concept.
Alignment of PM and CAP.
F12
Generic Leadership Competences
developed through Line
Management coaching
Continue leadership solutions in
support functions.
Organizational Learning initiated.
CAP self-managed by Line
Managers.
F13
New Generic Competences
developed.
Learning solutions standardized
at national level.
CAP knowledge exported.
 Develop people and

organization
Distribution and Finance: Process optimization as result of Genesis
60.00
project. Headcount
50.00 3846 Sales: Telesales project.
40.00 Manufacturing: Balance of personnel reduction caused by Trujillo plant
30.00 closing, transfers to Motupe and hires in Ate Soft-drink plant.
20.00 HR: Process optimization
10.00 Marketing: SAP Budget specialist.
00.00
-40
1 3793 20 3792
-8 6
90.00
-10
80.00 -2 1 3776
2
-13 -3
70.00 -2 -4
-2
60.00

50.00

40.00

30.00

20.00

10.00

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00 Develop people and
00

organization
Salary & Wages: Salary adjustments F11: 5%; F12: 4.5%, F13: 4%.
Paycost
00

Clean Salary: S/. 2 million. Net increase of S/. 1.5 million (Manning S/.0.5 due to net Beer impact).
Headcount: Reduction of personnel as result of optimization projects and plans. 13.8
00

342.0
00 Bonus: Union negotiation closing bonus (estimate). 0.6
1.0 2.0 -0.6
12.7 330.8
00 2.0
2.1
13.5 1.3
00
318.0
-0.3 -0.5
308.4 -7.0
00

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Figures exclude: Non-core companies (Sporting Cristal, IESA.), Workers participation and Malteria & plastic cases paycost.
Budget
 Elaboracin de
Presupuestos
EJERCICIO Abr May Jun Jul Ago Sep Oct Nov Dic Ene Feb Mar Base Fechas

BUDGET P P P P P P P P P P P P Base Cero Oct - Ene

PF1 R R R P P P P P P P P P Budget, Real 3 meses Jun - Jul

PF2 R R R R R R P P P P P P PF1, Real 6 meses Set - Oct

PF3 R R R R R R R R R P P P PF2, Real 9 meses Dic - Ene

YEAR END R R R R R R R R R R R R PF3 y PY Abr

F12 F13 F14

3YP P P P PF1 Jul - Ago

P : Plan
R : Real

40
 Elaboracin de
Gastos Fijos Presupuestos
Paycost: Gastos de personal - Planillas, practicantes, seguros mdicos, bonos, retiros, etc.

Manning: Gastos asociados del personal - Pasajes y gastos de viaje, raciones, comedor, becas.

Manteinance: Gastos relacionados al mantenimiento preventivo y correctivo de Planta, vehculos,

instalaciones, equipos de Fro, etc

Admin and Operating: Todos los gastos administrativos, combustibles, consultoras, auditorias, Impuestos
municipales, tercerizaciones, etc.

Insurance: Plizas Corporativas y no corporativas de vehculos, plantas, productos, lucro cesante,

franquicias, prdidas por accidentes.

IT: Servicios de tecnologa, telecomunicaciones, licencias de software, etc.

Bad Debts: Malas deudas

Training: Capacitacin al personal interna y externa

Depreciation: Depreciacin de activos excepto envases

41
 Elaboracin de
COD_CCOS
PESC002000
PESC002000
PESC002000
NOM_CCOS
GERENCIA ADMINISTRATIVA
GERENCIA ADMINISTRATIVA
GERENCIA ADMINISTRATIVA
Presupuestos
COD_CTA
S7502010T0
S7502250T0
S7502350T0
NOM_CTA
Sueldos Personal Permanente
Beneficios Marginales Empleados
Prima legal Empleados
Abr. May Jun Jul Ago Sep Oct Nov Dic Ene Feb Mar

PESC002000 GERENCIA ADMINISTRATIVA S7502400T0 Bono por Desempeo Empleados

PESC002000 GERENCIA ADMINISTRATIVA S7502550T0 Sueldos:costos seguro social
PESC002000 GERENCIA ADMINISTRATIVA S7502600T0 Otros gastos mdicos Empleados
PESC002000 GERENCIA ADMINISTRATIVA S7504010T0 Compens por Tiempo Servicios Personal Pe
PESC002050 OPERACIONES S7502010T0 Sueldos Personal Permanente
PESC002050 OPERACIONES S7502250T0 Beneficios Marginales Empleados
PESC002050 OPERACIONES S7502350T0 Prima legal Empleados
PESC002050 OPERACIONES S7502400T0 Bono por Desempeo Empleados
PESC002050 OPERACIONES S7502550T0 Sueldos:costos seguro social
PESC002050 OPERACIONES S7502600T0 Otros gastos mdicos Empleados
PESC002050 OPERACIONES S7504010T0 Compens por Tiempo Servicios Personal Pe
PESC003000 GERENCIA DEPORTIVA S7502010T0 Sueldos Personal Permanente
PESC003000 GERENCIA DEPORTIVA S7502250T0 Beneficios Marginales Empleados
PESC003000 GERENCIA DEPORTIVA S7502350T0 Prima legal Empleados
PESC003000 GERENCIA DEPORTIVA S7502400T0 Bono por Desempeo Empleados
PESC003000 GERENCIA DEPORTIVA S7502550T0 Sueldos:costos seguro social
PESC003000 GERENCIA DEPORTIVA S7502600T0 Otros gastos mdicos Empleados
PESC003000 GERENCIA DEPORTIVA S7504010T0 Compens por Tiempo Servicios Personal Pe
PESC003010 EQUIPO PROFESIONAL S7502550T0 Sueldos:costos seguro social
PESC003010 EQUIPO PROFESIONAL S7502600T0 Otros gastos mdicos Empleados
PESC003010 EQUIPO PROFESIONAL S7503250T0 Impuestos de Planilla asumidos
PESC003010 EQUIPO PROFESIONAL S7503300T0 Remuneracion a Jugadores
PESC003010 EQUIPO PROFESIONAL S7503350T0 Honorarios de Jugadores y Cuerpo Tcnico
PESC003020 DIVISIONES MENORES S7502600T0 Otros gastos mdicos Empleados
PESC003020 DIVISIONES MENORES S7503250T0 Impuestos de Planilla asumidos
PESC003020 DIVISIONES MENORES S7503350T0 Honorarios de Jugadores y Cuerpo Tcnico
PESC003030 ESCUELA DE FUTBOL (ACADEMIA) S7503350T0 Honorarios de Jugadores y Cuerpo Tcnico
PESC003040 RESERVA S7502600T0 Otros gastos mdicos Empleados
PESC003050 ESCUELA BASE S7503350T0 Honorarios de Jugadores y Cuerpo Tcnico
Total general
 Control Presupuestal
ANT: OD travel budgeted in June
POST: HROM commercial travel (25k) & Union
DRIVERS Abr F13 negotiation exp. (38k) TBR for related projects since Q2
VP RRHH ACT BUD ANT POST SAV OS Other Var.
Fixed Costs 4,588 2,824 (3) 300 88 (342) (1,807) (1,764) POST: Recruitment expenses (+13k corresponds to
Paycost 3,270 1,202 - - 57 (339) (1,787) (2,069) Distr. Company)
Manning 626 715 (3) 111 2 - (20) 89
Travel 41 103 (3) 65 - - - 62 POST: CAD Award for June FY13 (premiacin)
Recruitment 84 111 - 27 - - - 27 Other: Uniforms/Oth. Benef. to be reclassified to other
Manning Other 501 501 - 19 2 - (20) 0 VPs
Maintenance 105 116 - 12 - - - 12
Admin & Op. 561 630 - 39 29 - - 69 POST: Forklift maintenance pending (budget by Dist.
Consulting Fees 46 52 - - 7 - - 7 Comp)
Audit Fees & O. - 6 - - 6 - - 6 SAV: FY12 legal expenses less than provision
M. Taxes 0 0 - - - - - 0 POST: Diverse non-executed exp. TBR in PF1 for HROM
Admin & Op. O. 515 571 - 39 17 - - 56 (24k), Carpet cleaning (10k) & Asset control software (5k)
Insurance - - - - - - - -
Bad Debts - - - - - - - -
IT 3 - - - - (3) - (3) POST: Coaching prog. June (82k), Leadership Skills - S&D
Training 23 161 - 138 - - - 138 supervisors for Q2 (45k) & FY13 On-boarding exp (11k)
Alineando el
desempeo a la
Estrategia
 Marco Estratgico para cumplir
la Visin y Misin
Arriba - abajo

Visin
Aspiracin
Corporativa Misin
Valores
Metas de Valor
Compromiso
Impulsores de Valor
Estrategia
Estrategias de Divisin y
Unidad de Negocio
Buenas Prcticas
Gente y capacidades
Habilitadores Sistemas y procesos
Indicadores de Gestin Competencias

Recursos Abajo-arriba
Performance Management Way
The Performance Management system creates clarity of purpose, high engagement and
customer focus in every employee.
It ensures aligned effort and rewards the right behaviour.
The PM system drives and sustains a high performance, continuous improvement culture
based on whole jobs, stretch goals, clear accountability and empowered management & self
management behaviour

Planes
Definicin de Monitoreo del
estratgicos de
Metas Desempeo
negocio
individuales a travs Revisin del
Y de equipo De one on one Desempeo de Resultados de
Y reuniones de Mediado y Desempeo
equipo Final de ao Impactan
decisiones
Claves para
El individuo

Key input Pasos del proceso Key output

 Performance Management
Process
Revisin de Desempeo
Auto Evaluacin sobre
metas acordadas
Uno a Uno Retroalimentacin del
cliente
Portafolio de evidencia
Actualizacin del status
de las metas
Fijacin de Metas Alinea desempeo con Semestral
metas
Equipos e Individuos Matriz
Hoja de Metas
Comunicacin 46
semanas
Dilogo con Clientes y
Partes Interesadas No
(Stakeholders)
sorpresas
Plan de Negocios Anual
Revisable

Anual
Revisable
 PM & Compensation
Insumo para el clculo de STI

Insumo para el incremento

Scorecard &
 Strategic Priorities
Creating a balanced and attractive global
spread of businesses

Constantly raising the

profitability of local
Developing strong, businesses, sustainably
relevant brand
portfolios that win in
the local market Leveraging our skills and
global scale

are the commercial growth

drivers and other ones
supporting this strategic
priority
 Commercial
Target
# KPIs Measure Freq F11 FY F12 PF1 F12 PF2 Perf. Budget

C2.1 Pack mix: returnable share of total company CSD volume % (Qtr)
Portfolio & brand

Q
C2.2 Pack mix: single serve share of total company CSD volume % (Qtr)
building

Q
C2.3 Brand health index - brand 1 BPA index (Qtr) Q

C2.4 Brand health index - brand 2 BPA index (Qtr) Q

C2.5 Brand health index - brand 3 BPA index (Qtr) Q

C3.0 SABM volume share - Modern trade % vol, (MAT : Qtr) Q

C3.0a SABM volume share - Traditional % vol, (MAT : Qtr) Q
C3.0b SABM volume share - QSR % vol, (MAT : Qtr) Q
C3.0c SABM volume share - Other % vol, (MAT : Qtr) Q
WATPOS

C3.0e SABM Customer satisfacion survey % satisfied S

C3.1 CSD outlet reach (% of viable universe) % (Qtr) Q
C3.1a CSD Numeric distribution % (Qtr) Q
C3.1b CSD Weighted distribution % (Qtr) Q
C3.2 CSD cooler penetration % (Qtr) Q
C4.8 Weighted average retail stock outs % (Qtr) Q
 People and
organisation
Annualised (MAT/PF) Target
# KPIs Measure Freq F12 Q1 F12 Q2 F12Q3 Perf. Budget

7.6 FC: HL per FTE for total organisation % (PF : Qtr ) Q 1,809 1,820 1,823 1,743
8.1 PM: % goals signed off (Superv. +) % (Qtr) Q 100 100 98 100
8.2 PM: % performance reviews completed (Superv.+) % (Qtr) Q 98 98 96 100
8.3 PM: Organisational effectiveness survey results % (Qtr) A 90 90 90 90
8.4 SPR: Cover ratio executives (<12months) Ratio (Qtr) Q 1.4 1.3 1.4 0.6
8.5 SPR: Rate of change at exec level % (Qtr) Q 10 36 25 30
8.6 SPR: % of people high potential (at executive level) % (Qtr) Q 27 27 29
8.7 Average training days per full time employee on the payroll # days (Qtr) Q 4 4 4 5
8.8 Training spend as % paycost % (Qtr) Q 1.2 1.2 1.4 2.5
8.9 % of IDPs signed off for Managers + % (Qtr) Q 94 87 88 80
8.10 Productivity: HL per FTE (annualised) for production hl per FTE (PF) Q 9,155 9,361 9,562 9298
8.11 Productivity: HL per FTE (annualised) for sales hl per FTE (PF) Q 10,122 10,105 10,001 9313
8.12 Productivity: HL per FTE (annualised) for distribution hl per FTE (PF) Q 3,207 3,226 3,237 3127
8.13 Productivity: HL per FTE (annualised) for other hl per FTE (PF) Q 30,760 29,742 28,912 25815
 HR Scorecard HR BSC
Last FY Previous Current
Key Performance Indicator Measure Target Perf.
Mar 09 Feb 10 Mar 10
High Performance Culture
HL per FTE for total organisation (*) HL / pers. 1,867 1,772 1,802 1,825
Paycost fulfillment % 96% 97% 93% 100%
Permanent Headcount fulfillment % 95% 98% 97% 100%
Headcount FTE fulfillment % 95% 98% 97% 100%
Absenteeism (as % of available time) % 1.2% 0.7% 1.1% 2.0%
Overtime (as a % of Normal Time) % 3.6% 2.2% 2.6% 5.0%

Talent Management
Trainees (as % total HC, grades G, H, I & X) % 7.7% 4.7% 4.3% 5.0%
Total permanent LTO as % total HC % 3.2% 1.1% 2.4% 0.8%

Learning & Development

Cumulative training days per total permanent employee on the payroll # days 4.9 5.0 5.4 6.0
Training spend as % paycost for full time employees on the payroll % 3.2% 1.1% 2.4% 0.8%

Other
Vacation Provision S/. 000 17,951 16,494 16,154 16,551
Gender Ratio G + (% Employed Women of Total headcount G+) % 11.9% 14.3% 14.4% 10.9%
Union affiliation (Affiliated permanent employees as % of total) (*) % 18.2% 19.5% 19.8% 18.5%
(*) Performance is measured against last fiscal year figures.
Empresa: Operacin Per (BK SJ DN DO TR NO) Perodo Mar 09 - Mar 10 Formula:

Vicepresidencia de RRHH Fecha: 16/08/2013

AVERAGE TRAINING DAYS CUMULATIVE (DAYS PER EMPLOYEE)

7.0
6.0 6.0
6.0 5.5 5.4
4.9 5.0 5.0
5.0 4.5 4.5
4.0 3.9
4.0 3.5 3.5
3.0 2.9
3.0 2.5 2.4
2.0
2.0 1.7
1.5
1.0 1.2
1.0 0.8
0.5 0.5
0.2
0.0
Mar 09 Apr 09 May 09 Jun 09 Jul 09 Aug 09 Sep 09 Oct 09 Nov 09 Dec 09 Jan 10 Feb 10 Mar 10

Average training days Target

OBSERVACIONES
0
Empresa: Operacin Per (BK SJ DN DO TR NO) Perodo Mar 09 - Mar 10 Formula:

Vicepresidencia de RRHH Fecha: 16/08/2013

OVERTIME (AS % OF NORMAL TIME)

6%

5%

4% 3.7%
3.6% 3.4%
3.0% 3.2%
2.9%
3% 2.6%
2.2% 2.2% 2.2% 2.2%
2.1%
1.8%
2%

1%

0%
Mar 09 Apr 09 May 09 Jun 09 Jul 09 Aug 09 Sep 09 Oct 09 Nov 09 Dec 09 Jan 10 Feb 10 Mar 10

Overtime Target -Overtime

OBSERVACIONES
0
69