viktor mahhov, raha aga mitte ainult. motsivatsioon coca-cola hellenicus

RAHA... AGA MITTE AINULT

Motivatsioon Coca-Cola Hellenicus

Viktor Mahhov Pärnu Finantskonverentsil

20.aprill 2012

2

Tutvustus

3

Motivaatorid

Tunnustus

Söök

Jook (oma tehtud)

Kuuluvus

Paindlikkus

Katus

Seltskond

Armastus

Veel raha

ET MEELDIKS! Mugavus

Turvalisus

Eneseteostus

FUN

RAHA

RAHA

Tööandja reputatsioon

Stabiilsus

4

Mis on meile oluline

Performance (

% favourable

)

Other Strengths

Lower Priority

Hig

her

Low

er

Key Strengths to Maintain

Higher Priority 4 3 2 1 5

My company is a fun place to work, 77%

Senior Management considers employee input

when making decisions that impact my company, 42%

My compensation has been differentiated appropriately based on my performance,

60%

My company has a great reputation in the industry,

87% I am able to be successful

here, 74%

Importance (Driver Ranking in order of impact on Engagement)

Palk

5

2007 Key Drivers of Employee Engagement (Ranked in order of impact on Engagement)

2007 Baltics

% Favourable*

2010 Baltics

% Favourable*

CC Hellenic Overall

% Favourable*

My company is a fun place to work 58% 77% 71%

I have the information I need to do my job 57% 72% 74%

The work I do challenges me 71% 80% 79%

I am fairly compensated for my contributions to my company's success** 34% N/A N/A

My workload is manageable 53% 68% 72%


My company is a fun place to work 58% 77% 71%

Senior Management considers employee input when making decisions that impact my company 30% 42% 48%

My compensation has been differentiated appropriately based on my performance** N/A 60% 57%

My company has a great reputation in the industry 72% 87% 89%

I am able to be successful here 59% 74% 74%

These are the survey items that have the greatest impact on Employee Engagement for Baltics as determined by advanced statistical analysis. Focusing efforts on improving % Favourable scores on these items will lead to a more engaged and productive workforce

Baltics Key Drivers of Employee Engagement

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Maslow’ püramiid

Social

7

Vajaduste hierarhia

RAH

A Põhipalk

Tulemuspalk

Preemia Respekt

Lõbu

Areng

Reputatsioon

9

Palgasüsteemid

•  Positsioonid kalibreeritakse vastavalt standardile •  Palgad joondatakse turu keskmise järgi •  Ette antud seos töötulemuste ja tasu vahel

150

200

20 20 10

400

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

A B C D E KOKKU

3-aasta preemia

Aastapreemia

Muutuvpalk

Püsipalk

Töötajate arv

10

Juhtide motivatsiooniskeem (MIP)

Over-achievement is not rewarded

Total Volume EBITDA Economic

Profit

Potential Reward for over-achievement

Target Award

100%

a minimum of 50% of individual objectives

Individual Objectives

0%

200%

++

@90% of Target

@90% of Target

@90% of Target

7.5% improvement

vs target

10% improvement

vs Target

+ Receivables & Inventory

Days

Business Unit Targets (equally weighted)

+

The higher of either Prior year achieve-

ment in days or 110% of the Target

10% improvement

vs Target

10% improvement

vs Target

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Näide: preemiamaatriks

12

Pikaajaline preemia (LTIP)

v  3 years aggregate economic profit

v  3 years aggregate economic profit

Business unit targets

Corporate targets +70% 30%

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Näide: LTIP arvutus •  Individual Target Incentive: EUR

1,000

•  Calculation of Pay-out Levels: •  BU Economic Profit Achievement: EUR

10,650 •  BU Pay-out Level: 132.5% •  Group Economic Profit Achievement: EUR

197,000 •  Group Pay-out Level: 90%

•  Calculation of Individual Incentive: •  Pay-out= ((0.70xBUPay-outLevel)

+(0.30xGroupPay-out Level)) x Individual Target Incentive

•  Pay-out= ((0.70 x 132.5%)+(0.30 x 90%)) x EUR 1,000

•  Pay-out= 119.75% x EUR 1,000 = EUR 1,197.50

BU

Achievement

Pay-out

Level

Group

Achievement

Pay-out

Level(EUR '000) (%) (EUR'000) (%)

Maximum rewarded 11,000 150% 220,000 150%10,900 145% 218,000 145%10,800 140% 216,000 140%10,700 135% 214,000 135%10,600 130% 212,000 130%10,500 125% 210,000 125%10,400 120% 208,000 120%10,300 115% 206,000 115%10,200 110% 204,000 110%10,100 105% 202,000 105%

Target 10,000 100% 200,000 100%9,850 90% 197,000 90%9,700 80% 194,000 80%9,550 70% 191,000 70%9,400 60% 188,000 60%9,250 50% 185,000 50%9,100 40% 182,000 40%8,950 30% 179,000 30%8,800 20% 176,000 20%8,650 10% 173,000 10%

Threshold for pay-out 8,500 0% 170,000 0%

Example 2009-2011 Aggregate Economic Profit

MITTERAHA

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Pühendumuse põhitegurid


2010 Baltics % Favourable*

CC Hellenic Overall % Favourable*

My company is a fun place to work 77% 71%

The work I do challenges me 80% 79%

I am able to be successful here 74% 74%

My company has a great reputation in the industry 87% 89%

We demonstrate a passion for excellence in Coca-Cola Hellenic 87% 79%

•  Tabelis on ära toodud tegurid, mis statistiliselt kõge rohkem mõjutasid töötajate pühendumust üle terve Coca-Cola Hellenicu Grupi.

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Vajaduste püramiid

RAH

A Põhipalk

Tulemuspalk

Preemia Respekt

Lõbu

Areng

Reputatsioon

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Alumine korrus

•  Firmaüritused •  Töövahendid •  Töökeskkonna nõukogu

•  Arstlik kontroll •  Tööohutus •  Kontor, töökeskkond

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Tunnustus

•  Tulemusjuhtimine •  Teenelise aumärgid •  Aasta töötaja •  Edutamine

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Rewarding program

Country of the year

•  Per capita growth vs LY • Market share performance growth vs LY

• Customer Satisfaction Survey • EBIT growth vs LY

EE LV LT

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Ülemine korrus (metamotivatsioon)

•  Tulemusjuhtimine •  Karjääriplaneerimine •  Juhtimisahela mudel •  Koolitus ja arendamine

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Tulemusjuhtimise tsükkel

Jul

Apr

May (

ayJun

Aug

Nov

Competencies Assessment and

Individual Development Plan

Annual Performance Review & Objective

Setting

Baltic PDF

Functional PDF Follow-Up’s

Annual Business

Plan

Baltic PDF Follow-up

Mid Year Performance Review &

Development Plan Review

Functional PDF’s

Oct

Mar

Jan

Feb

Dec

Sept

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KRA Rationale / Summary of evidence against Key Result Area Rating

Self Manager Self Manager

Management CAD rating improved, many important issues resolved; participated in Finance shared services project (Omega)

CAD rating improvement, Should continue focusing on getting to know more of the operational processes of Finance (in particular) and business (in general)

FP FP

Business/ Financial

Overdue reduced, credit control improved; started with KA reconciliations

Credit control, KAs reconciliations. More understanding is needed for the Reporting team into accounting procedures

FP FP

People Development

Prepared new finance org.structure; participated in coaching activities; supported Sergei to become an expert

Took the lead on designing and implementing the new structure of Finance department.

EP FP

Leadership Transition to new position accomplished without major setbacks, although drawback in quality of period-end closings

as per himself. One area of focus is to gain more buy in specially from the Financial Reporting team

FP FP

Relationships Boundary meetings held; talked to Jeff, Evgenia, Francois; established contacts in other countries on group trainings;

Held boundary meetings and one-on-one meetings with some of the key Baltic senior management members

FP FP

Growth & Innovation

Sponsoring projects Phoenix Cash collection, DOXX Excpense reports, overdue interest charging; Omega project

as per himself FP FP

CSR

representing CCH on Pärnu Finance Conference, Management Conference, with AIESEC, in EBS; participated in Clean-the-Beach events; EST statutory audit completed in record time

Very active on advocating our company thru lecturing at various conferences

EP EP

Overall Performance Rating FP FP

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Tulemuste-potentsiaali maatriks

Exceptional Performance

Growth Potential able to do the work of bigger jobs at the same leadership layer in the near term

Turn Potential able to do the work at the next leadership layer

Full Performance

Not Yet Full Performance

S U S T A I N E D P E R F O R M A N C E

P O

T E

N T

I A

L

1 Exceptional/Turn EXCEPTIONAL TALENT

3 Full/Turn TALENT

6 Not Yet Full POTENTIAL TALENT

2 Exceptional/Growth HIGH PERFORMER WITH POTENTIAL

5 Full/Growth PERFORMER WITH POTENTIAL

8 Not Full Yet/Growth

POTENTIAL PERFORMER

4 Exceptional/Mastery HIGH PERFORMER

7 Full/Mastery PERFORMER

9 Not Yet Full/Mastery UNDERPERFORMER Mastery

Potential able to do the same kind of work, only better

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Performance Rating/Role

Potential Rating

Retention Assessment

Group Assessment Results

Mobility (please take into account family related mobility issues as the Company prefers that the family also relocates)

2010:TE 2009: 2008:

2010:TE 2009: 2008:

Medium Function: Date: Result:

In Country Mobility: Yes International Mobility: Yes, in principle

Releasability

2014

Key Result Area Please identify 3 key Strengths and 3 Key Development Areas

Strengths Development Areas

Management Has initiative and drive Needs a wider picture of finance

Business/ Financial

People Development

Leadership Respected by organisation Needs more execution skills to finish things

Relationships Is an apt communicator Have more structured communication with Senior Management

Growth & Innovation

CSR

Career Aspirations Career Outlook (Stay & develop / Take on New Assignment)

Suggested Development Actions (To be further explored in the Individual

Development Plan)

• Commercial Finance Manager

• Baltic Credit ControllerR2 • Commercial Analyst R2 • Commercial Finance Manager R5

• Implement W2 change management actions in respective area • Analytical assignments • Coaching from direct manager

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Tulemuste saavutamine läbi isiklike jõupingutuste

Tulemuste saavutamine läbi teiste

Tulemuste saavutamine läbi juhtide

Tulemuste saavutamine läbi osakondade

Tulemuste saavutamine läbi laiaulatusliku äri juhtimise

Tulemuste saavutamine läbi ärijuhtide ja väärtpaberiportfelli arengu

Tulemuste saavutamine läbi laiaulatusliku ettevõtte juhtimise ja poliitika

# 1

# 3

# 5

# 6

# 4

# 2

Iseenda haldamine

Juhtide juhtimine

Osakondade juhtimine

Äri juhtimine

Grupi juhtimine

Ettevõtte juhtimine

Teiste juhtimine

Juhtimisahela mudel

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Baltic Financial Accounting Manager

Baltic Financial Controller

Baltic Field Support Manager

Credit Controller

Tax and Statutory

Accountant

Finance Assistant

Route Settlm. Supervisor

AR Accountant

Inventory Accountant

Fixed Assets Accountant

Acc. Payable Clerk

Jun. tax / statutory

Accountant

GL Accountant

RS Clerk

AP Supervisor

Baltic Finance Manager

Baltic Business Planning Manager

Baltic Internal Auditor

Baltic MD Analyst

SC

MOO

MOM

FM

Baltic MD coordinator

Baltic Treasury Manager

Jun. Finance Analysts

Baltic Finance Analyst

SPECIALIST (2)

…then You will need minimum 2 years in minimum 2 of these positions. Then…

SPECIALIST: 4-5 years /

2+1 positions in Controlling AND BP

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KÜSIMUSED?

AITÄH!

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•  Ei lahku ettevõttest •  Panustab rohkem •  Soovitab tööandjat teistele

PÜHENDUNUD TÖÖTAJA

EFFORT

RETENTION

ADVOCACY

EMPLOYEE ENGAGEMENT

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Mis on pühendumus?

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Purpose

Senior Management

Fun

Career Opportunities

Customer Focus

Immediate Manager

Resources

Rewards

Emotional Dimensions

Functional Dimensions

Engagement Questions

Retention Extra Effort

Advocacy

Millest see sõltub?

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Survey Responses

Survey Item 2007 Baltics

% Favourable* [A]

2010 Baltics %

Favourable* [B]

EEI Employee Engagement Index (% Employees Engaged or Fully Engaged) 25% 55%A

Engagement Questions

Retention: It would take a lot to get me to leave CC Hellenic 51% 75%A

Effort: Being part of CC Hellenic motivates me to go beyond what is expected 64% 82%A

Advocacy: I recommend CC Hellenic as a great place to work 41% 69%A

Passion: I really like working for CC Hellenic 57% 81%A

Purpose

The work I do challenges me 71% 80%A

The work I do makes an impact 84% 93%A

I feel empowered to get things done 76% 83%A

I am able to be successful here 59% 74%A

Senior Managemen

t

Senior Management’s vision provides a clear direction for my company 43% 63%A

Senior Management is accessible 42% 64%A

Senior Management considers employee input when making decisions that impact my company 30% 42%A

I trust Senior Management to take the necessary actions to move my company in the right direction 48% 67%A

* % Favourable is percent of respondents who rated an item with a ‘4’ or ‘5’ (Agree or Strongly Agree) on a 5-point agree/disagree scale A/B letters denote significantly higher scores than comparison group at a 95% level of confidence

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Legend Red: Very Strong (score above 70%) Green: Strong (score from 60% to 70%) Blue: Weak (score less than 60%)

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Survey Responses


% Favourable* [A]


[B]

Career Opportunitie

s

There are clearly defined career paths for me 46% 59%A

I am given ample opportunity to grow professionally 44% 59%A

There is fair competition for jobs at my company 52% 64%A

There are excellent job opportunities available for me at my company 45% 53%A

The performance feedback process at my company helps me to improve my performance 62% 78%A

Fun

My company is a fun place to work 58% 77%A

People are treated with respect 47% 66%A

I feel I am part of a team at work 69% 82%A

I am satisfied with the internal communications I receive from my company 34% 53%A


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Survey Responses


% Favourable* [A]


[B]

Customer Focus

My company has a great reputation in the industry 72% 87%A

My company provides high-quality products and services 81% 95%A

My company delivers on its promises 43% 68%A

We demonstrate a passion for excellence in Coca-Cola Hellenic 75% 87%A

We work together across departments to provide excellent customer service 48% 70%A

Consistent underperformance is not tolerated within our company 67% 80%A

Immediate Manager

My manager provides me with opportunities to learn and grow 57% 73%A

My manager clearly communicates what is expected of me at work 70% 83%A

My manager provides me with candid and timely feedback 62% 76%A

My manager values my input 64% 72%A

My contribution to my company’s success is recognised by my manager 55% 68%A


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Survey Responses

* % Favourable is percent of respondents who rated an item with a ‘4’ or ‘5’ (Agree or Strongly Agree) on a 5-point agree/disagree scale A/B letters denote significantly higher scores than comparison group at a 95% level of confidence ** New question in 2010

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% Favourable* [A]


[B]

Resources

My workload is manageable 53% 68%A

I have the people resources (e.g., support staff) I need to be productive 46% 60%A

I have the tools and technology that I need to be productive 58% 73%A

I have the information I need to do my job 57% 72%A

Work priorities are clearly communicated 83% 91%A

Rewards

My compensation has been differentiated appropriately based on my performance** N/A 60%

Exceptional performers are financially rewarded** N/A 41%

My job allows me to have an appropriate balance between work and personal life 33% 58%A
