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3 Cultural Evolution is a Journey D&I is a Core Value at PepsiCo and Winning with Diversity & Inclusion is a Guiding Principle We embrace people with diverse backgrounds, traits and ways of thinking Behaviors that align with and support are embedded in our leadership, management and personal effectiveness model

4 Why D&I ?

5 The Business Case Our diversity brings new perspectives and encourages innovation and the ability to identify new market opportunities Good for business and good for societiesLocal insights and connectionsBroader representation of our consumer base2001 – 2005 – Diversity defined as a strategic imperative

6 If it isn’t broke….. Journey started less than five years ago Solid Progress for the first three years 2012….time to up our game Journey in the Kingdom

7 Broad objective defined Task force formed – mixed perspectives Mandate - think beyond Maintain focus on sustainability

8 Win the war for talent Proactively set strategy against key trends ahead of the game Adapt and customize relevant best practices Ensure an inclusive environment – no man left behind Change the game on staffing Build & implement facilitative C&B policies We asked how might we:

9 Where are we and what do we need to change? What are the Barriers? Misconceptions and assumptions related to hiring Facilities & financials Technology / infrastructure Perceptions regarding success factors Lack of clarity on regulatory environment What are the Enablers? Empowerment Safety Tone from the Top - Commitment to investing for the future Inclusive culture Firmly embed the business case - ROI Establish attainable & sustainable goals

10 Looking through a different lens, the potential for change was vast Conclusion Policies Culture Work force planning Recruitment Development Branding Broader stakeholder engagement

Highlights 1st BU within AMEA to launch the newly refreshed and redesigned MT program in 2013 GCC Beverages will be pioneering the way to launch the new MT Program. Creating more career opportunities for local talent, by offering a variety of experiences that will help build a leadership pipeline for the future - November 2013 The PepsiCo Accelerated Leadership Program provides an opportunity for accelerated career growth for our future leaders. Hired 50 females in front line roles Following an extensive attraction and selection process, of over 80 Saudi Female candidates; 50 Females were successfully hired and trained to fill frontline roles within our Riyadh Snacks plant – September 2013

12 Gender Females now play key roles in different functions including front line sales FEMALES Talent Sustainability

13 Special Needs A program that started in Jeddah has now expanded to include Riyadh HEARING IMPAIRED Talent Sustainability

14 Localization Partnered with 6 different government agencies and manpower feeders to reduce Saudi unemployment rate SAUDIZATION Talent Sustainability

15 One of several Saudi national talents being provided with critical experiences outside of the Kingdom. From zero to 100 in four years…and the journey is just beginning. Hend AlNofal HR MGR SAUDI ARABIAN Awards: 2011 Harvey Russell Award

16 Top 5 for Organizations Plan, commit, and actively pursue a diverse work force Focus on quality and retention vs. quantity and attraction Build and nurture inclusive environments through supportive policies – “walls all around” Train managers and hold them accountable Focus on culture and celebrate the diversity

17 Top 5 for Government Proactively partner with private sector and maintain dialogue Continue to integrate strategy on capacity building One Stop Shop – minimize hurdles Impact analysis and KPIs - regularly consider impact of regulation Leapfrog

18 Top 5 for you Embrace and leverage the difference Assume positive intent Drive your career Invest in the future Navigate the labyrinth

19 Top 5 for Leaders Champion and model D&I through specific and visible actions Drive org design to support Look ahead and being willing to invest Start at home Ensure cross-functional support

20 THANK YOU!