PepsiCo shares power and wealth with workers

Article Abstract:

PepsiCo CEO Wayne Calloway challenged the company's HR function to develop an ownership culture within the organization in an effort to make the giant conglomerate act like a small company. He authorized the personnel department to offer every member of the organization, which comprises of subsidiaries Pepsi-Cola Inc., Taco Bell Worldwide, Frito-Lay Inc., Kentucky Fried Chicken Corp. and Pizza Hut Worldwide, an equity position in PepsiCo to encourage employees to behave and think as if they own the company. The HR department responded to Calloway's challenge by creating 'SharePower,' a stock-option program intended to develop the ownership mindset among the conglomerate's hundreds of thousands of employees. PepsiCo is the first major corporation to offer such a broad-based stock-option program in the US. The program is a success, motivating PepsiCo employees to 'go the extra mile' and stimulating their interest in the company's financial performance.

Fast Food Restaurants, Limited-Service Restaurants, Snack Foods, Snack Food Manufacturing, Nonalcoholic Beverages, Soft Drink and Ice Manufacturing, Management, Case studies, Conglomerate corporations, Corporate culture, PepsiCo Inc., PEP, Non-alcoholic beverages, Employee stock options

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Workers learn to play the business game

Article Abstract:

Springfield Remanufacturing Corp. was given the 1995 Personnel Journal Optimas Award for financial impact. The Missouri-based firm purchases, refurbishes and re-sells worn-out automobile parts to automobile, truck and farm equipment manufacturers. The company was able to leverage a business training tool into a means to encourage entrepreneurship among its employees. This initiative, called 'The Great Game of Business,' is a weekly game which involves all 780 workers. It involves revealing to employees the income and expense figures of their particular department and then having them report these to the co-workers. The game alone has resulted in an increase of 15% in the firm's profits due to employee awareness of how each individual affects the company's financial results. Other human resources initiatives undertaken by the firm are a stock-option program, business training courses and an entrepreneurial program.

Motor vehicles and car bodies, Automobiles, Automobile Manufacturing, Automobile industry, Springfield Remanufacturing Corp.

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Calvert Group invests in its workers' welfare

Article Abstract:

The Calvert Group was given the 1995 Personnel Journal Optimas Award for quality of life. The Bethseda, MD-based mutual funds firm has earned a reputation for its social responsibility, manifested in its policy of not investing in businesses that make alcohol, cigarettes and guns or those that have a negative environmental impact. The Calvert Group is intensely committed to maintaining its employees' quality of life. This is achieved in many ways, one of which is a wide range of benefits designed to suit the individual needs of its employees. These benefits include a tuition reimbursement plan, a monthly recreational allowance, a telecommuting program, a community service leave program and reimbursements for environmentally-conscious behavior. Other individuality-supporting initiatives include a dress-as-you-like policy, flexible work schedules and family benefits.

Investment Offices, Investment Companies, Open-End Investment Funds, Compensation and benefits, Mutual funds, Calvert Group Ltd.

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