In 2010, PepsiCo created the Global Sustainability team, whose role is to develop, implement and enforce standards to ensure consistency and quality in our sustainability reporting and ultimately accelerate our Performance with Purpose mission.
Accountabilities are assigned to individuals/teams to set strategy, prioritize activities and facilitate decision making needed to advance the sustainability agenda.
Specific, measurable, time-based targets—defined and standardized for tracking progress—are implemented. Reporting obligations are defined and protocols are in place to ensure compliance.
Functional accountabilities and cross-plank (i.e., performance, human, environmental and talent) considerations are defined and built into daily operations in such a way as to advance our sustainability agenda.
We have identified owners for each of our Performance with Purpose commitments, aligned them around their roles and responsibilities and have developed scorecards, checklists and timelines specifically focused on measuring our progress against these targets.
More specifically, an overall governance structure has been defined and implemented. This includes the creation of the Sustainability Steering Committee (SSC), made up of the most senior members of the organization (the majority report directly to our CEO), as well as the establishment of Sustainability Leadership Teams across all four planks, based on defined roles and selection criteria, and guided by PepsiCo's Public Policy Coordinating Group.
The Performance Sustainability Leadership Team (PSLT), Human Sustainability Leadership Team (HSLT), Environmental Sustainability Leadership Team (ESLT) and Talent Sustainability Leadership Team (TSLT) are responsible for creating our overall strategy, driving implementation and identifying issues/risks, which are then communicated to the Sustainability Steering Committee.
In the metrics, tracking and reporting area, our focus has been to enhance our overall external reporting processes to include an accountability model that clearly defines roles and responsibilities of those involved in the reporting process. This is supported by an internal certification of the accuracy of the reported financial and nonfinancial data.
Additionally, we have been working to enhance the underlying data collection processes to include written protocols and the use of established supporting documentation standards. To facilitate integration with our business operations, we have embedded several key metrics in the performance evaluation process, and we continue to work to include sustainability in such key processes as capital appropriation requests, innovation stage gates, operating and strategic plans.
While a great deal is being done to fully implement measurement processes for all of our sustainability efforts, we have already made significant progress to date and believe we have laid a very substantial foundation for success.
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