Kuwait Food Company (Americana) Evolving the customer experience through recruiting, promoting and rewarding talent. November 2017 A G E N D A

Size: px
Start display at page:

Download "Kuwait Food Company (Americana) Evolving the customer experience through recruiting, promoting and rewarding talent. November 2017 A G E N D A"

Transcription

1 Kuwait Food Company (Americana) Evolving the customer experience through recruiting, promoting and rewarding talent November 2017 A G E N D A

2 Peter Lemperis Kuwait Food Company (Americana) EMPLOYMENT Peter Lemperis is the Group Director of Reward at Americana Group and the Head of Human Resources for Americana Restaurants. Prior to joining Americana, Peter was a Consultant for Mercer in Dubai. Across the Middle East, Peter has consulted organizations on aligning compensation with business strategy. Prior to joining Mercer, Peter worked as a Consultant for Hay Group in the United States where he specialized in constructing market-competitive, performance-linked short- and long-term incentive compensation programs for privately-held and publicly-traded firms. EDUCATION Peter received a Bachelor of Arts in Economics and Political Science from Indiana University, Bloomington. CONTACT INFORMATION plemperis@americana-food.com

3 Americana brings a culture of excellence to some of the most globally recognizable brands. Americana operates restaurants and manufactures consumer foods and food-related products across the Middle East and Northern Africa. Americana Group is managed by world-class corporate standards with activities spanning 13 countries and over 65,000 employees. Restaurants FMCG 18 brands +1,800 outlets 29 production sites 20 countries 13 countries 2

4 Americana leverages its talent management system to ensure agility and continuous improvement in customer experience Customer experience is at the core of Americana s value system. Our goals are to exceed customer expectations everyday by providing quality products and exceptional service. We believe customer obsession involves all levels and areas of the organization and is a pivotal part of our daily activities. Americana s Values Customer Obsession How we Recruit Talent? Collaboration Ownership Mindset How we Promote Talent? Agility & Innovation How we Reward Talent? Excellence Integrity 3

5 Our talent strategy focuses on only hiring candidates that can demonstrate a commitment to being customer obsessed in addition to our other values. What we look for in a candidate ABILITY TO CONNECT by treating our customers the same way you would like to be treated if not better DESIRE TO DELIVER QUALITY in all aspects from food, quality of service and even the quality of our greetings. Our consistency in offering excellent quality will be our competitive advantage. COMMITMENT TO IMPROVEMENT by always looking at new ways to improve performance and drive productivity on a daily basis. ABILITY TO BE THEIR BEST SELF by making a difference and having fun. 4

6 Our promotion strategy focuses on only promoting candidates that can demonstrate a strong cultural fit through living our values What we look for in employees to advance their career LIVING OUR CORE VALUES to reinforce organizational culture and translate values into customary workplace behaviors. DEMONSTRATE LEADERSHIP COMPETENCIES to identify, develop and ensure the readiness of the next generation of leaders POSITIVE 360 FEEDBACK to understand our employees biggest strengths / weaknesses and where the opportunities exist for development 5

7 Our variable remuneration structure clearly rewards employees for their customer centricity by establishing a clear link between performance and remuneration. What metrics do we consider in how we reward CUSTOMER CENTRIC are evaluated as the primary component in our incentive plan design (store level and corporate level) OPERATIONAL are also evaluated within our incentive plan design; through achieving operational efficiency, we can better serve and delight the customer LEARNING AND DEVELOPMENT are also evaluated because customers are increasingly making buying decisions based on the quality of their experience with a vendor rather than pricing and products FINANCIAL are evaluated as baseline for understanding our performance on the other key objectives and our commitment to shareholders 6