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Human Capital Metrics (sample)

This report examines critical human capital metrics focusing on EEO compliance and employee relations. It details OFCCP fiscal year audit activities, reported employment claims, and associated costs. It highlights the increase in employment discrimination lawsuits and union election trends, revealing improvements in organizing drives. The analysis also covers health benefits management initiatives and strategies for workforce optimization. Finally, it reviews leadership practices in retention and diversity initiatives aimed at enhancing corporate culture and operational efficiency.

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Human Capital Metrics (sample)

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  1. Human Capital Metrics (sample)

  2. Human Capital Metrics: Sample IV) EEO Compliance (A) OFCCP Fiscal Year Audit Activity (B) Reported Employment Claims (C) Reported Costs Associated with Employment Claims D) Compliance: Types of Charges Corporate Interventions:• OFCCP Audit Support• Corrective Discipline roll-out FY05 • Compliance Manual 2nd Half FY05 • 3rd party AAP Proposals • Diversity Initiatives Compliance Update:• OFCCP Audits nationally increased significantly (desk audits)• Employment discrimination lawsuits totaled over 20,000 (National)• Single location harassment case: $10 million (Non-SYSCO)

  3. V) Employee Relations /Labor: STAR Employer is working (A) Union Organizing Drives to Elections Ratio is Improving (B) # of Days Since Last Union Election From 8-10 elections per year to 1 election per year. Note: Teamsters solicited over one thousand total company locations nationally and filed 111 petitions; won 66 elections last year. Other Unions won 56% elections (1,500 elections won) (D) Eliminate Operating Expense Gap C) Labor Goal: .50 pts. Gap for union/non-union Union Non- Union • Labor Management Practices • Rewards (ABC) 2000 2003 2004 gap=.97 pts. gap=1.45 pts. gap=1.00 pts.

  4. Workforce Optimization

  5. VI) Benefits A) SYSCO's PEPY Health Cost % Increase vs. National Average B) SYSCO's Annual PEPY Health Cost .73 .73 .72 .71 SYY% Costs of salesper year .70 .70 .69 .69 .68 .68 .67 .66 .65 2002 Natl./SYY 2003 Nat'l/SYY 2004 Nat'l/SYY C) Annual Web Enrollment Utilization (Non-Passive)* • FY05: Key Initiatives: • Shared Services Payroll • Fortune 100 Coalition • Health Management Programs • Specialist Co-Pay Initiative • Delayed Enrollment • Web-usage provides over $250,000 communications savings per year. • Web-usage offers increased self-service opportunities.

  6. VII) Knowledge Management • Activity on the BBP website • Total practices as of April 12: 225 B) E-Learning: New Frontline Supervisors # of downloads – 325 # of submissions - 225 BBP GoalsFY04: All Broadline trained FY05: All Broadline usingFY06- Fully integrated into daily activities C) CMP Officer Level to Director Level– Corp. HQ D) CMP Traditional OPCO’s • Netg Courses: 400-3500• Netg pilot: 65% usage at each Opco (30 Opco’s)• Centra training saving travel costs • BBP: 6 FEC Teams in place; 85% reviewed

  7. VIII) Retention: Leadership Practices, Orientation & Rewards MA’S – Reward Systems Under Study A) Driver Retention ($35,000 per Driver Cost) B) Night Warehouse Retention ($8,000 per cost) $50 Million Cost Savings (2000-2004) $24 Million Cost Savings (2000-2004) D) Corporate HQ Retention C) MA Retention ($50,000 per MA cost)

  8. IX) Industry Relations/Diversity A) Corporate - Officers B) Corporate - SR. Director / Director Level 2003 * Diversity Pilot 2002 2004 Goal ** Diversity 2002 2003 2004 roll-out Female POC Female POC D) OPCO – SVP / VP Level C) OPCO –Pres / Executive VP 2002 2003 2004 Goal 2002 2003 2005 Female POC Female POC

  9. Expense % Sales Pieces per Error Pieces per Trip Cost per Case Associates per 100,000 cases X) Operations

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