BSC - Guidelines

Objective:
1. To bring an alignment in the different measures (Financial, Customer etc) and the weightages to be
accorded to them consistently across the organisation
2. Ensure that there is clarity on the targets to be taken for the different measures related to Financial
and Learning and growth parameters.

Usage
 All Business leaders and functional leaders have to ensure during goal setting the weightages for the
parameters mentioned below are in line
 HR SPOCS to validate the weightages for their teams
 The measures and targets for Financial & Learning& Growth have to be taken as is.
 All Leaders and SPOCs need to ensure and validate that the initiatives being taken to deliver the
targets are clear and not ambiguous and directly linked
 Monthly reviews of Business and Functions, need to include the top 10 initiatives that is and will
directly impact achievement of the targets (Lead v/s lag indicators)

Matrix for Weightages

Sr. Parameter/Level L8/L7 L8/L7 L6 & L6 (all L5 &

No Business, Functional Below other below
Category Leaders (Sales) fxns)
leaders
1 Financial 50% 40% 50% 30% 20%
Perspective (break
up given below)
a Revenue Business 25% 10% 30% 0% 0%
b EBIDTA parameters 10% 10% 0 0% 0%
c Functional Finance 15% 20% 20% 30% 20%
Parameters (E.G
WCM parameters,
Cost per unit, RM
cost savings,
manpower aop, etc)

2 Customer 30% 20% 30% 20% 30%

Perspective

3 Internal Business 10% 30% 10% 30% 30%

Perspective

4 Learning & Growth 10% 10% 10% 20% 20%

Financial Perspective: Targets

1. Topline & EBIDTA Targets

2. Learning & Growth

 Training: (For all Business & Functional Leaders)
o Sales
 No of Days training on Sales WOW (minimum of 2 days)/p.a
 KAM: No. of Days for training on KAM (includes refresher ( 2 days/p.a)
 Product Training: 2 days every quarter (Internal)

o Manufacturing
 Food Safety & Hygiene (ALL Level): 2 days & 100% coverage of all employees
 Technical WOW : 4 days p.a
 SOP’s – 1 day per quarter
 Basic skill Development (Communication, Excel, Presentation etc) – 2 days

o Other Functions
 Functional Excellence : 2 days/Quarter ( Mix of Internal & External)
 Basic skill Development (Communication, Excel, Presentation etc) – 2 days
 VKL Way (For all Business & Functional Leaders)
o R&R Score from GPTW : 75 and above
o 20% coverage of employees in awards as per R&R Framework. (Framework will be circulated
separately)
o 30% coverage of employees in team for WOW cards
 Attrition: (For all Business & Functional Leaders)
o Reduction in % of voluntary attrition in Function/Business (Your team voluntary attrition will
be shared by the HR SPOC

 Leadership Development (For all Business & Functional Leaders)

o Grooming and developing with Individual Development Plan and Action Learning projects 3
members from your team

Sales Teams

1. VSPL/FSIPL/KFIPL: (For Zonal Managers/Regional Managers)

a. Developing Sales Leadership plan for 1 employee per quarter. This includes clearly
developing
i. Result Action Areas
ii. Effort Action Areas
iii. Competence Action Areas
2. For VSPL team below ZM & RM’s
a. Developing 1 consultative agreement per quarter
b. Developing KAM framework for critical customer in their region : 1 customer for 1st quarter
and 3 per quarter thereafter
3. For FSIPL Team (ASM’s and above who underwent KAM training)
a. Developing KAM framework for critical customer in their region : 1 customer for 1st quarter
and 3 per quarter thereafter