KEYNOTE Aligning an Ally Framework Thom Keehan

Vice President, Business Transformation Johnson Controls

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• A global multi-industrial company with core businesses in the automotive, building and energy storage industries.

Johnson Controls

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We are a global multi-industrial company with established core businesses in the automotive, building and energy storage

industries

Delivering technologies and services that increase efficiency and lower operational and energy costs in buildings.

Creating workplaces that help people and businesses thrive.

The  world’s  largest  manufacturer  of  automo4ve  ba7eries,  powering  nearly  every  type  of  vehicle.  

 A  global  leader  in  automo4ve  sea4ng,  overhead  systems,  floor  consoles,  door  panels  and  instrument  panels.    

Automo&ve  Experience  

Global  WorkPlace  Solu&ons   Power  Solu&ons  

Building  Efficiency  

An expanding global footprint means we are where

our customers need us to be 170,000    employees  serving  customers  in  

150+  countries  

My perspective

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Johnson Controls, Inc. —

The  Ally  Framework  

Strategic Pillars

Benchmark  for  Diversity  Leadership  

Leadership  Cascade  

Global  Impact  &  Alignment  

Tangible  Business  Outcomes  

Brand  Leadership  with  Key  

Stakeholders  

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Stay  Serious    (2017+)  

Par&cipa&on  (<2013)  

Get  Serious    (2014-­‐17)  

Leader’s Personal Accountability is Critical to Our Level 5 Aspiration

2013 2014 2017

Level  2  Awareness  

Level  3  Understanding  &  Applica&on  

Level  4  Integrated    

Level  5  Sustainable  

n  Fully leverage the D&I competitive advantage with major stakeholders

n  Differentiate Johnson Controls as an industry model as “the most desirable place to work”

n  Improved engagement of employee base through tangible D&I gains

n  Culturally competent , diverse leadership team who work to sustain our inclusion culture

n  Increase leaders’ personal and organizational accountability; leaders demonstrating D&I values in their leadership and behaviors

n  Modify policy, procedure, and practices necessary for an inclusive global culture

n  Cascade diversity objectives throughout pipeline and enterprise

12 Johnson Controls :: Global HR Telecon :: May 7, 2014

Allies Are Essential Sponsors

Diverse  Talent  Acquisi&on  n  Strengthen  strategies  for  

early  and  strategic  hiring,  and  forecas4ng  

n  Align  and  embed  diversity  objec4ves  into  talent    acquisi4on  goals  

n  Acquisi4on  and  promo4on  of  diverse  talent  into  cri4cal  roles    

Diverse Turnover n Strengthen leader’s ability to build and lead an inclusive workplace

n Leverage leaders’ coaching and talent processes to retain talent

n Identify and remove subtle and obvious barriers to inclusion

Pipeline  Promo&on  Rates  n  Achieve  pipeline  goals  through  

talent  acquisi4on  and  career  development  strategies    

n  Mi4gate  percep4on  of  risk  through  diversity  talent  and  development  processes  

n  Develop  and  execute  strategies  to  reduce  turnover.    

An  iden4fiable  global  JCI  inclusion  culture  Engaged,  well-­‐prepared  leaders  and  champions  

Disciplined  execu4on  of  core  talent  management  strategies    

JOHNSON CONTROLS

Female Global % Minority US %

FY13 (baseline) 15.6% 14.3%

FY17 23.0% 18.0%

5-­‐YEAR  GOALS  

13 Johnson Controls :: Global HR Telecon :: May 7, 2014

Allies as Advocates \ [n. ad-vuh-kit] n  a  person  who  argues  for  or  

supports  a  cause  or  policy  n  to  support  or  speak  in  favor  of  

something  n  somebody  who  acts  or  intercedes  

on  behalf  of  another  

Synonyms:  supporter,  promoter,  ac4vist,  sponsor,  champion  

Employee Engagement Ecosystem – Allies Create Inclusion

•  Guided by our vision and values

•  Visible and vocal leaders •  Ambitious to be even better

.

•  Connected •  Show trust •  Communicate •  Engagement and

performance matter •  Developing people •  Recognize individual

contributions

•  Employees are connected to Johnson Controls

•  Meaningful work that fulfills life/human obligations

•  Aligned people •  Team work •  Trust is present. •  Shared experience and

expertise

•  Empowered •  Know their contributions

matter •  Heard and supported •  Trust Leaders

Beyond Personal Benefit to Business Impact

Companies with diverse talent and inclusive cultures…

•  Attract and retain the best talent that stays longer, is more engaged and productive “The success of any national or business model for competitiveness in the future will be placed less on capital and much more on talent. We could say that the world is moving from capitalism to ‘talentism’.” Klaus Schwab, World Economic Forum, 2011

•  Consistently outperform the S&P and Dow Jones Industrial Average* – Bring more ideas, perspectives and experiences to solving problems – Have greater access to customers, suppliers and markets – Are more responsive through greater efficiency, accuracy and risk mitigation

•  Our workforce expects a workplace that is diverse and supports inclusion •  We expect to win

* Diversity Inc. magazine, 2013

16 Johnson Controls :: Global HR Telecon :: May 7, 2014