1. Successful Strategies for Establishing & Sustaining Global HR Data Governance Melissa Vogel, Workforce Data & Analytics General Mills Brian Regan, Principal Consultant DMR September 17, 2015

2. Agenda  Introductions  Company Overviews  General Mills HR Landscape: Where We Started  HR Information Strategy: Where We Want To Go  Project Profile: What We Did  HR Information Strategy: What’s Next  Wrap Up

3. Principal Consultant Data management professional with over 15 years experience in data governance, conversion, architecture and program management. Supports large-scale organizations with enterprise data strategy, legacy system consolidation, data quality systems, and business intelligence. brian.regan@datamigrationresources.com Introductions Sr. Manager – Workforce Data & Analytics With over 15 years of experience in HR, HR Shared Services, and HR Technology, Melissa works closely with clients at all levels of the business to build the capabilities required for HCM insights and data quality. Previous roles have included the global implementation of SAP® HR in over 40 markets and the evolution of HR Service Center to a Global Shared Service Organization. melissa.vogel@genmills.com Melissa VogelBrian Regan

4. Expertise: Founded by industry experts 100% focused on data governance, data quality & migration at large organizations Decades of experience in large global HCM deployments Methodology: Developed by data management leaders Focused on enterprise scale migration & governance Faster deployment, higher data quality Technology: Proven experience with leading ETL, EIM and Governance tools DMR accelerators for profiling, construction, validation About DMR 4

5. *Consolidated net sales excludes $1.1 billion of joint venture sales General Mills at a Glance One of the world’s largest food companiesOne of the world’s largest food companies Products marketed in more than 100 countries on six continentsProducts marketed in more than 100 countries on six continents 42,000 employees42,000 employees $17.6 billion in fiscal 2015 net sales*$17.6 billion in fiscal 2015 net sales*

6. Our Brands General Mills Brands

7. Agenda  Introductions  Company Overviews  General Mills HR Landscape: Where We Started  HR Information Strategy: Where We Want To Go  Project Profile: What We Did  HR Information Strategy: What’s Next  Wrap Up

8. Our Journey with HR Technology Added Canada Wage Employee Data SAP Enterprise Compensation 2001200220062007 20092010 2011201220132000 Implemented SAP HR – focus on compensation, benefit and payroll processing, organization hierarchy (US & Canada Salary) Initial Focus Areas: Domestic Administrative processing Focus on data integrity Initial Focus Areas: Domestic Administrative processing Focus on data integrity Rollout G&Me – General Mills Portal: Early Employee & Manager Self-service 2014 Going Forward SaaS Talent Focus Information & Knowledge Direct Access Going Forward SaaS Talent Focus Information & Knowledge Direct Access SAP eRecruting: Applicant Tracking & Candidate Portal SAP eLearning: Global Learning Catalog SAP Rollout of Basic SAP HR Globally – Employee Master Data 2015

9. Domestic Payroll/Benefits HR Process Support HR is the Consumer Typical “Employee” Transactional HR Global Talent, Analytics, Insights Permeates Organization Business Is Consumer Human Capital Business Partner

10. SAP ® Data Challenges: A Decade Later Global Data Not Trusted  International markets not entering transactions timely  High frequency of retroactive transactions  Very little trust in global headcount reporting Cross-System Inconsistencies  HR data used in many downstream systems  Highly complex system landscape  Data out of sync across key GMI systems Transaction Processing Inconsistencies  Inconsistent maintenance of Talent appraisals  Identification of payroll overpayments or inaccuracies  Local data inconsistently maintained by countries

11. Agenda  Introductions  Company Overviews  General Mills HR Landscape: Where We Started  HR Information Strategy: Where We Want To Go  Project Profile: What We Did  HR Information Strategy: What’s Next  Wrap Up

12. GMI HR Information Strategy Ensure accurate, globally consistent information needed to make strategic and differential decisions while mitigating risk of legal & regulatory exposure Establish HCM Data Governance Scale HR Data for Broader Workforce Improve Data Definitions Protect Confidential Employee Data Manage Dissemination of HR Information

13. Data Quality (foundation) Reporting (static) Dashboards (dynamic) Analytics (predictive) F14-15F15F16+  HCM Governance Framework  Improve Data Quality  Risk Mitigation  HR Reporting Optimization  Executive Scorecards  Enterprise Data Access  Business Data Glossary  Landscape Mapping  Standard Data Definitions  Workforce Data Architecture  Reporting & Analytics COE  New HCM Technology  Support HR Transformation Change Management Roadmap

14. Data Quality (foundation) Reporting (static) Dashboards (dynamic) Analytics (predictive) F14-15F15F16+  HCM Governance Framework  Improve Data Quality  Risk Mitigation  HR Reporting Optimization  Executive Scorecards  Enterprise Data Access  Business Data Glossary  Landscape Mapping  Standard Data Definitions  Workforce Data Architecture  Reporting & Analytics COE  New HCM Technology  Support HR Transformation Change Management Roadmap Key Drivers for Data Trust 1.Visibility & Awareness– a.Identify the Issues b.Decide What’s Important c.Socialize 2.Establish Accountability – a.Identify Decision Makers b.Formalize Governance Processes c.Educate Stakeholders 3.Transform – a.Define Common Global Language b.Implement Technologies for Data Quality & Information Delivery

15. Agenda  Introductions  Company Overviews  General Mills HR Landscape: Where We Started  HR Information Strategy: Where We Want To Go  Project Profile: What We Did  HR Information Strategy: What’s Next  Wrap Up

16. GMI Data Quality Solution Technical Landscape Multiple live instances (SAP, AD, etc.) HR data extracted into DQ system Audits developed to validate data both within SAP and across systems Business Value All audits in central solution Security by role and organization Violations go directly to data owners Dashboards to monitor progress COE & SSC COE Workflow & Control Data Quality Monitoring SAP HCM AD Corp HR

17. Data Governance Management Key Dashboards  System consistency  Timeliness by region and country  Errors by country  Errors by stakeholder  Errors by business outcome

18. Timeliness Executive Summary

19. Timeliness Executive Summary Details

20. GMI Governance Solution: Schedule Wave-Based Development  4 development waves  70-80 audits per wave  1 additional wave for dashboards Wave Structure  2 weeks agile development  1 week business owner validation Success Enablers  Iterative development model  Lightweight spec process

21. Data Governance Outcomes Key Outcomes  Cost Savings  System Consistency  Legal Compliance  Payroll Processing  Global SAP Data Health  Talent Data Health

22. SAPHR Timeliness % by Region New Hire & Separation Entries New Hire EntriesSeparation Entries BaselineF15 Q1F15 Q2F15 Q3BaselineF15 Q1F15 Q2F15 Q3 AMEA46.7%83.3%73.1%70.8%21.0%47.6%26.7%39.4% Entries Processed276114130113381124105104 Processed Late147193533301657763 Canada (Non-Plant)98.2%100.0% 79.7%88.9%55.6%84.2% Entries Processed561521175927919 Processed Late100012343 Europe & Australasia74.0%86.7%92.8%71.4%59.8%70.1%56.5%70.8% Entries Processed408286221182358164246113 Processed Late1063816521444910733 Greater China30.4%43.3%53.0%77.5%30.3%61.6%57.6%86.1% Entries Processed1148356370315792268314317 Processed Late7992021747155210313344 Latin America75.7%65.4%58.2%65.6%46.6%34.0%46.6%51.0% Entries Processed1731049861234948898 Processed Late42364121125624748 US Based Business99.7%99.6%99.8%99.7%61.9%81.6%80.8%77.3% Entries Processed19235324363442562819608587 Processed Late6211975151117133 % of entries processed within 3 days of new hire/separation (7 for HD Shops) Red = < 80% Yellow = 80 – 99% Green = 100%

23. Project Lessons Learned Focus on small wins  Dashboards provide high-level understanding of issues  Identify key measures, build from top down  Phase project, allow for socialization and feedback Stabilize the audit list very early in project  300 audits is probably too many  Organization will only be able to process finite number of quality improvements  SME’s are likely core project team members – acknowledge time constraints

24. Governance Organization for GMI HCM OPERATIONAL FOCUS HCM Data Steward Working Group Business HR Reps ENTERPRISE FOCUS Enterprise Data Leadership Team HCM Data Trustee Council GBS HCM Data Team Organization framework is scalable to support Trustee models for other GMI business units in a future state e.g., Finance, Supply Chain, Marketing, Sales, etc. FI Data Trustee Model Supply Chain Data Trustee Model Sales Data Trustee Model Execute Strategy, Ensure Quality, Resolve Issues and Overall Coordination Provide Authority, Goals, Sponsorship & Accountability

25. Agenda  Introductions  Company Overviews  General Mills HR Landscape: Where We Started  HR Information Strategy: Where We Want To Go  Project Profile: What We Did  HR Information Strategy: What’s Next  Wrap Up

26. What’s Next Select SAAS HCM Solution Leverage HR Transformation Project  Transform HR to data-driven discipline focused on insights  Remediate data creation processes (shared services, payroll)  High quality data conversion and system consolidation HCM Information Strategy Pillars POLICY GOVERNANCE PROCESS MONITORING Repository for Data About Data Data & System Architecture Strategy Oversight & Development People Talking to People Managing Data Automated Workflow Tools Distribution Visibility To Erroneous Data Data Quality Compliance

27. Transform the way we do HR by implementing best in class Core HR Applications to deliver… STANDARDIZED PROCESSES Industry defined Minimal exceptions Rapid deployment of process globalization Performance & Incentive M&A Simplification Reporting Future Initiatives Simplified data management Vendor managed compliance updates INSIGHTS & ANALYTICS Easy access to valid HR data globally Decision-making information embedded into all processes Shift HR focus from data validation to talent, organization, insights Continuous visibility to talent pipeline for planning purposes CONSUMER GRADE USER EXPERIENCE Anytime, Anywhere, Any Device Global Employee, Manager and HR Self Service RIGHT WORK, RIGHT TALENT Minimizes HR admin tasks Decreases HR onboarding time Enables Regional Service Ctrs Significant reduction in IT landscape/resources HR Transformation 27

28. Our HR Transformational Journey FROM US-Centric Approach Decentralized Headcount Control Qualitative Analysis US Transactional Service Center High-Touch Model Conditioned to Wait Activity Focused HR TO Truly Global Data & Capabilities Central Control & Visibility to Spend Data-Driven Decision-Making Global Delivery Model High Touch Where it Matters Empowered to Lead Impact Obsessed HR 28

29. Preparing for HCM Transformation Legend System Selection Global Resource Plan Data Migration Strategy Data Archiving Strategy Reporting Strategy Data Integration Strategy Global Team Formation Solution Scoping Business Process Design Legacy System Connectivity System Profiling Infrastructure Deployment Future State Architecture AssessPrepareExecute Global Design

30. Data Readiness Assessment Organizational Assessment  Data Conversion Specific Roles  Data Role Mapping: Steady-state governance to project organization  Data Role Mapping II: Project organization to post-transformation organization System Inventory  HCM System Inventory: 50+ systems apart from SAP HCM  System Metadata Collection: Owners, Data Objects, Contracts, Interfaces  System Impact Analysis: Conversion inventory, Interface inventory Technology Assessment  Conversion Tools: 10 key technologies for successful data projects  Gap Analysis: Identification of key assets or holes in landscape (e.g. archiving)

31. Agenda  Introductions  Company Overviews  General Mills HR Landscape: Where We Started  HR Information Strategy: Where We Want To Go  Project Profile: What We Did  HR Information Strategy: What’s Next  Wrap Up

32. Key Takeaways: Playbook  Create awareness  Build that awareness with technical solutions  Build stewardship organization (educate)  True transformation is not system replacement. It is an overhaul of HR practices to be informed by data.  The data is what enables the next-generation technologies to create true transformation opportunities.

33. Questions