1. Constant Change Management-
Sustainable Engagement
Programs: The Thomson
Reuters Experience
PETER BUENASEDA
Senior Site Officer & Head of HR

2. AGENDA
• Company Overview
• The Manila Transformation Agenda
• Manila Site Strategy post-award
• Employee Engagement in Focus
• Top Takeaways
– Strategy where it matters to employees
– Stories to bring strategy to life
– Knowing how to engage employees
– Talent Flow
– Diversity and Inclusion
– Understanding generational dynamics

3. THOMSON REUTERS
Overview
We are the world's leading source of intelligent information for businesses and professionals,
combining industry expertise with innovative technology and powered by the world’s largest news
organization, to deliver critical information to leading decision makers.
Financial & Risk
Financial: Legal: Tax & Accounting: Scientific:
Provides financial Westlaw is relied upon Checkpoint used by 99 Used by over 20 million
applications for over half by 100% of the world’s of the top 100 U.S. researchers worldwide.
a million professionals top law firms. accounting firms.
globally.
Reuters News:
Reaches 1 billion news
consumers every day.
Media
World’s largest independent
global news agency.

4. OUR GLOBAL FOOTPRINT
We employ more than 60,000 people and operate in over 100 countries
As of Dec. 31, 2012
4

5. OUR VALUES
We believe… This means we will…..
Customers are • Know our customers, enable their success
• Anticipate needs, provide solutions
at the heart of • Be proactive, innovative and responsive
everything • Provide value, inspire loyalty
• Collaborate across boundaries and cultures
Business is • Leverage expertise and resources into scalable
opportunities
global • Think and act as a world citizen
• Respect and value diversity of all kinds
People make the • Be the best place to work
• Attract, develop, retain and reward good people
difference • Create opportunities for excellence, performance,
growth
Performance • Set ambitious goals
• Be committed and accountable
matters • Deliver
5

6. AWARDS + RECOGNITIONS
Thomson Reuters is proud to be recognized by some of the most important and influential
publications and organizations around the world.
FORTUNE Magazine’s 2012 World’s Most Admired Companies
We ranked #1 Among Financial Data Service peers in Fortune’s 2012 List of World’s
Most Admired Companies.
Thomson Reuters Named To Ethisphere's 2012 World’s Most Ethical
Companies List For Fourth Successive Year
Interbrand 2011 Best Global Brand Survey
We rose to 37th in the 2011 Best 100 Global Brands, up from last year’s ranking at
39th and our fourth consecutive rise in the survey since our debut in 2008.
Awardee, 2010 People Program of the Year Award – for the “Manila Transformation
Agenda,” a change management program that capitalized on people and
organizational strengths to grow local operations (People Management Association
of the Philippines )
Awardee, 2011 Shared Services Excellence of the Year Award – for outstanding
achievements as a key operations center providing high value services to the
Thomson Reuters global network (International ICT Awards Philippines 2011) 6
Recipient, 2012 Philippine Quality Award Recognition for Commitment to Quality
given by President Benigno S. Aquino III

7. THOMSON REUTERS MANILA
• Second largest of nine Operational Centers of excellence
– Bangalore / Hyderabad / Chennai / Gdynia (Poland) / Beijing / Bangkok /
Costa Rica / Buenos Aires
• 2,400+ employees; average age: mid-20s
– financial analysts, data analysts, publishing specialists, customer support
executives, sales and marketing professionals, lawyers, managers
• World-class talents
– Have taken on roles in other Thomson Reuters centers in New York, London,
Sydney, Singapore, Hong Kong
– Senior management are seasoned leaders from various industries and disciplines,
holding global and regional leadership roles, responsible for driving and delivering
on business goals and managing multicultural organizations worldwide

8. MANILA
TRANSFORMATION
AGENDA

9. WHAT CAME BEFORE

10. THE VIEW FROM MANILA
• Vast differences in
company culture
• Impact of integration
• Fear of losing jobs
• Continued relevance in
new business direction

11. IN MANILA
THE MANILA
TRANSFORMATION AGENDA
1. Strategic Leadership
2. Opportunities Amid Change
3. Effective Communications
4. Talent Management
5. Employee Engagement

12. STRATEGIC LEADERSHIP
• Manila Management Council
– Country governance, enabling strategy, shared services,
communications, leadership development, government & industry
relations, crisis management

13. STRATEGIC LEADERSHIP
• Opportunity Seeking Forum
– Build and differentiate Manila as center of choice
– Build on core organizational capabilities
– Provide the right organizational environment

14. STRATEGIC LEADERSHIP
• Manila Value Proposition (2008)
“To be the global center of excellence with an outstanding track
record, a source of high quality talent, and a strong customer focus –
able to execute and deliver great business results for the new
company”

15. STRATEGIC LEADERSHIP
• HR Strategy for the Business
• Alignment Workshop
• HR Restructuring

16. OPPORTUNITIES AMID CHANGE
• Pitching the Manila Value Proposition:
– Winning friends, influencing key stakeholders
– A Balanced Picture, an informed decision
– Excellent performance in a period of Change

17. OPPORTUNITIES AMID CHANGE
• Birthing new business, growing existing groups
• Wider organization generated revenues in moving
operations to a more competitive location
• “Companies go to where the Talent is”

18. OPPORTUNITIES AMID CHANGE
• Better Careers, more Learning Opportunities

19. EFFECTIVE COMMUNICATION
• Face-to-face, sustained small group
meetings, informal talks, townhalls
• High management visibility
• All-staff communications
• Consistent key messages:
– Manila Value Proposition
– Our capabilities
– Our track record

20. TALENT MANAGEMENT
• Redeployment: Zero lay-offs
– Matching employees’ skills with business group requirements
• Career Clinic
• Flow the Talent Mentality
KNOW GROW
YOUR YOUR
TALENT TALENT
FLOW
YOUR
TALENT

21. KEY TAKEAWAYS
• Strategic Leadership requires leaders agile enough
to change strategies as the environment changes.
• Help employees capitalize on Opportunities as they
come.
• Communications, to be effective,
must have a high degree of transparency
and integrity.
• Talent is our driver and competitive edge.
• Employee engagement is not just about fun; it’s
building pride in the organization and its values.

22. • First level text is Arial 24pt. Arial Bold is used to highlight
words within the paragraph. All text within the field is gray.
Line spacing is 0.5 above MANILA
SITE
– 2nd level text is Arial 20pt. Line spacing is 0.3 Above.
STRATEGY
• 3rd level text is Arial 18pt. Line spacing is 0.25 Above
– 4th level text is Arial 16pt. Line spacing is 0.2 Above.
Post-Award
• 5th level test is Arial 14pt. Line spacing is 0.2 Above
• All Line Spacing is in Lines not Points
– All Line Spacing is set on the Master for each level.

23. MANILA SITE STRATEGY VIDEO 2012

24. MANILA VISION AND STRATEGY 2012-2013
MANILA VALUE PROPOSITION
To be the global center of excellence, a source of
high caliber talent with a strong customer focus, and
the ability to deliver superior business results.
STRATEGIES HARMONIZE OPTIMIZE
 DRIVE specializations and market expertise through
continuous learning leading to customer intelligence.
 OPTIMIZE Manila site capabilities by developing our
new and existing performers and streamlining
processes to increase our business value to Thomson
INTENSIFY DRIVE
Reuters.
 HARMONIZE expectation of stakeholders with activities
to accelerate Manila’s strategic site positioning.
 INTENSIFY efforts at creating a world class
environment that promotes high employee engagement
and corporate responsibility advocacy

25. 2013 MANILA Business ACE
sponsorship Program
of critical
SITE STRATEGY “Know your
Customer”
competency
certifications
Hi Po
Program
sessions
EVP and
Appreciation of
Employer
our products from
Branding
a customer point
of view
A community of Innovation applied to
specialists/ experts business systems,
on critical domains processes
Manila as
a global center of
excellence, a source of Succession planning
Specialization/
Expert Career Track high caliber talent with a
strong customer focus,
and able to deliver
Internal, external stories,
social media strategy
superior business Cost Optimization
for Manila results
Executive briefings + Employee
Manila Experience for Engagement
stakeholders
“Know your
Business” for Rewards +
business Recognition
acumen Global
Programs + Diversity Corporate
Campaigns Stake-
& Responsibility
participation holder
Inclusion
engage-
ment

26. MANILA SITE STRATEGY VIDEO 2013

27. EMPLOYEE ENGAGEMENT IN FOCUS
EMPLOYEE IN
ENGAGEMENT FOCUS

28. DEALING WITH CHALLENGES
AMBIGUITY Help employees
TRUST accept, adapt to
change
COMPLEX MATRIX
ENVIRONMENT Engage, Influence
stakeholders

29. 3Cs OF EMPLOYEE ENGAGEMENT

30. EMPLOYEE ENGAGEMENT Interventions
• Day 1 celebrations
• Brand Ambassadors
• Transition & Change
Workshops

31. EMPLOYEE ENGAGEMENT Interventions
• One Company, One Year

32. EMPLOYEE ENGAGEMENT Interventions
• TRansformers: championing our Values
• TRue Pinoy Christmas yearend event

33. EMPLOYEE ENGAGEMENT Interventions
• Manila Achievement Awards
– Highest site recognition for
extraordinary individual and group
accomplishments
– Criteria: Project impact,
customers/stakeholder
feedback/adherence to corporate
values

34. EMPLOYEE ENGAGEMENT Interventions
• Corporate Responsibility and Volunteerism

35. EFFECTIVENESS: EMPLOYEE ENGAGEMENT
• Second highest engagement scores in 2008, 2009, 2010;
highest in 2011 worldwide
Employee Engagement Survey Results
95
94
93
90
88 88
87
85 86 86 Corporate
84
Manila
80
75
2008 2009 2010 2011

36. KEY
TAKEAWAYS

37. #1: STRATEGY WHERE IT MATTERS TO
EMPLOYEES
• Strategies are broad, but anchored on sustaining
competitiveness of Manila as a location
• Strategies focused on HOW we can make the Manila Value
Proposition a reality, not just on WHAT it is
• Strategies were translated into something recognizable for
employees to relate to as a site, not as separate business
units

38. #2 STORIES BRING OUR STRATEGY TO LIFE
• Key messages and stories consistently related what we
do to the Site Strategies
– Big wins / new businesses / team expansions / new roles
– Talent Flow / Specialization / Process Excellence & Innovation
– Global Filipino Professionals / recognitions / external awards
• Use of multimedia communication channels to reinforce
the message
– All staff emails, townhalls, enewsletter, AVPs, slideshows,
posters
– Social Media: Thomson Reuters Manila facebook page
– Employer Branding through external PR campaign for print and
online

39. #3 KNOWING HOW TO ENGAGE EMPLOYEES
• Involvement and commitment of employees in action planning
for sustainable employee engagement programs
• Reward and recognition of individual and group achievements
• Highlight employee participation in corporate social
responsibilities
• Structure, support and mechanism for employees to drive their
own activities, programs and interests

40. #4 FLOW YOUR TALENT
• Cohesive approach, structure and mechanism for employees
to Move In, Up and Around within their business units, across
different businesses, to specialist roles and even to other
locations

41. #5 DIVERSITY AND INCLUSION
• Embracing Diversity & Inclusion
• Better business performance, improved understanding of our diverse
customers’ needs
• Greater opportunity for out-of-the-box problem solving
• Increased workforce productivity, engagement, job performance
• Broader candidate pool to recruit great talent
• Diversity Programs
• Women@thomsonreuters: developing women for leadership, championing
advocacies in the workplace
• Pride at Work: professional and social networking, talent development for
lesbian, gay, bisexual, transgender employees
• 25 interest clubs ranging from sports to song and dance to faith

42. #6 GENERATIONAL DYNAMICS
• Engaging Gen Y employees
• Strong desire to make a difference: impact on the business, impact on
critical decisions that change the world, impact on bettering lives of others
• Strong aspiration for values: cares what a brand stands for, pride in being
Brand Ambassadors
• Technology and social media savvy: values peer relationships/ networks at
work
• Retention through Talent Flow: able to move in, up, and around the
organization to move to greater challenges and opportunities

43. Questions