usinesses have adopted a ‘one-size-fits-all’ model for employees’ work hours to ensure productivity and efficiency. What we’ve recognised is that working arrangements really need to be tailored to the individual – this helps ensure we have the best people doing their best work every day. In what ways is PepsiCo helping staff balance work and personal life? Most recently we have removed start and finish times for our people [through our] flextime policy), allowing them to choose their work hours and balance personal responsibilities and lifestyle with work. We recognise that one size won’t fit everyone across our diverse organisation and understand that work/life quality means different things to different people. We encourage our people to build their work life around their personal needs and embrace all the flexible working options that are available to them.  Can you tell me about the response from employees to the flexitime policy since it has been introduced? We officially launched the new policy in May 2020 and the feedback from our people has been great. The timing with Covid-19 has obviously meant that our people have really been able to take advantage of the new policy and make it work for their situation. Do you have any data you can share on the uptake? Are many people choosing to stick close to the traditional work day hours? We don’t formally track it however I would say the majority of our people would utilise the Flextime policy. Regarding flexibility around location of work, I would say our people are spending about 30-50 per cent of their time in the office. Are there any other key initiatives at PepsiCo that contribute to good workplace culture? We have a people focused culture which encourages flexibility, diversity and inclusion. Our teams reflect the diversity of our consumers and our communities. The greatest innovation happens when there is a diversity of perspectives at the table, and this remains central to PepsiCo as an organisation. Given that PepsiCo is a major multinational, is it important for the team to forge connections with their counterparts globally? And if so, how do they do this? Yes, absolutely and I would say that it’s one of the benefits of working for PepsiCo – being part of a global organisation, collaborating with colleagues from different markets and sharing best practice. Forging these types of connections is done on a number of levels and can vary depending on function however it can include global conferences, town halls and cross functional teams for special projects.