People & Strategy Winter 2018 Vol. 41 No. 1 - 56

LEADERSHIP INSIGHTS

CHRO Connection: Eric Minvielle
Mars, Incorporated Vice President of People and Organization, Eric Minvielle, who leads
HR at the pet care, food, drinks and confectionery company, spoke with HR People
+ Strategy Executive Director Lisa Connell about the critical role HR has in creating
transformational organizations.

Lisa Connell: What is the meaning
behind Mars' five principles and how
does that play out?
Eric Minvielle: The Five Principles
stem from the idea that a company
can only endure and thrive if it creates
mutual benefits for all involved. This
concept - championed by Forrest
Mars, Sr. - is still a part of the business
principles we adhere to today. It's articulated in these Five Principles: Quality,
Responsibility, Mutuality, Efficiency,
and Freedom. These are deeply woven
in the fabric of Mars culture, operations and long-term view. We operate
in more than 80 countries, and our
principles unite us across geographies,
generations, languages and culture.
They guide all our business decisions
and reinforce the values that make
Mars a great place to work. Ultimately,
they help us create a community of
mutual respect, trust, and dignity. We
believe we're all in this together.
By living our principles, we're able to
foster a great culture at Mars, and make
an impact beyond our four walls. One
example of putting our Principles into
action is our Mars Ambassador Program
(MAP), which encourages associates
to get involved with hands-on projects
in the communities where we work.
It's a rich development and leadership
experience that has resulted in improvements from tea factories in Kenya to the
streamlining and simplification of a supply chain that support the preparation
of meals for residential schools in India.  
LC: Talk about your experience and
how you got into HR.
56

PEOPLE + STRATEGY

EM: I've held many positions across
different functions in the 33 years I've
been at Mars. I started in sales, but
held many types of roles, including
general management before ending up
in the People & Organization (P&O)
business, which is what we call our HR
function. My journey is a testament to
the opportunities available in Mars -
being able to move across functions,
across segments, and across markets.
Although, admittedly, my wife and
children may tell you that we moved
more than most.
I have worked on all continents, in
both very mature markets as well as
emerging regions, dividing my time
between a variety of functions, and
lived in five countries over the past 33
years. My diverse experiences running
markets and regions, building businesses in new markets, and handling
acquisitions have been invaluable to
my work in P&O because I have been
able to get under the skin of the organization, see its operations from many
different angles, and really understand
what makes it tick.
In the end, I could have chosen
several different paths, but I chose
P&O because I enjoy being close to the
business strategy, and growing and inspiring talent. Over the years I've been
energized by the global impact you can
have when you bring people strategies
to life across all aspects of a business.
LC: What is your leadership
philosophy?
EM: It is my ambition to set a very clear
purpose and vision that is intrinsically

VITAL SIGNS
Name: Eric Minvielle
Title: Vice President of People and
Organization
Company: Mars, Incorporated
Employees: over 100,000
2016 Revenue: $35 billion
Mars' Top Five "Billion Dollar"
Brands: Pedigree, Royal Canin,
M&M'S, VCA and Snickers
Favorite candy: Maltesers
Wow!: Mars' biggest business is not
candy, but pet care. Mars is the
largest employer of veterinarians
in the U.S.

linked to business objectives. I want to
bring people with me by empowering
them to be change agents and above
all, to be themselves. Ultimately, it is
about aligning on the 'why' and the
values behind what you do. The more
you align with that, the easier it is for
you to lead. It is important to me to
have a sense of purpose every day,
whilst staying grounded in achieving
our goals. To that end, leading with
values and principles is key.



Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
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