Rivian

Strategic Organizational Plan

Prepared by:
Cynthia Avilez, Trevor Behrendt, Sierra Koenig, Nicole Neslund, Nam Pham, Rachel Wright, & Erica Zacharko

Rivian
Management Team
Dream Team PR

April 25th, 2023

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Table of Contents

Page
Executive Summary…………………………………………………………………………………….. 3
Introductory Summary…………………………………………………………………………………...3
1.0 Organization Background……………………………………………………………………………3
1.1 Business definition…………………………………………………………………………..3
1.2 Vision………………………………………………………………………………………...3
1.3 Mission……………………………………………………………………………………....3
1.4 Organization Structure………………………………………………………………………4
1.5 History & Culture…………………………………………………………………………4-6
2.0 Situation Analysis…………………………………………………………………………………...6
2.1 Definition & Scope of Situation…………………………………………………………...6-7
2.2 Stakeholders Affected……………………………………………………………………….7
2.3 Competition………………………………………………………………………………..7-8
2.4 SWOT Analysis………………………………………………………………………….8-10
2.5 Market Position…………………………………………………………………………10-11
3.0 Plan…………………………………………………………………………………………………11
3.1 Objectives, Strategies & Tactics………………………………………………………...11-13
3.2 Critical Success Factors………………………………………………………………...13-15
3.3 Budget & Resource Allocations……………………………………………………………16
3.4 Timeline…………………………………………………………………………………….16
3.6 Evaluation Method & Anticipated Results…………………………………………………16
Appendices……………………………………………………………………………………………...17
A. Proposed Timeline…………………………………..………………………………………17
B. Proposed Budget…………………………………………………………………………….17
References…………………………………………………………………………………………. 18-19
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Executive Summary

Rivian is an electric car company that was founded in 2009 by R.J. Scaringe. Rivian’s production plant is
located in Normal, Illinois and the headquarters is in California. Rivian is known specifically for their
electric trucks and how they are taking measures to have net-zero carbon emissions. Rivian is building a
future that includes everyone. Rivian is about people coming together and their mission is to protect the
planet and the cultures that live on it for generations to come.

This strategic plan is focused for the 2023-2024 fiscal year. The goal is to decrease homeowner
opposition, reduce customer dissatisfaction, decrease employee dissatisfaction, increase knowledge about
diversity and inclusion, improve employee compensation, and expand employee mentors. This plan was
constructed after examining Rivian’s current goals and examining secondary research. Dream Team PR
crafted this plan to advance internal and external relations for Rivian. The objectives created for this plan
include:

● Decrease homeowner opposition toward Rivian by 20 percent.

● Reducing customer dissatisfaction with stock availability by 25 percent.
● Decrease employee dissatisfaction about promotions by 10 percent.
● Increase Diversity & Inclusion knowledge in managers to 40 percent.
● Increase employee compensation from within the company by 5 percent.
● Increase employee mentors to 75 percent.

Success of this plan will be evaluated on how well the objectives above were met. The objectives target
homeowner opposition, customer dissatisfaction, diversity and inclusion, employee compensation, and
employee mentors. Each of these objectives were created to help Rivian internally and externally. These
changes will help with Rivian’s reputation, sales, and the company as a whole.

1.0 Organization Background

This section covers necessary information about what an organization is, why it exists, how long it’s been
in operation, where it operates, and so on. Then proceed to filling out the following subsections.

1.1 Business Definition - Rivian is an American electric vehicle manufacturer and automotive technology
company founded in 2009. Their headquarters are based in California, and they built an electric
sport-utility vehicle and pickup truck that is reinventing the way other manufacturers produce all-electric
vehicles (2021).

1.2 Vision - Rivian’s vision is to shift people's mindsets into thinking more eco-friendly and to inspire
change to other organizations in hopes that they change the way they do things. (Scaringe, 2023)

1.3 Mission- Rivian is on a mission to keep the world adventurous forever. This goes for the
emissions-free Electric Adventure Vehicles we build, and the curious, courageous souls we seek to attract.
(Scaringe, 2023)
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1.4 Organization Structure – Rivian’s organizational structure includes a variety of subject matter
domains divided across different sectors. Vehicle engineering and design are all housed out of their Irving,
CA location. This plant inhabits development such as electronics, software, battery systems, IT, supply
chain, and logistics. Rivian’s Los Angeles, CA location solely focuses on electronic power conversion
which includes the development of motors and inverters for all vehicle models, as well as customer and
fleet charging products. Many of Rivian’s technology and digital teams are based out of the Palo Alto, CA
location. At this location, teams are onsite at the Stanford Research Park campus to develop most of their
software stack and vehicle electronics. Normal, IL is home to Rivian’s very first manufacturing campus.
Here, the manufacturing focuses on the building of R1 products and commercial vans. The teams in
Normal, IL include manufacturing engineering and operations, supply chain and logistics, IT, quality, and
customer engagement. Rivian’s Plymouth, MI location acts as a facility for vehicle development,
prototyping, testing, and administration. Vehicle engineering, validation, procurement, and supply chain
teams are located here. Wittman, AZ holds Rivian’s testing facility. Engineers and technicians conduct
development testing on their vehicles' driving dynamics, efficiency, thermal performance, and durability.
The extreme climate and terrain in Wittman, AZ offers an ideal place to validate the building of their
products. Rivian also has operations outside of the United States. One of these locations is in Working,
UK just outside of London. The team here includes engineers for advanced concepts (body and lighting
teams). They focus on ensuring vehicles are exceeding customers' expectations and guide direction
toward Rivian's future products. Rivian’s final location is in Vancouver, BC. The team located here houses
vehicle management software teams who develop apps and digital products for both customer and fleet
products. The focus is to build a top-notch platform that will aid in learning about owning a Rivian
vehicle (Scaringe, 2023).

1.5 History & Culture

History: Rivian was founded in 2009 by RJ Scaringe. Rivian’s name is a play on words derived from the
Indian River in Florida. This is because RJ spent much of his childhood there in his rowboat. In 2011
Rivian revealed their first prototype which was a coupe. They decided to get rid of the coupe and create
bigger cars like SUVs and trucks. The reason for this is because they want to electrify these bigger
vehicles because they create more pollution. In 2017 Rivian purchased the former Mitsubishi plant in
Normal, IL. In 2018 Rivian revealed the R1T truck and R1S SUV with production set to begin in 2020.
Ford invested in Rivian and planned to co-develop an electric vehicle. Then in 2021 that plan ended
partially due to the pandemic. Then later in 2021 Amazon announced that it owned 22% stake in Rivian.
Amazon and Rivian are now working together to create electric delivery vans. By 2030 Rivian agreed on
a contract to produce 100,000 electric vans exclusively built for Amazon (Staff, 2023). Rivian wants to
stop the carbonization in our atmosphere to create a better future for generations to come. Rivian has
signed the Climate Pledge to reach that goal by 2040 — 10 years ahead of the Paris Agreement (Scaringe,
2023). Rivian’s 2022-2023 R1T pickup truck received the award for Insurance Institute for Highway
Safety’s (IIHS) Top Safety Pick (Lowery, 2022). The Rivian R1T was also awarded the 2022
MotorTrend Truck of the Year Award (Valdes-Dapena, 2021). With Rivian having a base in Normal,
IL, they have had many pop-up events in the area. In particular, they have hosted family-friendly events.
Last year, on September 10, 2022, Rivian had a pop-up event in Uptown, Normal. On the website
VisitBN, it states the event included “vehicle exploration, kids’ activities, Rivian gear for sale, live music
and yummy treats” (Rivian, 2022). They also hosted a similar event in 2019. Rivians press coverage has
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increased over the years and now has over 8 million shares of their company, reported from their
philanthropy sector.

Culture: Rivian has a diverse workforce. The Belonging Team is part of the larger People Team which
focuses on enabling diversity, equity and inclusion. Rivian embraces allyship. Employee-led Belonging
Resource Groups (BRGs) are encouraged to establish community. These groups include Rainbow
Rivianites, Rivian Women’s Network, Black and African American Group, LatinX Group, Asian Pacific
Islander Group, Military Veterans Group and Intersectionality Group. Rivian also supports its team by
offering world class health and financial benefits to employees and their families. Some of the employee
benefits include ownership of Rivian stock through equity programs, mental and emotional wellness
platforms, fertility and family planning, competitive compensation, career development, and transgender
benefits (Scaringe, 2023). All the previous listed information on diversity was listed on Rivian’s website.
Rivian faced lawsuits for allegations of gender discrimination. Former Rivian executive Laura Schwab
filed a lawsuit in Orange County, California, stating she was fired after alerting workplace gender bias to
human resources.

Schwab alleged that the company has a 'toxic’ bro culture' and this culture excluded her from executive
meetings and sidelined her business suggestions (Griffith, 2021). As mentioned, Rivian partners with
Amazon to create electric delivery vans. Also, Rivian has decided to partner with Mercedes-Benz to help
with manufacturing. With this partnership, Rivian “brings new EV technology to the table and
Mercedes-Benz will provide the backing and manufacturing assets” (Shaw,2022). This partnership that
was created in 2022 will be beneficial for both companies economically. This is not the first vehicle
company Rivian has partnered with. In 2019, Ford and Rivian formed a partnership, in which Ford
invested $500 million in Rivian’s company. However, in 2021 they stated they would no longer be
collaborating. Competitor Offerings: While Rivian stands tall and formidable against other rising stars of
the electric vehicular industry, Rivian still has a lot to learn from their competitors. While being late to the
game Tesla was the first company to start it all with the electric car company and now has more
globalization than Rivian does. When speaking upon culture, Tesla’s DEI section competes well with
Rivian’s. As stated by their Director of Inclusion, Kristen Kavanaugh stated that, “We set high standards
for everything we do, and we are committed to bringing that same bias for excellence to Diversity, Equity
and Inclusion at Tesla.” (Kavanaugh, 2020). This is just one example of what the top competitor is doing
as over half of their employees are minorities, this statistic was taken from Tesla’s DEI report for 2020.
While Rivian is doing well in this aspect, they have a lot to learn from for the future in this industry.

2.0. Situation Analysis

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What is the state of the business that needs changing? What change is needed? Why? What is the
company in danger of losing, has already lost, or could stand to gain but cannot? Thorough description of
the state of the environment the organization faces, internally and/or externally. Can be the substance of
the problem-solving process for business cases. Use the steps in that process instead of or in addition to
the subsections below.

2.1 Definition & Scope of Situation

Rivian is one of multiple electrical vehicle companies which entails manufacturing these vehicles they
create while looking for the next innovative technology. According to a Meltwater report, Rivian has
10,052 members in the company. In terms of production, Rivian currently only has one main
manufacturing site in Normal, Illinois while also (Scaringe,2023). This information is noted to
demonstrate efforts to make sure they are hitting yearly financial goals and production goals as the
company moves forward.

For these goals to be met, internal issues that were identified must be addressed. The employees of Rivian
are the individuals who are making these vehicles. A strong team of employees is a necessity for Rivian to
reach future goals that were identified. Diversity and Inclusion knowledge for managers is important for
the wellness of employees. The treatment they receive will determine if employees decide to stay with the
company.

Opportunities within the company regarding promotion and mentorship for employees are also helpful
with employee retention and positive attitude associated with working for Rivian. Employees who have a
secure position with advancement for the future will gain more experience with the company. Employees
with more experience will help speed up production for Rivian to meet its future production goals.
Regarding mentorship, a program will be greatly beneficial for Rivian because new employees will have a
solid foundation to start their careers off at Rivian. Thus, Rivian will have employees who are satisfied
with what they are doing at Rivian which will increase worker productivity.

There is no doubt Rivian has groups watching their next move regarding the company in relation to its
surrounding environment. Homeowner opposition is an issue that Rivian must address in order for more
manufacturing sites to start to open. This ties into customer satisfaction as well. In order for production to
increase, a new manufacturing site will tremendously aid Rivian’s efforts.

Another way for Rivian to achieve financial goals, they must have their current customers satisfied. The
wait time on cars is long because of the production being low. Therefore, this should be addressed
accordingly to make sure current buyers do not take their business elsewhere. There must be some
incentive for buyers to balance out the wait time. This is a temporary solution while the production at
Rivian starts to pick up.

For Rivian’s goals to be met, there needs to start from within the company. With the issues addressed for
internal employees, this will create a strong foundation for Rivian. This is connected to production and
financial stability because the workplace environment determines productivity. Next, moving on to
external issues for Rivian will also greatly impact the outcome for Rivian. It is important to address not
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only current customers but groups who may hinder the end goal regarding production. Moreover, all of
this ties together to also aid in financial gain for Rivian.

2.2 Stakeholders Affected

Rivian’s relationship with its stakeholders is one of the key factors when considering the trajectory of
their reputation and future projects with stakeholders. Making sure the needs and constant communication
with varying stakeholders will allow for there to be more positivity surrounding Rivian as a whole.
Moreover, there are external and internal stakeholders that Rivian must monitor.

Internal stakeholders for Rivian include employees, managers, and executive board members. The
internal issues that were discussed in the scope of the situation will affect these stakeholders. Employees
at the production sites are the main individuals who are assembling the models that Rivian offers. Their
satisfaction within the company will determine how much production is being completed. Managers and
executive board members are also vital stakeholders because they are the individuals overlooking what is
occurring on a company-wide scale. The way they treat employees is crucial for the foundation of Rivian.

External stakeholders would include homeowners, surrounding community, and customers. There is of
great importance of the type of attitude homeowners and the surrounding community has towards Rivian
being integrated in the community. They will ultimately have to come up with a decision on whether or
not Rivian should be allowed to build their site in the community. Thus, having these stakeholders on
Rivian’s side will be beneficial to Rivian’s production goals. Next, customers are also an important
stakeholder that must be addressed in this section. Their consumption and loyalty to Rivian’s products is
what will contribute to Rivian having a stable income for them. Thus, customer satisfaction is an
important factor.

2.3 Competition

Rivian, though is pushing toward a brighter future in the electric car industry, has a multitude of
competitors on its path to greatness. Rivian may be the first company to introduce the electric truck but it
has a long road before it reaches the top of the rankings when it comes to the electric vehicle industry.
This is the case because some of its competitors have been in this industry for a longer duration thus
having more of a larger reputation to the public. It is vital that Rivian acknowledges its competitors and
learns from their actions in this industry.

Listed below are some of Rivians competitors. Rivians competitors are known all around the world due to
the fact that they are already a car company but are now jumping into the clean energy game. Some of
these companies are at the top of their game and Rivian will have to learn their weaknesses and strengths.
The list is available below with Rivians competitors.
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- Tesla: Tesla is by far the largest electric car company in the world. With that, their owner is well
known around the world. With that being said there are over 400 Tesla stores in the world.
(Business of Business, 2019)
- Ford: Ford is one of the most well-known car companies in the history of the world. With Ford
joining the electric car industry, it will strive to use its reputation and notoriety to compete in the
highest order.
- Atlis Motor Vehicles: This company is known for its fast charging batteries that can recharge their
vehicles in 15 minutes. Atlis has also created an electric-powered pickup truck that is “built to
sustain the world of work”(XT electric pickup truck, 2023).
- GMC: The company has created the GMC Hummer EV in both a pickup truck and SUV model
(The world’s first all-electric super trucks). This company is already very popular for its trucks
and large vehicles. Producing electric vehicles will automatically make them a tough competitor
against Rivian.

2.4 SWOT Analysis

The SWOT analysis is used to analyze Rivian’s strengths, weaknesses, opportunities, and threats that may
serve as advantages, disadvantages, chances for company improvements, as well as, potential harmful
threats facing the company. Each SWOT aspect is individually stated and the implications and possible
actions are used to show how these aspects may affect the company and the possible action Rivian may
take.

Aspects Implications Possible Actions

Strengths
Value alignment Creates a strong niche of Maintain this relationship
individuals who want to by demonstrating these values.
support Rivian.
Communication Have managers encourage
with With access to managers, employees to talk about
management this will allow there to be questions or concerns. This can
two-way communication. be done by having more
company events where
managers are actively engaged.
Weaknesses
Employee Unsatisfied Find ways for
dissatisfaction employee employees to want to
regarding experience could stay with Rivian (ex:
promotions. make it difficult employee bonuses,
for Rivian to events, etc.)
recruit employees
in the future. This
bad reputation can
put Rivian in a
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vulnerable spot for

a future crisis.

Lack of Create mentor

employee DEI Creates a potentially programs to increase
knowledge hostile and non-inclusive company knowledge.
work environment

Employees Find replacements

taking significant Less employees will be for the meantime to fill
leave able to help with in or offer employees
production of vehicles. more pay if they work
overtime to make up
for employee leave.

Opportunities Employee skill The creation of Do research on what

improvement more programs for employees are
training can alter struggling with at work
employment and make programs for
knowledge for the this skill.
company to
forward to the
company in
production.
Implementing more
charging stations by
Increased Most EV chargers towns located in more
number of are located in cities rural areas
charging stations. and suburbs

Amazon Another way for

Work with Amazon to
partnerships Rivian to have
help them with vehicle
another form of
distribution for their
income other than
company.
vehicle
manufacturing.

Multiple campaigns
Change in More freedom for Rivian
and community
attitude on to make choices regarding
hearings for locations
external where to open new sites
that are being planned
opposing groups. without the wait time of to have a
trying to get opposing
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groups in the future. Faster manufacturing site to

process than before. be built.
Threats
Economic Creates a Create a financial plan
climate potentially hostile to prepare for a
and non-inclusive financial crisis. This
work environment way it has minimal
impact on production.

There will be
fewer materials for Start exploring other
Shortage of earth
Rivian to make options to substitute
materials to
their cars. This for these materials.
make
halts production
cars/batteries.
rate.

Can cause a disruption on Create various plans

Government
internal relations and when new government
regulations
procedures. regulations are first
discussed. This is in
preparation for having
to adjust to changes.

2.5 Market Position

Rivian is an electric car company among a few other electric car companies. The most well known
electric car company is Tesla, which is Rivian’s biggest competitor. Rivian is a niche occupier because
they have a small market since Rivian is a newer small company they are not as well known as their
competitor Tesla or other car companies.

Rivian should capitalize on the fact that there are not many other electric trucks. Rivian’s competition for
electric trucks are Tesla, Ford, and GMC. Tesla has the Cybertruck, Ford has the F-150 Lightning, and
GMC has the Hummer EV. Rivian and Ford have two of the most popular electric trucks because they
were first to the market (Electrek, 2023). Rivian should up their production so they can capitalize on the
small amount of competition in electric trucks.

Rivian makes two cars which are the R1S and the R1T. These cars are both bigger cars, one is an SUV
and one is a truck. This makes the market of people looking to buy a Rivian car much smaller since they
only make two bigger cars. This takes people looking to buy a smaller car out of Rivians market. Also,
since Rivian makes all-electric cars it makes their market smaller too. Electric cars are newer compared to
gas cars which can hold people back from switching to electric cars. The last reason Rivian is a niche
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brand is that their main target is people that like the outdoors and camping. Rivian’s R1T is designed for
offroading targeting people that like the outdoors (Singh, 2021).
3.0 Plan

The specific things that the organization must do this fiscal year to get closer to realizing its vision are
specified and defined in this section. Use this paragraph to adequately foreground the substance of the
following subsections.

Based on our objectives from the second section, this section will lay out the objectives, strategies, and
tactics Rivian can take to effectively achieve the objectives. Additionally, this section will describe what
factors are most critical in order to achieve the objectives of Rivian while outlining some barriers,
resources, opportunities and the environment. Toward the end of the section, we lay out the budget for
this project and a timeline and describe our evaluation methods used to measure the success of the
objectives.

3.1 Objectives, Strategies, and Tactics

Objectives Strategies Tactics

1. Decrease employee dissatisfaction about ● Internal policy ● Set up a
promotions by 10% by 2024 changes. company-wide
updated policy
Benchmark: 35% of employees are meeting.
dissatisfied by promotion opportunities ● Send out a survey
through email to
(Work Place, p.18)
employees to see
Rationale: Employees are dissatisfied with
what type of
the promotion opportunities offered by
promotions they want
Rivian.
to see offered.
- Lower work quality
- Impacts retention causing an increase
in recruitment cost
- Employee training costs
- Rationale: How will it impact the
organization?
2. Increase Diversity & Inclusion knowledge ● Training ● Get in touch with HR
in managers to 40% in 6 months. programs to provide training.
provided for ● Keep Diversity and
Benchmark: Only 28% of employees have managers. Inclusion policy up to
DEI knowledge or training. ● Program is date.
designed to ● Hand survey before
(Work Place, p.2)
make employees doing the training and
Rationale: By Increasing knowledge in
feel safer and after their training.
Diversity training, it will create a healthier
included in the
work culture and prevent lawsuits.
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workplace by
their managers.
● Create surveys
for managers to
look at the
increase of
knowledge.
3. Increase employee satisfaction with ● Send out
compensation from Rivian by 5% by the year ● Employee personalized letters to
2024 opportunities employees needing
plan. compensation.
● Have meeting with
individuals to hear
Benchmark: only 46% of employees are
what they would like
satisfied with compensation from Rivian.
to see.
(Work Place, p.19)
Rationale: By increasing employee
satisfaction with compensation, employees
will be more likely to stay with the company,
ensuring recruitment cost savings.
4. Increase employee adoption of the ● Employee advice ● Select more
mentorship program by 75% by 2024. plan individuals for
mentor roles who
Benchmark: 57% of current employees have show extensive
stated they do not have a mentor to help leadership
navigate them through their career capabilities
● Provide incentives to
(Work Place, p.27)
employees to become
Rationale: Increasing access to mentors
mentors.
within the company will help employees feel
● Create more
more heard and valued. Mentors will guide
awareness of
employees to success within their roles.
mentorship programs
for employees
through fliers
throughout the office.
5. Reduce customer dissatisfaction with stock ● Provide
availability by 25% by 2024 information ● Website updates
Benchmark: Roughly 50% of Rivian about lead time stating when vehicles
customers who placed an order are on vehicles will be ready for
dissatisfied with the wait time and ● discount/Incentiv purchase.
availability of their vehicles es on vehicles ● Provide rental cars
(Bellon, 2022) for people waiting to
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Rationale: Dissatisfaction with Rivian stock ● Partnership with get their Rivian
will impact them negatively because they Enterprise vehicles.
will be losing potential revenue from Rental cars ● Provide discounts on
customers looking to purchase but are vehicles.
deterred because of the wait time
6. Decrease homeowner opposition at ● Provide ● Host community
manufacturing plant site in Atlanta toward environmentally hearings
Rivian by 20% by 2024 friendly statistics ● Newsletters about the
Benchmark: Currently, roughly 80% of about Rivian benefits of all-electric
communities are opposed to Rivian building ● Listening vehicles on the
a factory consultations. environment
(AP News, 2022) ● Press strategy ● Disclose the deal
with Apex Energy
Rationale: Homeowner dissatisfaction will
about the two
impact Rivian because without the support of
companies plans to
the communities the factory will be built
reduce the use of
around, Rivian will lose thousands of
natural resources
potential jobs and even more in lost revenue

3.2 Critical Success Factors

Objectives Opportunities Barriers Environment Resources

Decrease - Stronger - Ways that - People who are - Word of mouth
homeowner reputation for Rivian can opposed to - Personal
opposition toward Rivian increase Rivian due to experience
Rivian by 20% by homeowner word of mouth - Community
2024 liking from employees hearing event
towards and/or previous planning
Rivian car owners of
Rivian
Reducing customer - Increase in - Stock costs - Resource - Full team of
dissatisfaction with production - Availability availability may employees to
stock availability by - More vehicles of stock make it difficult maximize
25% by 2024 being made to have more cars production.
within available. -
expected
timeline
- Increase in
customer
interest in the
brand
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Decrease employee - 1-on-1 - Employees - Dissatisfied - Employee

dissatisfaction about meetings with being picky employees who training
promotions by 10% employees with the type used to work at - Company-wide
by 2024. about job of promotions Rivian talking meetings
promotions offered. bad about the
- Managers will - Employees company.
get to know threatening to - State of the
employees and leave if economy means
their needs in promotions less money being
the company. seem to not made.
- They can use be sufficient. - Other companies
this as a - Managers offer employees
recruiting refuse to give promotions as an
tactic. promotional incentive to leave
offers because Rivian.
of costs.

Increase Diversity - Provide DEI - Managers not - Suppliers not - DEI experts
& Inclusion training willing to representing - Training videos
knowledge in programs for allocate diversity & - Company time
managers to 40% in managers money inclusion values.
-Personal experiences
6 months. - Provide Rivian towards the - Risk of
with the program employees
chance to - Employees outside of work
show off refusing to deciding to not
knowledge by want to abide by diversity
starting a expand & inclusion
campaign knowledge on values.
dedicated to a topic.
diversity and - Employees
inclusion. are concerned
about the time
being spent
and being
paid.
Increase employee - Recruitment - Finding - State of economy. - Job position
compensation from advancement opportunities - Production availability.
within the company - Loyal within the problems can
by 5% by the year employees. company create less money
2024. - Stronger for Rivian.
relationships
can create
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happier
employees.
Increase employee - 1-on-1 training - Training costs - State of the - More personnel
mentors to 75% by with another money economy means - Training costs
2024. employee. - Employees less money being - Employees with
- Can use this as are not made. experience.
a recruiting willing to be
tactic. mentors.
- Profitable-
Employees
will be
prepared to
take on more
roles at a time.

3.3 Budget & Resource Allocations- Copy of Budget+Template- SPP.xlsx

3.4 Timeline- Gantt Chart

3.5 Evaluation Method & Anticipated Results

It is crucial that Rivian is taking consistent measurements of the progress towards these objectives from
start to finish. The measurements that will have to be taken to recognize success by reviewing: employee
advancements, mentor growth, employee satisfaction, and DEI knowledge by conducting a multitude of
surveys for its employees and will be reviewing them for future improvement within these goals.
We will measure this by comparing the data from the previous survey to the new survey.

Objective 1: Increase Diversity & Inclusion knowledge in managers by 40% in 6 months.

-If diversity and inclusion increase to 40% in 6 months Rivian will be successful.
-If it is unsuccessful then Rivian will do more training for management on diversity and inclusion to
better their knowledge level on diversity and inclusion. The training will include videos on diversity and
inclusion for all of management.

Objective 2: Decrease employee dissatisfaction about promotions by 10% by 2024.

-If employee dissatisfaction about promotions decreases by 10% in 2024 Rivian will be successful.
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-If it is unsuccessful Rivian will reassess their promotions and make changes to show their employees
they recognize and appreciate their hard work. Rivian will do promotions like bonuses and raises for
employees that go above and beyond for the company.

Objective 3: Increase employee career advancement from within the company by 5% by the year 2024.
-If Rivian increases employee career advancement by 5% by 2024 they will be successful.
-If Rivian is unsuccessful they will reassess the strategies they used and make changes to reach the 5%
goal for employee advancement. Rivian will look at the top performing employees and decide if they
should get a promotion and if so what they should be promoted to.

Objective 4: Increase employee mentors to 75% by 2024.

-If Rivian increases employee mentors to 75% by 2024 they will be successful.
-If Rivian doesn't increase employee mentors by 75% by 2024 they will reassess their mentor program
and make changes to better set their newer employees up for success in the company.

Group participation:
Erica: participating
Nam: participating
Nicole: participating
Cynthia: participating
Rachel: participating
Sierra: participating
Trevor: participating

Appendices

A. Budget for the 2023-2024 fiscal year-Copy of Budget+Template- SPP.xlsx

B. Proposed 2023-2024 Timeline-Gantt Chart

C. Organization Structure
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Photo credits: https://theorg.com/org/rivian-automotive

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