Retour d'expérience de la mise en place d'un RSE chez Givaudan

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Retour d'expérience de la mise en place d'un RSE chez Givaudan

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Retour d'expérience de la mise en place d'un RSE chez Givaudan

  1. 1. Retour d’expérience du lancement du RSE interne Givaudan Janvier 2014
  2. 2. Sommaire  Présentation de Givaudan  Emergence des usages sociaux en entreprise  Offres du marché – processus de sélection  Stratégie de lancement  Retour d’expérience après 2 ans – « success stories », tendances.
  3. 3. A global industry Fragrances and flavours are used in consumer products … FOOD PERSONAL CARE CONFECTIONARY FINE FRAGRANCES BEVERAGES DAIRY PRODUCTS ORAL CARE HOME CARE LAUNDRY CARE Corporate Presentation 2013 3
  4. 4. Our presence today A global company with a local presence and more than 9,000 talented employees to meet consumer preferences Geneva HEADQUARTERS 33 PRODUCTION SITES 9,124 EMPLOYEES 81 LOCATIONS WORLDWIDE FY 2012 figures Corporate Presentation 2013 4
  5. 5. A flourishing business Our solid position is reflected in the sustained growth we have enjoyed in recent years SALES SALES GROWTH NET INCOME 5.5% 411 4.3 CHF BILLION (+6.6%*) CAGR* 2008-2012 EBITDA MARGIN 512 CHF MILLION (9.7% of sales) REINVESTING 20.4% FREE CASH FLOW ~10% OF SALES INTO R&D IN 2012 CHF MILLION SALES 44% IN DEVELOPING MARKETS * Like-for-like basis. Excludes impact of currencies, acquisitions and disposals FY 2012 figures Corporate Presentation 2013 5
  6. 6. Sommaire  Présentation de Givaudan  Emergence des usages sociaux en entreprise  Offres du marché – processus de sélection  Stratégie de lancement  Retour d’expérience après 2 ans – « success stories », tendances.
  7. 7. Oct 2012 Value Potential and Challenges of adopting Social Technologies for Collaboration «28 hours each week is spent by knowledge workers in writing e-mails, searching for information, and collaborating internally» «We estimate that social technologies can raise the productivity of knowledge workers by 20-25%» «The value creation potential within and across enterprises to improve communication and collaboration is largly untapped» «Capturing the full potential will require transformational changes in organizational structures, processes and practices and may take years» «The greatest benefit will be realized by organizations that can develop open, nonhierarchical, knowledgesharing cultures» Source (July 2012): SHAKE status - October 2013 7
  8. 8. Social Networking Opportunities Crowd Customers Suppliers and Partners Gain consumer insights Company Image Recruiting Improve customer relationship (co-creation, sales, customer service) Improve productivity with suppliers and partners (e.g. recruitment, vendor collaboration, etc.) Empower people and Increase agility and productivity by: Employees Collaborating efficiently across geographical and organizational boundaries Leveraging existing knowledge and stop reinventing the wheel
  9. 9. Sommaire  Présentation de Givaudan  Emergence des usages sociaux en entreprise  Offres du marché – processus de sélection  Stratégie de lancement  Retour d’expérience après 2 ans – « success stories », tendances.
  10. 10. Enterprise Social Networking – Market Overview  Crowded market, with dominant position of large brands together with new players  Jive, IBM and Microsoft confirmed their Leader position in Gartner magic quadrant  Niche players and visionaries change fast because the # of deployed users is also part of evaluation  Available features on the product are very similar  Key is to focus on expected business outcomes Source: Gartner Magic Quadrant Social Software for the Workforce
  11. 11. Vendor Selection Criterias          Gartner magic quadrant Number of users / Market share Growing trend Solutions features Solution usability Startup- ready to go time Possible enhancements, scalability of solution Costs: infrastructure, implementation effort, support & maintenance Support
  12. 12. Sommaire  Présentation de Givaudan  Emergence des usages sociaux en entreprise  Offres du marché – processus de sélection  Stratégie de lancement  Retour d’expérience après 2 ans – « success stories », tendances.
  13. 13. Fundamental Ideas of a Social Network  bringing people closer together  establishing trusted relationships Connecting is good! SHAKE status - October 2013 Sharing is good! Discovery is good!
  14. 14. The Connected Givaudan: Expanding local networks globally with high performance collaboration capabilities  Everyone has the right information at hand to get his/her job done Public  Knowledge is shared openly leading to more innovation Customers and Partners  Expertise is easily and globally accessible  Self-organizing «cells» Givaudan Employees  Fast problem solving processes The Givaudan Network provides everyone with the resources necessary to be as productive and efficient as possible. SHAKE status - October 2013 14
  15. 15. True Social Business Means…. A company is open to let it’s employees discuss strengths and weaknesses in “public”*… … knowing that not everything people will talk about will be positive… .. and understanding that it’s managers will have to learn how to transform “negative” discussions into positive ones. *public in this context means: within an enterprise social network, not on the internet
  16. 16. SHAKE Rollout  Change Management   Self service education tutorial & video   Onboarding program Roadshow to main sites (to build advocate network) Community Managment  Establish permanent enterprise community managemet role (business owner of Shake) within corporate communications  Develop and maintain a strong global advocate and community manager network  Foster and animate productive usage of Shake SHAKE Evolution LB Presentation 16
  17. 17. SHAKE Rollout  Design   Move from pilot design to a final design that encourages usage and supports Givaudan Brand Integration & Security  Integration with OpenText  Integration with employee master data  Security audit  Jive 6 Update  Establish Permanent IT support Governance  Establish permanent governance framework, policies, guidelines and analysis of engagement metrics  Establish permanent roles required. SHAKE Evolution LB Presentation 17
  18. 18. Sommaire  Présentation de Givaudan  Emergence des usages sociaux en entreprise  Offres du marché – processus de sélection  Stratégie de lancement  Retour d’expérience après 2 ans – « success stories », tendances.
  19. 19. SHAKE status - October 2013 19
  20. 20. 6000+ registered users 50% are active Corporate Presentation 2013 20
  21. 21. 180 active groups with more than 100 views FOOD PERSONAL CARE CONFECTIONARY FINE FRAGRANCES BEVERAGES DAIRY PRODUCTS ORAL CARE HOME CARE LAUNDRY CARE Corporate Presentation 2013 21
  22. 22. Groups classification  Formal, top down  Events support Official Enabling collaboration Strong Collaboration Limited Collaboration    Formal information  Knowledge sharing  One or few motivated advocates pushing a lot of information Peer to peer discussions Sharing SHAKE status - October 2013 22
  23. 23. xavier ansiaux xavier.ansiaux@givaudan.com EIM Day Paris - June 4th, 2013 23
  24. 24. Disclaimer No warranty and no liability: While Givaudan is making great efforts to include accurate and up-to-date information, we make no representations or warranties, expressed or implied, as to the accuracy or completeness of the information provided on this hand-out and disclaim any liability for the use of it. No offer and no solicitation: The information provided on this hand-out does not constitute an offer of or solicitation for the purchase or disposal, trading or any transaction in any Givaudan securities. Investors must not rely on this information for investment decisions. Forward-looking information: This hand-out may contain forward-looking information. Such information is subject to a variety of significant uncertainties, including scientific, business, economic and financial factors, and therefore actual results may differ significantly from those presented. Copyright © 2013 Givaudan SA. All rights reserved. Corporate Presentation 2013

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