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Being Faurecia
A key cultural transformation initiative
Jean-Pierre Sounillac
Executive Vice President, HR
© Copyright 2015 ADP, LLC.
Faurecia: Key Figures (July 14)
© Copyright 2015 ADP, LLC.
*including €13.7 billion of product sales
18
34
320
100,000
countries
employees
sites
billion in sales* R&D engineers
R&D centers
programs in
development
patents
filed in 2013500
5,800
30
485
16,000 M&Ps
PropertyofFaurecia–duplicationprohibited
W O R L D ’ S S I X T H L AR G E S T AU TO M O T I V E S U P P L I E R
Faurecia: Key Figures (July 14)
A Diversified Customer Portfolio
© Copyright 2015 ADP, LLC.
I N % O F P R O D U C T S AL E S
38%
German
28%
American
20.5%
French
7%
Asian
24.7%
Volkswagen Group
7.1%
BMW
6.1%
Daimler
14.9%
Ford
7.9%
GM
5.0%
Chrysler
1.3%
Other Asian
1.6%
Hyundai
4.2%
Nissan
6.5%
Renault
14%
PSA-Peugeot-Citroën
1.9%
Commercial vehicles
4.9%
Other
10.7%
Faurecia: a Global Leader
© Copyright 2015 ADP, LLC.
PropertyofFaurecia–duplicationprohibited
#1 worldwide seat mechanisms & frames (Global – Generic)
#3 worldwide complete seats (Regional - Specific –Unbundled)
#1 worldwide
Largest portfolio of products & technologies | Best-in-class global operations | Focus on
enhanced perceived quality
#1 worldwide
Widest geographical presence | Large portfolio of products and technologies | Global program
management expertise
#1 Europe
Strong technology expertise | Leading composite player
Automotive
Exterior
Emissions
Control
Technologies
Interior
Systems
Automotive
Seating
4 BUSINESS GROUPS
Faurecia: a Global Leader
© Copyright 2015 ADP, LLC.
PropertyofFaurecia–duplicationprohibited
A C OMPLETE PR OD U C T POR TFOLIO
Being Faurecia: an Initiative Driven by
Business Needs
• Faurecia significantly growing and globalizing
• Execution issues showed that Human Resources dimension could be a road block to
sustainable growth
• 4 HR Workshops launched at Excom level in 2012, converging into “Being Faurecia”, a
key cultural transformation initiative aiming at building a sustainable Management Model
to drive the execution of our Business Model
• Very well received by Faurecia management, creating high level expectations
• Company Board associated at all stages of this key cultural transformation initiative
© Copyright 2015 ADP, LLC.
Cultural Shift Defined:
From a Process-Based to a People-Based Organization
© Copyright 2015 ADP, LLC.
Faurecia today is…
Focused on customers in a reactive mode
Driven by systems and methodologies
Centralized decision making and strong
top-down control
Diverse environment: nationalities, cultures, more
“nice” than “fair” for performance assessment
Focused on costs and short term performance
Faurecia should be…
Focused on long-term value creation
Proactively focused on customers
Driven by innovation
Auto-control DNA, managers as role models,
place for entrepreneurship and autonomy
Performance-based environment, people
developed to their ultimate potential
Values to Drive Cultural Shift Behaviors
© Copyright 2015 ADP, LLC.
Managerial values Behavioral values
Entrepreneurship
Autonomy
Accountability
Energy
Respect
Exemplarity
Code of Management has been Written to Illustrate
Management Behaviors in Line with Our Values
• 55 behaviors in four categories
– Business Planning
– Business Execution
– People management and development
– Business Ethics
• 20 red line behaviors not tolerated
• Designed to enable managers
to be role models
© Copyright 2015 ADP, LLC.
"Don't privilege the interests
of one part of the organization
over those of the Group as a whole.
Think and act Faurecia first"
Being Faurecia is Our Management Model
© Copyright 2015 ADP, LLC.
Being Faurecia, Transforming HR
• “Being Faurecia”: a common understanding on effective people
development
– Performance management
– People development
• 2 directions to reinforce our global approach
– Upgrade key HR processes
– Strongly focus on Management of Potentials
© Copyright 2015 ADP, LLC.
Upgrade Key HR Processes
• Introduce STAR(*) as new Performance Management System
(*) Setting Targets, Achieving Results
• Adapt Faurecia Variable Compensation Scheme
• Establish Leadership Competency Model as the foundation of our
people development approach
• Reinforce Individual Development Planning
• Rebuild Leadership Development Offer
• Strengthen Talent Acquisition
© Copyright 2015 ADP, LLC.
Strongly Focus on Management of Potentials
• Continue to develop current generation of Senior Managers
• Prepare next generation of Senior Managers
– Deeper knowledge and assessment of Top 80 potentials
– Identification of Top 300 potentials
– Recruit people at early stage fitting our culture with potential for a career
– Ensure their success by a proper induction
– Offer diversified career path to build general management skills
– Develop leadership skills to develop managers with an entrepreneurial spirit
© Copyright 2015 ADP, LLC.
Conclusion
• With Being Faurecia, we are moving from a process- to a people-oriented
organization
• For HR function, it means further transformation, opportunity for
professionalization and more involvement from management
• Being Faurecia deployment is now focused on local initiatives and
celebration/reward of key contributors to keep the momentum
• This initiative has been a catalyst for change within Faurecia and new
initiatives are coming: Digital Enterprise, innovation management, plant of
the future
• Faurecia is on the move
© Copyright 2015 ADP, LLC.
#adphcm

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ADP ReThink Global HCM 2015: From Strategy to Results: A Journey of Global HCM

  • 1. Being Faurecia A key cultural transformation initiative Jean-Pierre Sounillac Executive Vice President, HR © Copyright 2015 ADP, LLC.
  • 2. Faurecia: Key Figures (July 14) © Copyright 2015 ADP, LLC. *including €13.7 billion of product sales 18 34 320 100,000 countries employees sites billion in sales* R&D engineers R&D centers programs in development patents filed in 2013500 5,800 30 485 16,000 M&Ps PropertyofFaurecia–duplicationprohibited W O R L D ’ S S I X T H L AR G E S T AU TO M O T I V E S U P P L I E R
  • 3. Faurecia: Key Figures (July 14) A Diversified Customer Portfolio © Copyright 2015 ADP, LLC. I N % O F P R O D U C T S AL E S 38% German 28% American 20.5% French 7% Asian 24.7% Volkswagen Group 7.1% BMW 6.1% Daimler 14.9% Ford 7.9% GM 5.0% Chrysler 1.3% Other Asian 1.6% Hyundai 4.2% Nissan 6.5% Renault 14% PSA-Peugeot-Citroën 1.9% Commercial vehicles 4.9% Other 10.7%
  • 4. Faurecia: a Global Leader © Copyright 2015 ADP, LLC. PropertyofFaurecia–duplicationprohibited #1 worldwide seat mechanisms & frames (Global – Generic) #3 worldwide complete seats (Regional - Specific –Unbundled) #1 worldwide Largest portfolio of products & technologies | Best-in-class global operations | Focus on enhanced perceived quality #1 worldwide Widest geographical presence | Large portfolio of products and technologies | Global program management expertise #1 Europe Strong technology expertise | Leading composite player Automotive Exterior Emissions Control Technologies Interior Systems Automotive Seating 4 BUSINESS GROUPS
  • 5. Faurecia: a Global Leader © Copyright 2015 ADP, LLC. PropertyofFaurecia–duplicationprohibited A C OMPLETE PR OD U C T POR TFOLIO
  • 6. Being Faurecia: an Initiative Driven by Business Needs • Faurecia significantly growing and globalizing • Execution issues showed that Human Resources dimension could be a road block to sustainable growth • 4 HR Workshops launched at Excom level in 2012, converging into “Being Faurecia”, a key cultural transformation initiative aiming at building a sustainable Management Model to drive the execution of our Business Model • Very well received by Faurecia management, creating high level expectations • Company Board associated at all stages of this key cultural transformation initiative © Copyright 2015 ADP, LLC.
  • 7. Cultural Shift Defined: From a Process-Based to a People-Based Organization © Copyright 2015 ADP, LLC. Faurecia today is… Focused on customers in a reactive mode Driven by systems and methodologies Centralized decision making and strong top-down control Diverse environment: nationalities, cultures, more “nice” than “fair” for performance assessment Focused on costs and short term performance Faurecia should be… Focused on long-term value creation Proactively focused on customers Driven by innovation Auto-control DNA, managers as role models, place for entrepreneurship and autonomy Performance-based environment, people developed to their ultimate potential
  • 8. Values to Drive Cultural Shift Behaviors © Copyright 2015 ADP, LLC. Managerial values Behavioral values Entrepreneurship Autonomy Accountability Energy Respect Exemplarity
  • 9. Code of Management has been Written to Illustrate Management Behaviors in Line with Our Values • 55 behaviors in four categories – Business Planning – Business Execution – People management and development – Business Ethics • 20 red line behaviors not tolerated • Designed to enable managers to be role models © Copyright 2015 ADP, LLC. "Don't privilege the interests of one part of the organization over those of the Group as a whole. Think and act Faurecia first"
  • 10. Being Faurecia is Our Management Model © Copyright 2015 ADP, LLC.
  • 11. Being Faurecia, Transforming HR • “Being Faurecia”: a common understanding on effective people development – Performance management – People development • 2 directions to reinforce our global approach – Upgrade key HR processes – Strongly focus on Management of Potentials © Copyright 2015 ADP, LLC.
  • 12. Upgrade Key HR Processes • Introduce STAR(*) as new Performance Management System (*) Setting Targets, Achieving Results • Adapt Faurecia Variable Compensation Scheme • Establish Leadership Competency Model as the foundation of our people development approach • Reinforce Individual Development Planning • Rebuild Leadership Development Offer • Strengthen Talent Acquisition © Copyright 2015 ADP, LLC.
  • 13. Strongly Focus on Management of Potentials • Continue to develop current generation of Senior Managers • Prepare next generation of Senior Managers – Deeper knowledge and assessment of Top 80 potentials – Identification of Top 300 potentials – Recruit people at early stage fitting our culture with potential for a career – Ensure their success by a proper induction – Offer diversified career path to build general management skills – Develop leadership skills to develop managers with an entrepreneurial spirit © Copyright 2015 ADP, LLC.
  • 14. Conclusion • With Being Faurecia, we are moving from a process- to a people-oriented organization • For HR function, it means further transformation, opportunity for professionalization and more involvement from management • Being Faurecia deployment is now focused on local initiatives and celebration/reward of key contributors to keep the momentum • This initiative has been a catalyst for change within Faurecia and new initiatives are coming: Digital Enterprise, innovation management, plant of the future • Faurecia is on the move © Copyright 2015 ADP, LLC.