Presentación de Luis Blas, director de RR.HH. de Altadis, en el Viernes DEC "Implicar a los empleados en la mejora de la Experiencia de Cliente" celebrado el 9 de febrero de 2018.

1. Patrocinador:
#ViernesDEC
Luis Blas
Director de Recursos Humanos
Altadis
La Gestión del talento Senior

2. Imperial Tobacco MBA Rotational Programme | Oct. 18th 2017
WE...

3. SOLID INTERNATIONAL PRESENCE
Imperial Tobacco MBA Rotational Programme | Oct. 18th 2017
160
COUNTRIES
36.000
EMPLOYEES
43
FACTORIES
World No.1 in
papers and tubes
World No.1
in cigars
Solid international
presence in cigarettes

4. OUR CONSUMER BRANDS
LEADING PRESENCE IN ALL SEGMENTS
We’re optimising our
portfolio to focus on our
Growth and Specialist Brands
Growth and Specialist
Brands generate around 60%
of our tobacco net revenue
Our Portfolio Brands either
add to our revenue generation
or are migrated into Growth
Brands
v

5. PREMIUM CIGAR BUSINESS
Nº 1 in Cigars’ Premium Brands
9% growth in sales
Growth in all business units

6. FONTEM VENTURES
BLU
Strong position in
US & UK.
US  benchmark
Roll out to other
markets

7. ACTIVE CONSUMER INTERACTION

8. IMPERIAL TOBACCO IN NUMBERS

9. ITG BRANDS
THE US MARKET
In 2015 Imperial
Brands bought 4
brands
Source: SMART

10. IMPERIAL BRANDS IN NUMBERS
Company Market Capitalization
1 Inditex 115,507.27 EUR
2 Santander 109,305.97 EUR
3 BBVA 57,542.84 EUR
4 Telefónica 54,043.85 EUR
5 Iberdrola SA 49,191.14 EUR
6 Imperial Brands 33,644 EUR
7 CAIXABANK 29,250.24 EUR
8 Amadeus IT 29,166.83 EUR
9 Repsol 27,477.36 EUR
10 ArcelorMittal 27,349.85 EUR
IBEX 35
v
FTSE
v
Company Market Capitalization
1 HSBC Holdings £151.950,81
2 British American Tobacco £111.798,95
3 Royal Dutch Shell 'A' £104.476,09
4 BP £97.242,63
5 Royal Dutch Shell 'B' £87.475,84
20 Imperial Brands £30.279,89
22 BT Group £27.273,75
31 WPP £17.449,29
32 Rolls-Royce Holdings £16.767,74
35 Tesco £15.306,50

11. The Program was born because of the need of managing, in a more efficient way, the knowledge and
experience of a collective that has the know how about the business and that, undoubtedly, has the
opportunity to continue to grow professionally in their maturity phase, as well as continue contributing with
their experience to get the best results for the business.
In the Program we contemplate four progress activities, which the Senior can opt to do according to their
profile.
Mentoring
Knowledge Transfer Program
Cross-Functional Projects
Senior Counsel
GESTION TALENTO SENIOR
DEFINITION

12. GESTION TALENTO SENIOR
GOALS
There are three main objectives:
Generate COLLECTIVE EXCITEMENT, making them grow professionally according to their abilities
Provide VISIBILITY AND IMPORTANCE for their corporate contribution.
RECOGNISE their labour and contribution to the company.

13. 13
EXPECTATIONS AND SUCCESS INDICATORS
Promote and MAINTAIN the project, getting integrated with the priorities of business
REAL AND CONSISTENT INVOLVEMENT of Management Team
RECOGNITION of the value of the share during the project (experience and knowledge)
The project must be present in the teams Business As Usual and regular conversations
WHAT DO THEY EXPECT FROM THE PROJECT?

14. PROCESS
The GTS program is constructed for employees that have worked for a significant number of years in the company.
The objective is to create a platform where the knowledge and expertise of these former employees can be shared
in a form that is both beneficial for the company and the employees.
In March 2015, HR introduced the idea of the Program to five different groups with people from various
departments. The "Senior" concept was presented where the following questions were discussed:
What can the Senior Talent contribute to other the colleagues in the company?
Which actions or activities can boost with the Senior Talent?
What do you want in this program?
Based on the ideas that came up in this meeting the HR department constructed the GTS program.

15. 15

16. Vicente del Bosque and Sergio Sauca, came to Altadis to
speak about the importance of talent.
As shown in the video below, Vicente explained that a sense
of fidelity is a source of pride and satisfaction in an
enterprise. Further on he put out that age is not a merit,
nor to be young and in adulthood.
KICK OFF

17. INTERVIEWS
The interview process is very important in this program as it is there is to analyse each senior, know which has been its trajectory over
the years in the company and analyse what is expected of this program, and to clarify what kind of activity is preferred to share one’s
experience. In the first phase of the program only the office staff of the Altadis and the ITE are involved. As we will see below sales
and Tabacalera will join throughout the fiscal year.
All interviews go through a planning process and will have the following common characteristics:
Duration: 1 hour
Place: Office of Madrid
Interviewers: Human Resources
Objective: To explain in more detail out of what the program consists of and give different
options of participation to each senior. Each senior has to choose which branch he/she would
like to participate in.

18. COMMUNICATION
Communication with employees, seniors and not so seniors, has to run smooth and complete.
Here some examples:
01/07/2015
First news where are
summoned seniors are
present to Kick Off
06/07/2015
Communicate the
program to all
employees and start the
interview phase

19. 10/02/2016
First news where are summoned
all the collective Senior to Kick
Off
An article dedicated to
the program in the
magazine MAS.

20. As show in the media, we won the prize in Top
Employer for best practice in HR.

21. We consider that there is a process to follow, which is:
MENTOR INDUCTION
PROGRAM
VALORACIÓN DE
COMPETEN-
CIAS
FOLLOW-UP TO THE PROGRAM
MATCHING
MENTOR-
MENTEE
DEVELOPMENT
OF THE
PROGRAM
FINAL
EVALUATION
TRAINING FOR MENTORS
First we have the mentors and mentees selection.
Mentors: through individual interviews and meetings with managers we detect possible mentors. We rely mainly on their
journey and their attitudes.
Mentees: those persons who consider, or their manager believes, that they need to develop some competence. They do not go
through interviews, it is done by informal communication.
Methodology MatchingTraining Follow-up
MENTORING

22. Knowledge can be transmitted in different ways:
digital and in-person.
Identifying such knowledge, organize it and
give it a format that allows sharing in an agile,
simple, and useful way.
In the company there is a significant quantity of
genuine knowledge such as: experiences, best
practices, keys for action. These are the product
of experience and track record of each
employee.
KNOWLEDGE
TRANSFER PROGRAM

23. Is currently developing a Decalogue* in cooperation with the
company's lawyers in which they will determine the basic
principles of the Senior Counsel.
Provide criterion to the President of the company
based on the personal experience of each senior.
Group of employees that will monitor, advice and
provide ideas on certain aspects of the company.
SENIOR COUNSEL
* The Committee of Experts does not dispute the decisions imposed, or determine strategies of the company. If one does not agree on the decisions that are taken, they will come up with
a suitable approach designed to contribute the best way possible in term of deployment and/or comunication.

24. Activity that will start after the summer, as well as
other projects.
Do not return to commit the errors of the past
thanks to the experiences of the Seniors.
Participation in various projects of the
company in which the seniors can
contribute their experience.
CROSS-FUNCTIONAL
PROJECTS