The document discusses an organization's efforts to improve employee engagement. It outlines several initiatives that were planned and implemented, including focusing leadership commitment on engagement, actively involving all employees through projects and activities, launching exciting recognition and learning programs, and ensuring transparent communication. Through these coordinated efforts over time, the organization was able to significantly improve engagement survey results from 2010 to 2015 despite challenges in the market.

1. Engagement for
Performance
HR Summit 2016
Vietnam1

2. 2
What Engagement means ….
An engaged employee
is involved in and
enthusiastic about
his or her work

3. 3
Types of Employees
We opened a new state-of-the-art
technology center to serve our
customers in ChinaENGAGED
“We beat
the target again!”
NOT ENGAGED
“What’s on TV
tonight?”
ACTIVELY
DISENGAGED
“You don’t want to
buy from us, sir!”

4. 4
Engagement vs Satisfaction
We opened a new state-of-the-art
technology center to serve our
customers in China
company-wide
issues
hygiene factors
SATISFACTION
fulfillment of rational
expectations
local
linked to performance
ENGAGEMENT
emotional connection

5. 5
5
Engagement Hierarchy

6. A story about …

7. +0.28 +0.03
+0.13
+0.06
+0.26
An Exciting Journey to World Class Engagement
Regardless of Tough Times …
40%ile 59%ile
66%ile64%ile59%ile
83%ile
2010 2011 2012 2013 2014 2015
(market peak) (market downturn
started)
(internal recovery)(restructure)(shutdowns) (market recovery)
PROUD to work
for AkzoNobel?
SATISFIED with
AkzoNobel?
97%
strongly or
extremely
93%
strongly or
extremely
7ViewPoint Survey Result Sep 2015

8. 8

9. 9
ViewPoint (Engagement)
Report is Only
a Snapshot
of Engagement

10. 10
DISCUSS
set the scene
explain the results
be open and honest
SELECT
a few items
celebrate success
choose quick wins
PLAN
brainstorm
within team’s control
set SMART goals
FOLLOW UP
plan reviews
own actions
individual
responsibility
Effective Team Action
Planning and Execution !!!

11. +0.28 +0.03
+0.13
+0.06
+0.26
40%ile 59%ile
66%ile64%ile59%ile
83%ile
2010 2011 2012 2013 2014 2015
(market peak) (market downturn
started)
(internal recovery)(restructure)(shutdowns) (market recovery)
PROUD to work
for AkzoNobel?
SATISFIED with
AkzoNobel?
97%
strongly or
extremely
93%
strongly or
extremely
11ViewPoint Survey Result Sep 2015
Engagement Journey.
It didn’t happen by chance. We PLANNED for it!

12. 1212

13. 1313
FOCUS and
COMMITMENT from
LEADERS
- Priority: Engagement as a
Must-Win-Battle
- Build ONE Leadership team
at all time: Leadership
Journey, Speed of Trust, ….
- Action: ViewPoint Action plans
at all levels (country,
departments, sub-teams)
- Review & update: monthly in
Dept meetings, quarterly in
MBR meetings & TownHall,
People Talks
- Facilities: new office, Learning
corners, Sales cafe, etc.
Engagement Journey.
It didn’t happen by chance. We PLANNED for it!

14. Storming
In-fighting
Forming
Norming
Performing
Assessing the
characters
Agreeing guidelines
Maturity
• Trust • Engagement • AccountabilityFOCUS
• Assimilation
• Speed of Trust
• 360 degree
• Self Leadership
Discovery
• BET
(Bonding Effective
Team)
• Engagement activities
• Leadership roles
workshop
• 360 degree – 2nd
time
FACILITATION
• Increase behaviors
that increase trust
• Reduce behaviors
that reduce trust
• Understand and
leverage personal styles
• Feel engaged
• High trust team
• Understand & leverage
personal styles
• Ability to inspire VN org
OUTCOMES
• MCM
• Sales
• Supply Chain
• HR
• Consumer
Mkt
• Finance
• Customer Mkt

15. 1515

16. 1616
ACTIVE INVOLVEMENT of
ALL EMPLOYEES
- Team - everyone involves in
ViewPoint discussion &
implementation
- Cross teams - participate in
cross-functional projects,
engagement initiatives – >10
projects/year
- Market Visits for non-frontline
managers / G levels
- Annual Internal Customer
Service survey and
improvement
- Sharing is Caring (internal
trainers)
- People activities, People Talks
Engagement Journey.
It didn’t happen by chance. We PLANNED for it!

17. 17
Enthusiastically welcomed since it was
launched……
d

18. • 190 training sessions have been delivered by internal
trainers in the last 4 years (1 session/week)
• Training budget since 2013 for external courses
reduced half!!!
18Business unit | Footer
…… that has brought in encouraging results
• Leverage strengths of internal resources
• Show care
• Build Learning environment where anyone can learn
from everyone at anywhere…and have fun!
Our Customers ie Employees say they love this program, find it unique
and are still very happy to “buy” after 4 years

19. 1919

20. 2020
EXCITING ENGAGEMENT
INITIATIVES / PROGRAMS
- Let’s Value, GM Award,
Story Telling for recognition
- Value of the Quarter
- Let’s Learn for Learning
environment: 70:20:10
learning activities
- Team activities: sports,
outing trip, summer kid,
team lunch, etc
- Engagement campaign to
understand ViewPoint
- Celebrations: New Year,
Xmas, Birthdays, Happy
moments
Engagement Journey.
It didn’t happen by chance. We PLANNED for it!

21. 21Business unit | Footer
Launched in 2012.
New face in 2014 & 2015

22. 2222

23. 2323
FOCUS and COMMITMENT from
LEADERS
- Priority: Engagement as a Must-Win-
Battle
- Build ONE Leadership team: Speed of
Trust, Leadership Journey
- Action: ViewPoint Action plans at all levels
(country, departments, sub-teams)
- Review & update: monthly in Dept
meetings, quarterly in MBR meetings &
TownHall, People Talks
- Facilities: new office, Learning corners
ACTIVE INVOLVEMENT of ALL
EMPLOYEES
- Team - everyone involves in ViewPoint
discussion & implementation
- Cross teams - participate in cross-
functional projects, engagement initiatives
– >10 projects/year
- Market Visits for non-frontline managers /
G levels
- Annual Internal Customer Service survey
and improvement
- Sharing is Caring (internal trainers)
- People activities
EXCITING ENGAGEMENT
INITIATIVES / PROGRAMS
- Let’s Value, GM Award, Story Telling for
recognition
- Value of the Quarter
- Let’s Learn for Learning environment:
70:20:10 learning activities
- Team activities: sports, outing trip,
summer kid, team lunch, etc
- Engagement campaign to understand
ViewPoint
- Celebrations: New Year, Xmas,
Birthdays, Happy moments
Continuous, consistent, transparent & customer-focused
COMMUNICATION
Engagement Journey.
It didn’t happen by chance. We PLANNED for it!

24. 24
Example: Care activities that company are doing
Share my life
event
Encourage my
development
Title
AddyourtextPERSONALIZED
GIFT
FORYOU
Let’s
Value
GM
award
Sales
Incentive
trip
Variable
bonus
Thank-
you
coin
Open
environment
for talk,
listen…
P&DD
process
Training &
Development
activities
LTR
forum
Best
practices
sharing
Recognize me
Birthday
celebrations
Children
day
Festival
events
Health care
for self &
family
Coaching
Pantry,
canteen
services
Company
doctor
Town hall
update
Tools/
materials
Internal
newspapers
Leadership
Journey
Sport
club
Outing trip
HSE&S
programs
Community
activities
Promotion
Career
movements

25. 25

26. 26

27. 2727

28. 2828
FOCUS and COMMITMENT
from LEADERS
- Priority: Engagement as a Must-
Win-Battle
- Build ONE Leadership team:
Speed of Trust, Leadership
Journey
- Action: ViewPoint Action plans at
all levels (country, departments,
sub-teams)
- Review & update: monthly in Dept
meetings, quarterly in MBR
meetings & TownHall, People Talks
- Facilities: new office, Learning
corners
ACTIVE INVOLVEMENT of
ALL EMPLOYEES
- Team - everyone involves in
ViewPoint discussion &
implementation
- Cross teams - participate in cross-
functional projects, engagement
initiatives – >10 projects/year
- Market Visits for non-frontline
managers / G levels
- Annual Internal Customer Service
survey and improvement
- Sharing is Caring (internal trainers)
- People activities
EXCITING ENGAGEMENT
INITIATIVES / PROGRAMS
- Let’s Value, GM Award, Story
Telling for recognition
- Value of the Quarter
- Let’s Learn for Learning
environment: 70:20:10 learning
activities
- Team activities: sports, outing
trip, summer kid, team lunch, etc
- Engagement campaign to
understand ViewPoint
- Celebrations: New Year, Xmas,
Birthdays, Happy moments
Continuous, consistent, transparent, customer-focused
COMMUNICATION
VALUES & CORE PRINCIPLESBUSINESS PERFORMANCE
Engagement Journey.
It didn’t happen by chance. We PLANNED for it!

29. WE CREATE EVERYDAY
ESSENTIALS TO MAKE
PEOPLE’S LIVES MORE
LIVEABLE AND INSPIRING
Essential
color
Essential
ingredients
Essential
protection

30. 30
Please help us by taking ten minutes to tell us about the service that
you received so far. We appreciate your feedback and want to make
sure we meet your expectations.
1. What team/function is your service provider that you
want to give the feedback?
2. When did you use their latest service?
3. In general, how satisfy are you with their services?
4. Overall, how do you feel about their speed of service?
What make you feel like that?
5. How well do their service meet your need?
What make you feel like that?
6. How would you rate their attitude when providing the
service for you?
What make you feel like that?
7. How do you appreciate their functional knowledge and
expertise?
What make you feel like that?
8. Any further feedback to this function?
9. How fast do you think our company’s decision making
process is?
10. What is your function?
Thank for your valuable feedback.

31. 3131

32. 32Business unit | Footer
It’s OUR day!
Kick-off
Day
Outing Day
Family Day
AkzoNobel
Trainers’
Day
Safety Day
Community
Day
TownHall
People Talk
MIT Day

33. 3333

34. 34
Our Engagement Formula
FOCUS and COMMITMENT from
LEADERS
ACTIVE INVOLVEMENT of
ALL EMPLOYEES
EXCITING ENGAGEMENT
PROGRAMS
Continuous, consistent, transparent, customer-focused
COMMUNICATION
VALUES & CORE PRINCIPLESBUSINESS PERFORMANCE
ENGAGEMENT as a CATALYST
for Performance, Change, Leadership, etc.

35. 35