Agenda. Production. Design Centres. Model range. Volvo S80 Sales 2009: 28,171. Volvo S60 Sales 2009: 14,131. Volvo S40. Sales 2009: 36,954.

Transcription

1 Meeting the needs of Business Have you got what it takes? Geoff Glover Geoff Glover Vice President HR, Vice President Talent HR, Management Talent Management Agenda Introduction Volvo in brief Trends in business Volvo workculture Volvo Generic and Leadership competences All about you? Summary and conclusions Page 1 Page 2 Volvo perceptions Volvo Cars in the world What do you think about when you think about Volvo Cars! What is important for you when you choose a company to work for? Production Sales companies in top ten markets Design Centres Global presence - we are represented in about 100 countries in the world. Page 3 Page 4 Top ten markets 2009 (2008) Model range Volvo S80 28,171 Volvo S60 14,131 Volvo S40 36,954 Volvo XC90 32,754 Volvo XC70 18,032 New Volvo XC60 61,667 Volvo C70 10,792 Volvo C30 32,409 Volvo V70 45,836 Volvo V50 54,062 Page 5 Page 6 1

2 2009 in brief Trends in business No. of cars sold: 334,808 No. of employees: 19,650 Turnover: $12,4 Billion Activities and events Launch of the new Volvo C30 and Volvo C70 Seven models in the fuel efficient DRIVe family All-new Volvo S80L introduced in the Chinese market Volvo XC60 wins multiple awards and becomes No 1 selling Volvo model Volvo s three-point safety belt turned 50 years Volvo s Plug-in Hybrid vehicles on the market in 2012 Electric C30 project presented Volvo Ocean Race finished in St Petersburg with Ericsson 4 as a winning team Peter Horbury appointed new Vice President of Design Drivers of change Company responses People power Page 7 Page 8 The world in which we operate Diversification of Equality of products & Integration of Opportunity services Supply Diversity Chains Diverse Mergers & Employer of Mobile Innovative Acquisitions Choice Leadership Data driven Positive to Integrity change Asset Utilisation Learning Org. Flexible /Versatile Team Players Durability Capable and Compliance Strategies Win the war Continuously Committed Excellent Employees Communication for Talent Lean Think Learning Systemic Thinker Task Orientated Flexible Work Courage Quality Systems Practices Business Acumen Brand Management Quality/Customer Empowered People Focused People Developer Value for Money Community Strategies Environmental Able to add value Standards Life Long learning. E-Commerce Global CHANGE Mngt Ideas E-Communication perspective E-Learning Percentage of GDP Generated from the Automotive Sector 7% 8% 4% 5% 11% Globally there are 50 million jobs dependent on the automotive industry while in economic terms its turnover is about billion per Year. Source: ASEA, IHS Global Insight, MI Analysis Page 9 Page 10 Source: VCC Market Intelligence Approximately 20 million units surplus per year. Equivalent to 33% of installed capacity Customers, Customers, Customers!! Equivalent to the whole of the European capacity All markets Every country Sweden France Belgium UK Germany Italy Russia Spain Czech Hungary Car sales: 11,2 m (est 2010) Car sales: 7,2 m (est 2010) Car sales India: 1.4 m (est 2010) Car sales China: 5.9 m (est 2010) Page 11 Page 12 2

3 Global Growth opportunities Increased Competition Asia s Entry onto the Global Stage Car ownership per 1000 people currently. USA Western Europé 518 Brazil 104 Russia 213 India 18 China 10 Over the next decade 7 out of 10 new vehicles will be bought in BRIC. source: Fortune Page 13 Page 14 Global Competition The Cost of Doing Business. $ / h US $ HOURLY WAGES (US$) Sweden Belgium United States United Kingdom Germany Italy Hungary China India Source: Market Intelligence, VCC Corporate Finance, Global Insight The Basis for European Competitiveness For European Companies/Facilities to compete successfully in the global economy, they will need to compete on the basis of: Premium products High quality Innovation Rapid development Lean organisations - high productivity to offset cost disadvantage Sustainable development solutions Superior service dimension High Value Add Page 15 Page 16 The Dynamics Around Competence Supply Changing Demographics The Dynamics Around Competence Attitudes in Europe threatening the Competence supply Geoff Glover VP HR, Talent Manageent, Management Volvo Car Corporaton Corporation Issue date: , Security Class: Public Page 17 Geoff Glover VP HR, Talent Manageent, Management Volvo Car Corporaton Corporation Issue date: , Security Class: Public Page 18 3

4 Are there any drivers of change that we have missed? The world in which we operate Diversification of Equality of products & Integration of Opportunity services Supply Diversity Chains Diverse Mergers & Employer of Mobile Innovative Acquisitions Choice Leadership Data driven Positive to Integrity change Asset Utilisation Learning Org. Flexible /Versatile Team Players Durability Capable and Compliance Strategies Win the war Continuously Committed Excellent Employees Communication for Talent Lean Think Learning Systemic Thinker Task Orientated Flexible Work Courage Quality Systems Practices Business Acumen Brand Management Quality/Customer Empowered People Focused People Developer Value for Money Community Strategies Environmental Able to add value Standards Life Long learning. E-Commerce Global CHANGE Mngt Ideas E-Communication perspective E-Learning Page 19 Page 20 The New World Order Examples of Cause and Effect External Events Requirements V U C A R Volatile (föränderlig) Uncertain (osäker) Complex (komplicerad) Ambiguous (tvetydig) Rapidly Changing (snabba förändringar) Handle complexity Simplify that complexity Share information Secure Collaboration Intuition Values (heritage) Courage Provide a vision Look upstream and beyond your authority Look for patterns and interdependence Understand and translate them Anticipate Be comfortable with change Continuously learning/developing Drive innovation and entrepreneurial thinking Fast to market Page 21 Page 22 Examples of Cause and Effect External Events Changing demographics/ globalisation Requirements Be a Global leader Power to engage diverse employees and secure active participation Attract, motivate and develop Handle complex relationships (virtual) Team builder Our Work Culture Pyramid The Work Culture Pyramid summarises what we stand for and how we are. You need to consider everything as a whole for it to be effective. Based upon our heritage we collaborate with integrity, courage and a diverse mindset. Increased competition All Focus on the customer Understand business models/products Know how to create value Set high standards Inspire high performance Drive robust processes Co-operate across the value stream Continuous learning to create continuous competitive advantage Deliver high performance and excellence Strong personal values Stamina Strong self awareness Strong motivation to contribute, develop and adapt We differentiate through our self confidence, relationships and our focus on development of individuals, teams and the company. The foundation of our successful enterprise is Excellence in execution. Everything we do must be excellent and be done with speed, accuracy and be fit for purpose. Page 23 Page 24 4

5 Competence model to support the Work Culture Pyramid Our Generic and Leadership competences Functional Competencies Generic Competencies For all Employees at VCC Leadership Competencies For Managers A competence is a combined set of knowledge, skills, experience and behaviours. Generic Competences Customer Focus Relationships Development Communication Business Acumen Deliver excellence in execution Leadership Competences People Management Business Management Future Business Direction Personal characteristics Page 25 Page 26 Description/definition: Customer focus Description/definition: Relationships Understands the market and knows our premium customers (external) and understands that deliverables to internal customers must be at a level to support our Premium branding. Understands the power of our Volvo brand and demonstrates a commitment to support the brand through personal efforts. Work in a target oriented way and focuses on what adds value. Has international insights, understand and demonstrates a strong desire and ability to satisfy customers globally. Understands the needs of internal and external customers, business partners and other key stakeholders, gathers feedback on an ongoing basis and takes proactive steps to find opportunities to improve satisfaction. Listens to, supports and appreciates others, builds strong and lasting relationships, active team working across organizational and other boundaries. Work to improve customer satisfaction and create value for the Company. Actively participates in decision making for the good of the business. Build relationships on professionalism and search for excellence to stretch our selves as individuals and teams. Openly and systematically shares information and knowledge by strong relationships and collaboration. With courage proactively participates and creates opportunities to overcome challenges. Appreciates and respects individual differences and utilizes the diversity, creativity, talent and ability of all people to achieve business success. Handles all issues with highest integrity and treats all people with respect. Has a six sigma mindset and apply it to all business issues to identify deep-rooted problems that inhibits customer satisfaction. Page 27 Page 28 Description/definition: Development Description/definition: Communication Self Takes personal responsibility for own learning and development and aligns it with the needs of the business; views learning and development as a source of continuous improvement both for self and the business, invites and acts on feedback and coaching. Demonstrates high levels of well placed confidence in personal power to make a difference. Others Inspires and assists others to reach new levels of competence- skills, knowledge, experience and behaviours; provides effective feedback, coaching and recognition, encourages and helps others to learn from success and failures, as well as from each other. Organisation Actively contributes to the development of VCC by focusing upon premiumness, excellence in execution and delivering bottom line business results. Open to change, makes things happen when difficult to do so, and is committed to working with and helping others for the good of the business. Proactive and driven by a desire to deliver business success and is prepared to stretch self and others in a controlled way Communicates openly and candidly, recognizes that problem exposure enables continuous improvement. Maintains a constructive dialogue to create common understanding and common purpose. Listens to others, focuses on issues and issue resolution. Continually seeks and gives feedback and information to better understand expectations and needs. Able to communicate cross organization to deliver premium business results. Page 29 Page 30 5

6 Description/definition: Business Acumen Description/definition: Deliver Excellence in Execution Sees the "big picture" and has a broad understanding of VCC`s global business, its strategies, operations and practices. Is able to anticipate changes in the external environment which will create opportunities or challenges for VCC. Understand and have knowledge of VCC's competitors globally. Understands what the customer values, provides products and services at levels that customer is prepared to pay for, whilst securing Company profitability. Seeks out opportunities to help grow the business profitably, is able to constantly "create value". Inspires confidence and promotes productive co-operations. Has a premium mindset and takes personal responsibility, stretches self to improve the business, can be trusted to act with a sense of urgency, accountability and deliver commitments on time. Operates to premium quality standards ensuring all deliverables are fit for purpose. Thinks in a systematic way, involves other stakeholders, as appropriate, to improve the business, but always takes personal responsibility for outcomes of team activities. Recognises that value is only created upon proactive planning and successful implementation. Drives to get things right first time. Always aims to be at least one step ahead and overcome potential road blocks. Is positive to new ideas and has a "find a way" attitude and think outside the box, able to distinguish between "value add" and non value add activity, takes all opportunities to identify and eliminate waste and add value. Has data, conducts effective analysis and bases decisions on facts and seeks to find root cause of issues. Works to clear performance goals, which focus upon delivering excellence to customers and increased business value, "more value for less". Has knowledge of and use functional work processes. Is able to view processes as value streams to customer (internal and external). Sticks to decisions and through process discipline look to maximize effectiveness and value. Page 31 Page 32 People Management Business Management Communicates a compelling vision and understands which communication strategy is appropriate (e.g. mail, meetings, group or individual). Is able to explain how individual performance fits into the big picture and what impact it has on the total business result. Drives to create a continuous learning environment where knowledge sharing is natural. Sponsors and or leads people development processes and programmes which support and drive employee development. Builds and supports teams which foster relationships, collaboration and work cross the Company. Manages conflicts by creating a working environment where it is safe to express different views, where problems can be surfaced and problem solving is emphasised. Leads by example and acts as role model. Creates a work environment which supports speed of execution, promotes excellence and recognises performance. Respects, values, encourages and draws upon, talents, competence and diversity of all people. Operates Company people processes effectively. Drives performance management to secure that all employees have SMART objectives and can contribute to the best of their capability to reach business goals. Ensures that the right priorities are set for both individuals and teams. Follows up objectives on a regular basis and takes necessary actions if they are not met. Is a strategic thinker and planner, acts in an enterprise way. Is focused on creating maximum value for the business. Aims to build a culture that anticipates customer needs and constantly strives to deliver premium customer satisfaction. Gives direction and provides clarity to the organisation regarding priorities and key objectives. Drives and achieves results by fostering a sense of urgency and ownership. Emphasizes the importance of delivering results and utilizes resources at disposal effectively to secure maximum impact. Has a deep and holistic Company knowledge to be able to manage and make business decisions. Operates effectively in complex Company systems and in virtual organisations e.g. cross geographical, organisational or Company boundaries. Effectively drives business performance through Company business processes with clear focus on measures and deliverables. Page 33 Page 34 Future Business Direction Personal Characteristics Scans external, global environment to identify mega trends, competitor movements and other challenges and opportunities for the business. Has high expectations of what can be achieved to secure business advantage. Handles complexity and supports individuals and teams to also understand. Leverages competence to create viable business concepts and innovation. Leads change by ensuring through sound communication that employees fully understand and are committed to change efforts. Makes sure Company systems support tfuture direction. Has commercial and cross functional awareness. Reconciles and manages conflicting pressures on the business and promotes organisational alignment. Manages risk and stands firm to do what is right for the business. Is a role model for VCC s work culture. Supports individuals and teams to understand the work culture requirements and to translate these into routine behaviours/activities. Creates conditions to support global and profitable business growth. Is open to and drives change, able to see things differently, is adaptable and flexible. Sees uncertainty as an opportunity, is able to feel comfortable with ambiguity. Makes others realise the contribution they can make to the business and encourages them to add greater value and deliver greater customer satisfaction. Demonstrates integrity. Holds self and others to the highest standards. Articulates opinions and challenges status quo to make sure best results are always achieved. Leads by being result oriented, decisive and influential. Delivers on commitments and takes responsibility and accountability at all times. Is inclusive, encourages others to share views openly and fully utilises diversity as a business advantage. Acknowledges and celebrates individual and team accomplishments. Leads outside the comfort zone. Inspires others in a positive manner. On a day to day basis supports performance improvements by giving and taking feedback. Motivates employees to excellence. Has personal energy and is able to overcome difficulties and set-backs. Personally able to add value to the business in a number of different roles or assignments Page 35 Page 36 6

7 Your Personal Pyramid Exercise - Work in a context How much do you want to earn in your first year? Evidence! Lead Differentiators Qualifiers You need to add value How much value? How will I add that value? Summary Reflections Conclusions 7