UNIALGAR Algar Corporate University. Companies Circle Annual Meeting September 22nd, 2016

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2 UNIALGAR Algar Corporate University Companies Circle Annual Meeting September 22nd, 2016

3 ALGAR Family owned and professionally managed group Established 1930 Years 3

4 The Algar Purpose Our Vision: People serving People Our Mission: Develop relationships and innovative solutions that generate sustainable businesses with perceived value. Costumer, our reason for existing Our Values: Integrity Appreciation of human talents Entrepreneurship Sustainability. 4

5 Our presence Brazil, Argentina, Chile and Colombia Clients Net Revenues EBITDA CAPEX Exports 2+ million USD 1.5 billion USD 240 million USD 210 million USD 330 million Headcount 23, Data 5

6 Market Segments ICT AGRIBUSINESS SERVICES TOURISM GRUPO ALGAR: TIC AGRO SERVIÇOS TURISMO 6

7 Corporate Governance Luiz Alexandre Garcia CEO Luiz Alberto Garcia Chairman 7 7

8 Corporate Governance Structure Human Talents General Meeting Shareholders Conselho Família Council Board Committees Family Office Corporate Governance Board of Directors Family Council Audit and Risk Management Internal audit CEO External audit functional hierarchical COO s HUMAN TALENTS FINANCE BRAND & INST. COMMUNICATION STRATEGY & INNOVATION LEGAL 8

9 Algar Governance Model Family Council Shareholders Council Board of Directors Strategy: Family Family Human Capital (training, integration, information, communication) Legacy Management Pride of Belonging Strategy: Property Long term aspiration Family and corporate Principles and values Property heritage Perpetuation of the property Strategy: Company Corporate strategy, portfolio management and capital allocation Return / value creation Corporate risk performance People (human capital) Family Governance Corporate Governance 9

10 ALGAR INSTITUTE US$ 1 million direct investment in 2015 Educational Environmental Cultural 102 elementary public schools 225 educators 8,020 students 25 cities 1,160 volunteers 16 leaders trained 100+ implemented initiatives 5 years of quantified CO2 emissions 51 sponsored projects US$ 2 million invested (incentive fund) 2015 data 9

11 A school for business which prepares Entrepreneurial Leaders and Educators for the strategic goals of the Algar Group. 11

12 UniAlgar Corporate University 2015 date Investment US$ 3 million Training 264 courses 14,419 participants Distance Learning 217 courses 23,373 participants 12

13 Algar Group Challenges Growth with High Performance Digital Disruption Innovation Higher competitivity and Productivity Engagement Geographic Spread Internationalization New leaders Organizational Changes Clearness of Strategy at all levels GRUPO ALGAR: TIC AGRO SERVIÇOS TURISMO 13 12

14 1. Cultural Evolution Project 2. Potential Successors Program 3. Performance Assessment Process 14

15 PATERNALISTIC HIGH PERFORMANCE CULTURE 15

16 Corporative Culture Culture is the set of behavioral patterns which are encouraged and allowed over time. It is the result of the messages received about how people are expected to behave. Carolyn Taylor It is the way of thinking, feeling and acting. 16

17 Current Culture BEHAVIOR SISTEMS SYMBOLS 17

18 DIAGNOSIS CURRENT Culture IDEAL Culture 18

19 Conclusions Current Culture STRONG POINTS Image Commitment Values and Principles Access to the hierarchy Ethics and transparence Pride of being part Respect for people Freedom of expression Reputation and credibility Mobilization Capacity Relationship with clients Attraction and development of talents POINTS TO IMPROVE Partnerships Discipline Meritocracy Simplicity Paternalism Appetite for risks Competitivity Management at distance Disruptive Innovation Excess of consensus Agility in decisions Result orientation Autonomy and accountability Walk the talk 19

20 High Performance Culture Result Responsibility Transparency Effective Management Performance Speed Discipline Meritocracy Fulfill promisses Focus Delivery Listen Outside look Experience Pro-ativity Trustability Simplicity Excellence Delegation Development Work environment Agility Creativity Participation Communication Respect Entrepreneurism Risk Management Errors as learning 20

21 General view of the process Implementation 4 Action Plan 3 Diagnosis of the Culture 1 Archetype (adequate culture) 2 21

22 1. Cultural Evolution Project 2. Potential Successors Program 3. Performance Assessment Process 22

23 Potential Successor Program Two levels: Corporative and Business Corporative positions and business units chief executives: CEO, General Managers, Vice Presidents, Holding officers CORPORATIVE BUSINESS Key business positions mapping according to each business 23

24 Steps Strategy Culture and Values 24

25 Identification of Potential Successors Performance (past) Potential (future) Background (past) Aspiration (future) Potential Successor Combination between competences and results 5 Dimensions: Motivator Strategist Entrepreneur Willingness for the new Executor Education Language mastering International experience Professional experiences Consistency of results Career Objectives and interests Mobility Situation Growth targets Map of Potential Successors with Preparedness Traffic Light 25

26 General Manager: Xxx Xxx Company: Algar Xxxx PREPAREDNESS 0 to 3 years 3 to 5 years 5 to 7 years Illustrative External Internal Internal Internal Internal Next challenge of the current General Manager : Xxxx... 26

27 1. Cultural Evolution Project 2. Potential Successors Program 3. Performance Assessment Process 27

28 NINE BOX In the process are not only assessed elements from the past (competences and results) but also the readiness of the executives to cope with the future challenges (attributes of the leaders and the challenges of each business) Past Future Attributes of the leader Reflections Competences (HOW) Motivator Showing energy to manage the business, engage and inspire people searching for a goal/purpose, offering growth opportunities and challenging the people to work on their qualities. Having ambition and aspiring big collective goals, being humble. What is the legacy I want to leave? Above Normal Average E Average E High B Average C High A High B Strategist Thinking and planning how to deliver the future without neglecting the present, through an analysis of the sector s trends and scenarios and aiming at the support of the business. Capacity to gather and give sense to information which indicates new possibilities and prioritizing projects and processes that make a difference in the implementation of the strategy. Where and how must we go? Under Low F Average D Average D Entrepreneur Challenging the status quo use creativity to generate new business opportunities. Being daring without being inconsequent, taking controlled risks and learning how to deal with frustrations. Am I exploring all the market s potential? Under Normal Above Results (WHAT) Willingness for the new Showing interest and comfort to cope with issues outside the knowledge zone. Curiosity, openness towards changes and willingness to seek new experiences. Which issues do I need to know? Executor Making happen, through fast decision taking and a strong execution discipline promoting the necessary changes. Able to analyze and demand execution from everyone involved. What is the next step? 28

29 DOSSIER Name: Xss. Position: General Manager Company: Algar Xxx Nine Box Illustrative 10,00 10,00 9,53 9,53 9,00 8,90 8,00 8,04 9,29 8,19 9,67 9,45 9,08 8,20 9,56 9,56 8,90 8,13 8,99 9,14 8,48 9,09 9,28 8,76 8,02 9,46 9,41 9,38 8,97 8,87 8,56 8,12 Competences (HOW) Above Normal Average E High B High A Average E x Average C x High B 7,70 7,55 7,48 7,64 7,00 Under Low F Average D Average D 6,00 6,00 100% 200% 300% 400% 500% 600% 700% 800% Client Focus Relation Building Algar Culture and Values Change Management Innovation In comparison with your peers your assessment reflected the highest scores in the competences: Client Focus and Change Management. Aspiration Education Leadership Competences Result Orientation Developing Algar Xxx searching for a high standard of performance and construct a talented and committed group for the Future of the company. Vision of the Future Under Normal Above Block High B Performance above average The plotting in the block High B indicates that your acting has brought satisfactory results and that your behavior reflects a high refinement in the Algar competences. Results (WHAT) 29

30 Illustrative Name: Xxx X... Position: General Manager Company: Algar Xxxx Attributes of Leadership for the future: Motivator Strategist Entrepreneur Willingness for the new Executor = Attributes Comments 1 - Motivator Much energy as business manager. Enthusiastic, educator, believes in people, close relationship with the team. Wants to leave a legacy and his knowledge of the business for the people. 2 - Strategist Succeeds in clearly projecting the company into the future, besides listing the steps to be taken. Analyzes the scenarios aiming the sustainability of the business. 3 - Entrepreneur Is daring, takes controlled risks, notices new opportunities for the business. 4 Willingness for the new Legend: Has broad functional knowledge (commercial, industrial, operations), however always within the same business sector. Lacks more engagement with the other businesses of the Group. 5 - Executor Big capacity and agility in decision taking, sense of urgency, promoting the necessary changes. low High = Average Very high 30

31 Illustrative Name: Xxxx X... Position: General Manager Company: Algar Xxxx Strong Points Seniority, experience, broad knowledge of the business. Predisposition to construct the business of the future. Motivator, enthusiastic Works very well with teams, believes in people, gives learning opportunities. Has made good deliveries. Points of Improvement Still a little inhibition in relation to the other businesses of the Group Enhance the relationship building with peers The ability to listen others Management of the relations from the inside of the company. Some times he is wordy More attention to successors for the 2 nd. Level 31

32 Illustrative Name: Xxxx X... Position: General Manager Company: Algar Xxxx Motivator Srategist Entrepreneur Willingness for the new Executor = PDI Individualized Development Plan SUGGESTED ACTIONS 32 Legend: Next check (date) End (date) Participation in the program Leaders who Teach October/2016 July/2017 Low High = Average Very high Govern project of potential successors, guaranteeing the Pipeline of the company December/2016 June /2017 Accelerate development of the potential successors October/ Participate in the meetings / Business Rounds o other companies to increase knowledge about other businesses and to contribute to experiences. Attend some other executive committees of Algar companies, to expand knowledge of other businesses and share experiences October/2016 July /2017 PGA- INSEAD and FDC June /2017 October/

33 Competences -HOW Level C Executives consolidated Algar Group 100% Illustrative 80% Adequate performance - develop Result Average E Performance above average High B Exceptional performance High A 60% Observe Results - Average E Adequate performance Average C Above average performance High B 40% Critical performance Low F Observe Average D 40% 60% 80% 100% Result (WHAT) Adequate performance - develop Competences Average D 33

34 Thank you!