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Who is Gabriella? Key Figures I am 53 years old and I have a tenure of 29 years in MM (I started working when I was a baby…) I graduated in law and a Master post graduate in Corporate and Business Coaching Previous experiences: 9 years in Legal Dept and 20 years in HR (plus Legal, as double hat), with different roles (People Development, Expatriates, HRBP, Coaching supervisor) 20 years Of which tenure in HR 53 years old Age 29 years Tenure in MM. Key information

GV HR 2016 achievements

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Page 1: GV HR 2016 achievements

Who is Gabriella?

Key Figures

I am 53 years old and I have a tenure of 29 years in MM (I started

working when I was a baby…)

I graduated in law and a Master post graduate in Corporate and

Business Coaching

Previous experiences: 9 years in Legal Dept and 20 years in HR

(plus Legal, as double hat), with different roles (People

Development, Expatriates, HRBP, Coaching supervisor)

20 years Of which tenure in HR

53 years old Age

29 years Tenure in MM.

Key information

Page 2: GV HR 2016 achievements

Focus on Coaching

In February 2013 I was certified as Professional Coach according to ICF (Master in Corporate and Business

Coaching)

The certification took 160 hours during the weekend and a final written and oral examination

During the process, I have had a Buddying experience and Supervision by Top Certified Coachs

Coaching is an interpersonal relationship between a coach and a coachee, built on a structured communication,

realized through questions- answers and continuous feedback

Coaching is one of the most effective instruments in order to manage the Talents and (Top and middle) Managers in

growth. Coaching could be used also as “circle coaching” in order to leverage and to strenghten managerial skills

Coaching in some words: Push to pull (promote awareness)– change – structured process (GROW i.e.

Goal/Reality/Options/Will)

Coaching is based on different competencies: Emotional intelligence (Goleman), levels of Communication

(Mehrabian) and PNL Grindler and Bandler i.e. communication verbal, paraverbal (sound of the voice, rythm and so

on) non verbal (behaviour, attitude, posture)

The internal coach: no coaching inside thesame organisation you are working in. On the contrary, an internal coach

can be used in different organisations inside the same Company leveraging knowledge of the Company, sharing

values…

Focus on Coaching

Page 3: GV HR 2016 achievements

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Main HR 2016 achievements

AFTER MARKET BL

Definition and roll out of organizational reshape of After Market

Business Line at world wide level

Definition of a new Sales Incentive Plan system, applicable to

variable payments for alla Sales People. Definition of a new

central process, definition of population in scope, definition and

sharing of economical targets

Management of a 360* evaluation for executive people.

Identification of an external supplier, launch of the evaluation

process, subsequent feedback process and pointing out of

some recovery plans (iwhen needed)

April ‘16

PURCHASING

Defintion of a WW panel for HR recruiters and Head

Hunter

Definition of a procedure for management of Staffing

agencies

Organizational reshape according to three organizational

dimensions: by Region, by Busines Line, by Centres of

excellence

Delegation of Authority system at worldwide level for

Purchasing poeple: according to different values per

role. All the delegation of authorities are according to

different local laws

Page 4: GV HR 2016 achievements

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Aftermarket Parts & Services

Business Snapshot

Competitors

Key Figures Business Overview

Commercial division (bought back by MM in 2007) selling:

- Spare parts and automotive components on the independent

aftermarket (IAM) through workshops and dealers

- Services & assistance through worldwide network of ~4,000

authorized workshops under Checkstar Service Network brand

Currently operates through 9 distribution centers: Europe (3), South

America (2), APAC (4)

Spare parts portfolio of >40,000 part numbers made 48% by Make

products (i.e. Lighting, Shock Absorbers, Electronic Systems) and

52% by Buy parts (i.e. Batteries, Starters & Alternators, Braking Sys.)

Main markets include LATAM (50% of ‘15 Revenues), EMEA (44%),

APAC (3%), NAFTA (3%)

Key competitors are in Europe: Bosch, Valeo, Hella, Denso,

Delphi, Rhiag; Brazil: Bosch, Tenneco, Valeo; USA: Napa)

Employees2 ~620 (210 BC / 410 WC)

€ 40M (8.9% margin) EBIT Adj.3

9 Distribution Centers

€ 450M Revenues

€ 20M € 5M

€ 15M

Gross Invested Capital 1

Net Fixed Assets

Gross Working Capital & Others (Reserves)

1.3% Investments (% of revenues)

€ 47M (10.3% margin) EBITDA Adj.

OTHERS 15%

SHOCK ABSORBERS

22%

LIGHTING 20%

BATTERIES 10%

MECHANICAL PARTS

7%

ELECTR. SYSTEMS

9%

BRAKES 3%

DIAGNOSIS & ASSISTANCE

3%

THERMAL SYSTEMS

3%

TELEMATICS 3%

FILTERS 2%

BULBS 2%

ROTATING MACHINES

2%

Revenues by Product

Page 5: GV HR 2016 achievements

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Purchasing Snapshot Spending Overview

2015 Spending Overview: % on TO

Direct Material Purchase: €3.0bn

Directed parts and FCA Purchasing(*): €0.9bn

Total Direct Material: €3.9bn 53%

Capex (w/o Tooling): €438M

Tooling: €260M

OPEX global spend: €1.0bn

GLOBAL PURCHASING SPEND €5.6bn 76%

(*) Mainly purchasing for Suspension System €0,6bn and monolith for Exhaust €0,3bn

2,0 B€ 68%

0,5 B€ 15%

0,3 B€ 9%

0,2 B€ 8%

2015 Direct Material Purchase by Destination

EMEA

NAFTA

LATAM

APAC

0,3 B€ 10%

0,8 B€ 27%

1,5 B€ 49%

0,4 B€ 14%

Yearly Direct Material Purchase by Commodity (€M)

BL DRIVEN

Chemical

Electrical

Metallic

2,1 B€ 69%

0,3 B€ 9%

0,2 B€ 8%

0,4 B€ 14%

EMEA

NAFTA

LATAM

APAC

2015 Direct Material Purchase

by Origin

1.655 58%

573 20%

518 18%

109 4%

Direct Material Supplier Panel - Split by range of

PUR turnover

0 - 100K€

100- 500K€

500 - 5.000K€

Above 5.000K€

2.855