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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
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
3
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
4
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
5
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