Mr.James R. EngelSenior Executive Director

APMGroup

Ms. Arinya TalerngsriManaging Director

APMGroup

Mr. Aree ChavalitcheewingulVice President-Corporate

Administration

SCG

Ms.Pimjai WangkiatDirector, Corporate

Organization Development

SCG

SCG: A Very Big Company You May Not Know

Founded by His Majesty King Rama VI in 1913

• More than 100 subsidiaries

• More than 38,000 employees

• Market Capitalization of

US$ 15.2 Billion73%

26% 1%

SCG Staff in Thailand

SCG Staff in Oversea Operation

Expat.

CHEMICALS PAPER CEMENT BLDG MATLS DISTRIBUTION

3

ASEAN is our playing

field & it is changing

rapidly

• 65 million becomes 660 million customer base

• Free flow investment, capital & skilled labor

• Must be present in every market: create a new competitive landscape

AEC 2015 will transform business

4

Kan TrakulhoonPresident & CEO

SCG’s Competitive Landscape is

Shifting As Well

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2007

6

Our Vision: SCG as ASEAN’s Sustainable

Business Leader by 2015

50% of sales generated by

our high value added

(from 4% in 2006)

High Value-Added Products &

ServicesGo Regional

Successful

overseas

operations

Trusted brand in

the region

Sustainable

development (SD)

Operational Excellence and Sustainable Business Leader

Synergy

across

diverse

businesses

Innovative

workplace

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7

Key Challenges for SCG

Organizational Transformation during Good Times

SCG Transformation Strategy: Positive Change Initiatives

Transformation effort without people ‘truly feeling’

the burning platform

How to sustain remarkable business performance in a

highly competitive, complex, and fast changing world? 2007: SCG

announces vision

SCG’s JourneyOrganization Alignment & Transformational

2008 2009

SCG People Road show

Gain buy-in & build acceptance

for “SCG People”

2010 2011

Integrated all people behavior into SCG

People

2007

SCG New Vision

Launched

Vision Culture Leadership

SCG Leadership

Profile

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Transforming Leaders &

the Organization, we

focused on 3 EnablersCulture

LeadershipOrganization

Aspects

SCG

Strategy

SCG

Strategy

SCG Leadership

Profile:

Engagement

Imagination

Excellence

SCG People:

Live 4 Core Values +

Open & Challenge

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On being SCG People…

• SCG believes in people: willing to invest

• Believe investment in people pays for itself

• Even in crisis never cut people investment

SCG’s unique Identity

• Adherence to

Fairness

• Dedication to Excellence

• Belief in the Value of the Individual

• Concern for Social

Responsibility

Live 4 Core Values

Open & Challenge

Live 4 Core Values

Open & Challenge

What enables SCGto sustain our leadership through tough competition & the fast changing world– of today & tomorrow

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HVA Go

Regional Sustainable

Business Leader

Transforming People & Organization Capabilities towards SCG Vision

Business Strategy

I. Build HVA

Capabilities

P&O Strategy

II. Develop

Employee

Mobility &

Global Mindset

III. Enhance People & Organization

Excellence• Ways of working (culture & leadership)

• Employee engagement

• HR & OD excellence

2010HR & OD co-create the people & organization

Strategies & align with Business Strategy

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Operational

Excellence

Learning & Development Team Created to

Execute the P&O Strategy

Drive the Business

Embed the Culture

Team Mission:

• Create a Leadership

Profile that addresses

New Competitive

Landscape

• Design a Holistic

Development approach

to build SCG

Transformational leaders

• Cross-BU• Cross-Functional• All-Level

Team Driving Execution of the Strategy

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Why a Leadership Profile?

Leadership Profile

SCG Leadership Brand

Based on Strong Corporate Core Values

Complexity of a Conglomerate

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7 Steps:

Building Commitment to Developing Future Leadership

Reinforce that which made us great

Address Key Challenges and Opportunities

Identify and plan for new and future development needs

Draft of SCG Leadership Profile

SCG Leadership Input and Validation (72 Mid to Executive Level leaders)

SCG Executive Committee Finalization and Ongoing Refinement

Realign + Review Leadership Development Programs at Corporate & BUs

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1

2

3

4

5

6

7

Who was involved?

Consulting Partner

HR & ODExecutive Committee

The New Leadership profile:

Who we are &What we want to be

2010

Building the SCG Leadership Profile: A highly collaborative effort

Large investment in TIME

Systemic; Multiple Perspectives

Identify what to keep, let go, adopt

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Management

• Diversity

• Meet Stakeholder Demands

• Emotions Matter

• Value of People

Engagement

The new SCG Leadership

Profile addresses the new

internal & external

landscape

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• Leverage Opportunity

• Differentiation

• Deliver Value

• Crisis Proof

Imagination

• Change Ready

• Increased Dynamism

• Business Complexity

• Home for Talent

• Asia Wide

Excellence

The Leadership Profile Launch

Long Term

(2012 & Beyond)• Groom Future Leaders

• Embed SCG People waySCG People Development

Roadmap (Business,

Managerial, Leadership &

Functional)

2 Pronged Approach

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Now (next 12-15 months)

• Immediate needs mapped by BU business issues

What SCG did differently…The development challenge was huge. We had to

decide what to develop first.

Mutual Accountability

True Learning Organization

Approach

Deep Dialogue and

Openness

Launch: Implement

Now!

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To speed up deployment, we created

specific development tracks for the BU

Business Issue

Identify Knowledge Skills and Attributes:

Unique to the Issue

(Analyze Defined Issue)

Organize by Intent:

Development Tracks

(Leader to Know? Relate?

Development Intent?)

Organize Development Tracks into a Development

Roadmap (develop

simultaneously or mutually

applied)

Apply to pressing Business Issues,

Opportunities and

Challenges. Deploy

Why Track , not Subject?

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