Development and People Management
"The HR department and management have embarked on an excellent path with the initiatives and measures summarized in this document to align DEUTZ SPAIN with future challenges through qualification and qualification opportunities for our employees and also for those people interested in the region. " I invite all people, individually or collectively, to participate in the strategic HR plan; I wish you much success! Martin Strecker Senior Vice President Human Resources
"Modern management places people at the center of the strategy. Cultural change processes require new tools and communication policies to manage the logic of resistance to change; this process of transformation is only possible by exercising active and direct listening with people. We understand HR as a strategic asset that contributes to the implementation of the business strategy, enhancing the value of people. We have an ethical obligation with equal opportunities; we select all people, without any distinction, on objective and transparent criteria. With equal conditions, we favour the incorporation of women and children of employees. The future employment of DEUTZ SPAIN is written in the present with involvement, training and qualification; only together, will we have an option of continuity in an increasingly competitive global world; that is why we assume our executive responsibility for employment, making available the necessary tools so that each worker becomes the main actor in their professional development; we are especially proud of the high number of workers who can continue to be trained in the DEUTZ BUSINESS SCHOOL, reconciling training with work and family life. A vision that began in 2014 will culminate successfully in september 2018. We believe
in meritocracy, in effort rewarded. We invest in human capital. We have promoted the creation of a Business School whose main purpose is to promote the economic development of Extremadura through the innovation of dual vocational Training and postgraduate university education. We measure the engagement of our employees and together with them we analyze the possible improvements. We designed a competency training plan that can benefit 100% of people without distinction; through the evaluation of skills (production) and performance, the training needs of each person will be identified and an individualized training plan will be designed for each employee, with the objective of continuously improving skills and competences. We want to share the vision with all the people and together to improve it. The strategic plan visualizes in a transparent way what is the vision in people management and the different initiatives planned in the next 5 years. We look forward to your active participation in the update of the strategic plan to make DEUTZ SPAIN a leading company in people management. "
Eugenio Serrano Ylleras General Manager
HR / Finance / Commercial Division Compliance Officer /SIG / IT.
"We are currently facing an important cultural change associated with the introduction of a new model of sustainable mobility whose main protagonists will be electrification and the mass production of hybrid vehicles. On the other hand, the path towards a connected society will extend its applications beyond the world of leisure and social networks to reach the industry of the future in a dominant way, the new smart-factory. In the DEUTZ Group we are leading the next revolution, with the commitment to deliver efficiency, quality and sustainability for our customers. For this reason the Deutz plant in Zafra, is prepared intensively to address these exciting challenges of the future and thus be able to address in a competitive way the new changes that this techologies will bring to current products and processes. In this important technological advance we continue to consider people as the engine of our company, and therefore we consider HR as one of the main pillars that sustains the business strategy enhancing the value of people. Communication as a basis for labor relations and transparency in management, recruiting policies as a guarantor of equal opportunities, the training of current and future generations as a guarantee of successful integration in this new labor market, are first and foremost the main strategic lines of the new management.
The Deutz Group has been from the very beginning at the cutting edge of the industry in Extremadura, and now with its new Business School project it is also wants to contribute actively to the promotion of the economic development of the region, as guarantor of the improvement of the quality of life for future generations. And all this also accompanied by the appropriate social policies as part of our permanent commitment to responsibility with the society in which we are integrated. All of this requires active participation of everyone and a permanent commitment to deploy the strategic plan prepared with the broad participation of our employees to finally achieve the expected successes. "
Fernando Angulo Romero
General Manager & Spokesman Simultaneous engineering / Manufacturing enginering Business process reengineering / Production / Quality Supply chain management
INDEX 10 - 11
VALUES
12 - 13
MISSION & VISION
14 - 15
STRATEGIC LINES: COMMUNICATION
16 - 17
SELECTION POLICIES
18 - 19
STRATEGIC LINES: TRAINING
20 - 21
TRAINING SYSTEM
22 - 23
STRATEGIC PROJECTS
24 - 25
STRATEGIC LINES: ENGAGEMENT Performance evaluation and competence training plan
28 - 29
SKILLS ASSESSMENT: PRODUCTION STAFF
30 - 31
COMPETENCE TRAINING PLAN - ABILITIES
32 - 33
DEUTZ SPAIN PERFORMANCE MODEL
34 - 35
COMPETENCES MODEL
36 - 37
PERFORMANCE EVALUATION
38 - 39
COMPETENCE TRAINING PLAN - PERFORMANCE
Organizational efficiency and wage equity 42 - 43 PSQ-VADPT MODEL 44 - 45 INTERNAL AND EXTERNAL WAGE EQUITY Strategic plan HR 2017-2021 48 - 49 STRATEGIC PLAN HR 2018-2021: STRATEGIC MAP 50 - 55 INITIATIVES 56 - 57 ECONOMIC VALUE ADDED (EVA®) / SOCIAL POLICIES
DEUTZ VALUES
As employees of DEUTZ we share common values that distinguish us undependent of the plant or country in which we work.
10
Communication is a right of employees and an obligation of management; we respect difference and enrich diversity by defending equality regardless of sex, race, religion or sexual orientation; we reach the objectives fulfilling the defined requirements for our products, services and processes, making decisions based on the responsibility and trust in our employees and their skills as the basis of our success.
11
MISSION PEOPLE MANAGEMENT We guarantee a people management based on the principles of respect, communication, responsibility, objectives, feedback, confidence, success, decisions, innovation, development and quality. We develop HR processes and policies which contribute to the creation of value through the improvement of knowledge, skills and attitudes of people with the aim of optimizing performance management.
Sheila Gonzรกlez, HR Manager
HR Operational Plan / HR-Business Partner Engagement & Development / Performance & Training HR Administration
12
VISION PEOPLE MANAGEMENT Based on the values and principles of DEUTZ SPAIN, we contribute, as a strategic asset of the organization, to the implementation of the business strategy, enhancing the value of people and contributing sustainability to the growth process.
JosĂŠ Manuel Tirado, HR Director
HR Strategic Plan & Cultural Change Labor relations and institutional Legal Services and Corporate social responsability
13
STRATEGIC LINES: COMMUNICATION LABOR RELATIONS The basic norm that regulates our labor relations is the collective agreement of DEUTZ SPAIN; besides representatives of the company and the employees negotiate agreements that affect the conditions of work; the relationships between both parties are governed by the principles of communication and information.
DIRECT COMMUNICATION In DEUTZ, communication is a right of all employees and at the same sales o p p o r t u n i t i e s team c u s t o m e r sinnovation work researchmission goaltarget time an obligation of the managemanagement vision strategy ment. Communication between emdevelopment comunication marketing s u p p o r t B u s i n e s s ployees and the directorate of HR s u c c e s s coaching plannig Learnig industryorganization trust f e e d b a c k r e s p e c t allows identification and solution workshop c h a n g e flexibility of doubts and concerns and at the same time includes the solutions in the strategic map of HR. a b i l i t y professional
results sinergy q u a l i t ycorporated
knowledge connected growth idea trainging p e r f o r m a n c e
teamwork venture
dynamics
motivation
creativity
INTERNAL MAGAZINE Since 2012 we have published the internal magazine with interesting and topical information about the present and future of DEUTZ SPAIN as well as the main news of DEUTZ AG.
14
APP Through the APP, employees are informed in real time of the main news that happens in DEUTZ SPAIN; this support, unlike circular, offers the possibility of sharing images and videos, as well as links to web addresses.
PERSONAL MEETING WITH HR DIRECTOR All employees have an annual meeting with the HR division; we are interested in meeting the people who work at DEUTZ SPAIN; it is a good time to share personal and professional issues and analyze how we can help our employees.
PROPOSED INCENTIVE IMPROVEMENTS The opinion of our employees is important; that's why we financially reward those proposals of improvement that allow the organization continue to maintain its competitiveness. The proposals are valued at a maximum of 10,000; 30% of the effect of the net improvement you have in the 12 first months of its introduction, once the introduction costs and investment of the proposal have been deducted of the measure.
15
RECRUITMENT POLICIES We recruit people on with objective criteria. We guarantee a transparent process, as a guarantor of equal opportunities. Favoring one person means harming another; our company is committed to equality of opportunities.
TEMPORARY STAFF The qualification is valued at 70%; the candidates with dual vocational training obtain 70%, with degree superior 52.5% with medium grade 35% and with certificate of professionalism 17%. The experience is valued for each year at 2.5% up to maximum of 30%; the accumulatd experience in DEUTZ SPAIN is weighted at 1.25.
PERMANENT STAFF The qualification is valued at 50%; candidates with dual vocational training obtain 50%, with higher degree 40% (GS 1 year, 35%), with medium degree 30% (GM 1 year 25%) and with certificate of professionalism 20%. The experience is valued for each year with 2.5% up to a maximum of 25%; the experience in DEUTZ SPAIN is weighted with 1.25. The technological capacity is valued at 25% for work with NC, 20% NC manual, 15% without NC, 10% manual or 5% peripheries. The final candidates perform a competence and emotional intelligence test.
16
We led two talent management projects; dual professional training offers qualified people oriented to the high technology of DEUTZ SPAIN; the talent program identifies those people who may have the potential to become the future leaders of the company.
PROFESSIONAL DUAL TRAINING 50% is obtained from the examination carried out by the Institute of secondary education Cristo del Rosario and 50% is determined by the personal interview, the competencies and emotional intelligence, tests which are carried out by a specialized external consultant.
HIGH POTENTIAL-PROGRAM Candidates are selected based on the grade average of the former academic candidate (70%), knowledge of a second language (English or German) (15%) and the results of an assessment center (15%), tests that are carried out by a consultant specialized external.
17
STRATEGIC LINES: TRAINING PROFESSIONAL DUAL TRAINING We led in 2012 the implementation of a training DUAL professional in Extremadura as a model of successful training.
WORKERS QUALIFICATION A large part of our workers did not have the opportunity to carry out a vocational training that allows them to adapt to technological changes that the industry will certainly be incorporating during their career path. We offer our employees a second chance, facilitating the conciliation of training with family and work life, without this implying a economic decline. Our employees are valuable; we invest in their qualification.
18
DEUTZ has invested more than 165 million euros at the Zafra factory with a current asset value of 33 million euros. Our greatest future value is people. HIGH POTENTIAL PROGRAM In 2016, an identification program was initiated of talent that selects the four best records of the School of Engineers of Badajoz and two best records of professional training DUAL in a rotational 1 year program for three areas with the objective of identifying future talent of the company.
LEAN MANAGEMENT TRAINING Our workers receive theoretical training in lean management in 2 levels: basic in the Lean Institute and advanced in a university postgraduate degree with the Polytechnic University of CataluĂąa.
CAMBRIDGE PROJECT
Native Cambridge teachers are integrated into the organization in the "english days" to strength the lexicon of each area.
19
TRAINING SYSTEM The training system is an objective model based in the meritocracy that links the level of training, with position, work experience and professional category automatically.
20
Every worker defines theirs own professional development itinerary and DEUTZ SPAIN puts the means and resources at their disposal. We invest in human capital
21
STRATEGIC PROJECTS
22
DEUTZ AG and DEUTZ SPAIN S.A., among other companies, have reached a collaboration agreement with DEUTZ BUSINESS SCHOOL ®
23
STRATEGIC LINES: ENGAGEMENT We measure the 12 key elements of the engagement to a sur-
vey scientifically analyzed and used by more than 25 million employees in the world.
DEUTZ SPAIN S.A.
COMPROMISO GLOBAL Personal indefinido
3ª Encuesta de compromiso DEUTZ SPAIN S.A. Rango percentil
5% 3)
Necesidades del puesto de trabajo
14% (3,1 - 4)
16% (4,1 - 5)
11% (5,1 - 5,7)
Reconocimiento y motivación
6,6 (6,1)
27% (5,8 - 7)
(4,7)
(5,4)
6,5
(6,3)
27% > 7)
Trabajo en equipo
5,2
Personal eventual
5,9
Crecimiento y desarrollo
4,6
6,8 (6,4)
(4,1)
Valoración Indefinidos
1
2
3
4
5
6
7
8
9 10 Eventuales
Q01
SE LO QUE SE ESPERA DE MI Se lo que se espera de mi en mi puesto de trabajo
6,92
0,51
7,41
Q02
MEDIOS Y RECURSOS Dispongo de los materiales, equipos y recursos que necesito para hacer bien mi trabajo
6,34
0,44
7,00
Q03
OPORTUNIDAD DE HACERLO MEJOR En mi puesto de trabajo, tengo la oportunidad de hacerlo mejor cada día
6,31
0,41
6,99
Q04
RECONOCIMIENTO En los últimos siete días he recibido reconocimiento o aliento para hacer un buen trabajo
4,20
0,50
4,62
Q05
CARES ABOUT ME Mi superior inmediato o alguién de su equipo de trabajo se preocupa por mi como persona
5,49
0,34
6,30
Q06
MOTIVACIÓN Hay alguién en mi trabajo que me motiva en mi desarrollo profesional
4,75
0,48
5,93
Q07
CONSIDERACIÓN OPINIÓN En mi área de trabajo mis opiniones cuentan
5,42
0,36
5,78
Q08
ESTRATEGIA DE LA EMPRESA Conozco cual es la importancia de mi trabajo en los objetivos de la empresa
7,49
0,59
7,69
Q09
COMPROMISO CON LA CALIDAD Mis compañeros/as de trabajo están comprometidos a hacer un trabajo de calidad
7,31
0,09
7,88
Q10
RELACIONES INTERPERSONALES Mantengo relación con mis compañeros/as fuera del trabajo
6,96
0,40
6,80
Q11
PROGRESO En los últimos seis meses alguién en la empresa me ha comentado sobre mis progresos
3,91
0,56
4,14
Q12
FORMACION Y CRECIMIENTO En este último año he tenido la oportunidad de aprender y crecer
5,32
0,44
7,15
© Copyright DEUTZ SPAIN S.A.
24
Every six months we measure the engagement of our employees with 12 questions that allow a rapid answer; unlike other
surveys of satisfaction or engagement, where the response to questions can be influenced by specific events, this survey focuses on four aspects of the engagement: • • • •
Needs of the workplace Recognition and motivation Teamwork Growth and development
The results, together with the direct diagnostic sessions, allow us to introduce continuous im-
provement in those aspects that have a more significant impact on the engagement of the people. It
is also important information for evaluating the impact that the strategic HR plan has on the people of the organization.
25
Performance Evaluation and Competence Training Plan
SKILLS ASSESSMENT : PRODUCTION STAFF ABILITIES PROCESS
Autonomous release tuning Autonomous programming Quality responsability in client
MAINTENANCE
Visual defects management
5S TPM level 1-2 TPM level 1-3 TPM level 1-4
lv Va
Eco nom ic
eA
d dde
Self-control and correction 100% product control and assurance in customer quality
QUALITY
Product control and check-control Visual control SPC / process capacity / correction SPC / traceability
28
TECHNOLOGY GROUPS Fine machining
A1 Crankcases - Conrods - Cylinderheads: NC machine 4 axis A2
Conrods - Gears: special NC machine: grinding machine, hard lathe...
Crankcases - Conrods - Cylinderheads: NC machine: 5
A3 axis , double-spindle, robot, or transferred, ... Bearing caps - Non core products: special machine: automatic A4 multispindle
Rough machining
D1 Crankcases - Cylinderheads: NC machine 4 axis D2 D3
Conventional machining
B1 B2
Special
E1 E2 E3
Conrods - Gears: NC machine 4 axis: lathes, hobbing machines, machining centers, ...
Crankcases - Conrods - Cylinderheads: NC machine: 5 axis , double-spindle, robot, or transferred, ... Crankcases - Cylinderheads: Deburring, manual assembly and transports Non-Core products: Basic washing machine, shot blasting, PL2011T2 Cleanliness processes, heat-treatment, laser crack: general Cleanliness processes, heat-treatment, laser crack: completely automated Crankcases - Conrods - Cylinderheads: Honing, special NC machines
M1 Crankcases - Cylinderheads: semi-automated assembly Assembly
M2 Crankcases - Cylinderheads: completely automated M3 Crankcases - Cylinderheads: final product check M4 Industry 4.0
AUTONOMY LEVEL Low
No training in the technology group
Basic
Work without autonomy; requires help
Average High
Degree of autonomy 70-80%; requires training 90% autonomy; 3 years experience; continuous improvement
Very High Able to train others; 5 years experience; intervenes in
major breakdowns; leads the organisation of your process
29
COMPETENCE TRAINING PLAN - ABILITIES QUALITY Estadistic control processes (SPCI y I II)
1
Self-control I: autonomous measurement.
2
Self-control II: interpretation 7 protocols measurement.
AMFE
3
Process control: process parameter settings / critical features.
8
Improvement tools continuous quality.
4
Process control: capacity and traceability.
9
Advanced tools quality management
5
Autonomous release fine tunning.
6
PROCESS MANAGEMENT 10 Added value map – manufacturing process 11
Identification of waste – muda
12 mechanical manufacturing process: technology 13
mechanical manufacturing process: means
14
mechanical manufacturing process: NC Programming
15
Autonomous process management - Programming and means
16 Stream Optimization - Improved Value Map 17 Continuous Improvement Tools 18
30
Advanced Lean Management Tools.
TOTAL PRODUCTIVE MAINTENANCE 19
5S -standardization job position.
TPM nivel 3: diagnosis 24 faults and repairs with intervention.
20
OEE: waste identification DT.
25
Maintenance interventions.
26 21 TPM level 1: basic preventive maintenance.
Maintenanceimprovement OEE
22
TPM level 2: diagnostic alarms; prev.main. II
Predictive maintenance.
23
TPM level 3: fault diagnosis and repairs without intervention.
27
31
PERFORMANCE MODEL DEUTZ SPAIN
32
33
COMPETENCES MODEL
5 clusters
34
4 pro
ofiles
6 competences
35
PERFORMANCE EVALUATION
1
The first part of the evaluation of performance measures the degree of achievement of the requirements of the post of work.The person performs first, a self-evaluation. It allows identification deficiencies in training or in capabilities and in this way guide the person to the courses of competences training (PFC).
2
The second part evaluates the 6 competitions in function of the profile to which it is assigned the post person performs a self-evaluation that allows the evaluator in the interview to comment on the different perceptions. There are 4 profiles: 1– Technical or clerk 2– Responsible without team 3– Responsible with team 4– Management
36
3
The third part indicates the valuation total competences and the evaluator identifies the strengths and weaknesses of the evaluated person the factors are also evaluated successful personal: "Self-confidence, self-development, self-control, optimism, perseverance and guidance to change". The evaluated one defines his motivations and professional concerns.
4
The fourth part summarizes in one page the whole evaluation of performance and final comments of the evaluator. Performance evaluation ends with the definition of training measures of the plan of competency training (PFC) that should help improve the weak points.
37
COMPETENCE TRAINING PLAN - PERFORMANCE PERFORMANCE I 28 Active listening
33
Situational leadership
Recognition 29 management
34
High-performance equipment
Emotions and con30 flicts management
35 7 highly effective personal habits
31 Teamwork
36 Team leadership
32 Group coaching
PERFORMANCE II 37 Manage mental maps 38 Efficient presentations 39 Social skills techniques 40 Harvard negotiation method 41 DISC 42 "A film team" Executive BV 43 Kata 44 Strategic maps 45 Agile y Scrum
38
VADPT 46 Office information management
51
47 Time management
52 Effective communication techniques
48 Standard-Work
53 Management communication 54 Knowledge management
49
Problem solving tools (LEAN)
Analysis value stream mapping
50 Decision-making tools
39
Organizational Efficiency and Wage Equity
41
PSQ-VADPT MODEL The analysis of salary equity allows comparison in first place salaries with comparable functions in the market (external equity); on the other hand it analyzes that people in the same function with evaluations of similar performance are remunerated in a comparable way in the organization (internal equity).
S
Job requirement (job description)
Know
P
20
35
Can
Q
45
Want
100
42
Experience
10
Training
10
Analytical capabilities
13
Management Capabilities 17 Interpersonal skills
5
Responsibility
45
Performance evaluation measures the degree of compliance of the worker's job requirements.
Experience
10
Academic
7
Languages
3
Processing and synthesis of information
7
Complexity of tasks
6
Initiative and decision making
8
Level of planning and / or programming
5
Versatility of the post
4
Type of social relations (internal / external)
5
About economic resources (income)
11
About economic resources (expenses)
6
About economic resources (investment)
4
About People
10
About organizational processes
7
About impact to clients
7
100
Degree of compliance of people in the workplace
Organizational efficiency is the cumulative sum of the degrees of achievement of people in each position.
100
43
INTERNAL AND EXTERNAL WAGE EQUITY The analysis of salary equity allows comparison firstly all of salaries with comparable functions in the market (external equity); on the other hand it analyzes that people in the same function with evaluations of similar performance are remunerated in a comparable way in the organization (internal equity). The horizontal axis represents the positions depending on the added value they bring to the company's objectives; the vertical axis indicates the annual gross salary. An exponential evolution of the upper and lower bands are used because that better represents evolution of wages in the market based on the increase of added value.
44
RESULTS ANALYSIS A person outside the salary band above and with a high VADPT, indicates that the position it's not balanced with their salary, so that consequently should occupy a position with greater value contribution added, where their best capabilities can be developed.
A person outside the salary band below, and a positive performance evaluation indicates that the organization is not managing talent correctly; the analysis is compared with the compensation of market. With a negative performance evaluation it can indicate that the person should occupy positions that suit their abilities better.
45
HR Strategic Plan 2017-2021
HR STRATEGIC PLAN 2018-2021 : STRATEGIC MAP
48
49
INITIATIVES 2017 AC1 Manage Cultural Change
1-DAFO management people with all employees 2-Measurement "employees engagement" 3-Cultural change communication plan (all staff) 4-Direct Q12 sessions with all employees
AC2 Introduce social policies
5-Donation social association 6-Collaboration agreement with CARITAS 7-Support female children's sports 8-Child theater for children of workers 9-Collaboration SSMM Reyes Magos
AC3 Introduce motivation policies
AC6 Raising awareness of values
AC9 Define Job description
AC10 Define competences model
50
10-DEUTZ SPAIN CUP 11-DEUTZ EUROPE CUP 12-Proposals for incentivized improvements 13-Cambridge project 14-Policy conciliation studies
15-Deploy image values
16-Complete catalog of job description
17-Definition of competences model, clusters and profiles
AC11 Define VADPT
AC12 Improve processes recruitment
AC13 Improve channels of communication
18-VADPT full map (added value contribution) to the objectives of the company of each position)
19-Definition criteria recruitment HP-program 20-Definition dual recruitment criteria
21-APP internal communication RRHH 22-Personal meeting HR management
AC17 Improve channels of 23-Internal employment offers recruitment
GO1 Increase efficiency HR processes
GC3 Increase relationships institutional
GC6 Improving policies talented
24-Introduce standard-work in management operational HR
25-Presentation DEUTZ BUSINESS SCHOOL® project
26-High Potential-Program
The planned initiatives are enough to impact significantly in the indicator Ongoing initiatives are insufficient to impact the indicator; more initiatives are needed in the coming years
51
2018 AC1 Manage Cultural Change
AC2 Introduce social policies AC3 Introduce motivation policies
AC6 Raising awareness of values
27-Include section cultural change in magazine 28-quarterly management + level1 meeting 29-Homogeneous monthly meeting "coffee in HR" 30-Empower change managers 31-Birth congratulation 32-Family day 33-Preferential agreement with BBVA for workers 34-Roofed external parking 35-Magazine recognition of the achievements made
36-Summer shirts for children with DEUTZ values 37-Meetings on values
AC7 Improve skills
38-Definition skills model
AC8 Define Groups  Technological
39-Assignment of machines to technological groups 40-Model technology group
AC14 Optimize management payroll
41-Include integrity controls 42-Breakdown of frozen variable concepts in IT 43-Include report incidents payroll 44-Improve settlement response rate
AC15 Integrate processes in Isotools
45-Integration of HR processes and evaluations
GC1 Increase abilities
52
46- Start skills assessment 47- Beginning of the evaluation of the emeritus worker's skills
GC1 Increase abilities
48-Competency training plan (PFC) skills 49-Competency training plan (PFC) performance 50-School of Engineers Badajoz
GC3 51-Canal Extremadura "`made in Extremadura" Increase relationships 52-Lean Community "the lean of people" Â institutional
53-Meetings with mainstream media
GC4 Improve performance
54-Start performance evaluation
GC5 Improve absenteeism
55-Meeting INSS address 56-Support processes of work incapacity 57-Anticipation medical tests
GC6 Improving policies talented
58-PIT program (innovation and talent)
GO2 Improve recruitment processes
59-Offers in consulates, AHK
GI3 Implement SENIOR policies
60-Emerita professional adjustment
GI7 Improve analysis pay equity
61-Close pay equity model 62-Comparative market closing 63-Application differences pay equity
GI8 Opening Deutz Business School
64-Presentation legal form foundation 65-Statutes foundation 66-Naming of trustees & deed 67- Conclusion of agreements University, ILM, IL, AEQ, APD
The planned initiatives are enough to impact Significantly in the indicator
Ongoing initiatives are insufficient to impact the indicator; more initiatives are needed in the coming years
53
2019 AC1 Manage Cultural Change AC2 Introduce social policies
68-Include works council in CO and CE 69-Family death policy 70-Open day 71-Politics serious diseases 72-Day school: group visits + Corporate Kit
AC3 73-External family activities (days 1 day) Introduce motivation 74-Introduce new communication channels policies
75-Welcome kit (corporate folder + Corporate Kit)
AC5 Ensuring  knowledge
76-Improve training plan in the workplace
AC6 Raising awareness of values
77-Deployment communication "every month a Value"
AC14 Optimize management payroll
78-Simplify payroll
AC16 Presence in Social networks
79-Facebook & exploit Linkedin
AC17 Improve channels of selection
80-Twitter for internship offer 81-Exploit possibilities homepage
GO2 Improve selection processes
82-Offers in official schools
GC1 Implement skills assessment
83-Feedback 180°
GC5 84-Health plan Improve absenteeism
85-Organizational improvements > 58 years
54
GC6 Improving policies talented GC7 Manage the NO-Talent GI4 Increase LR efficiency GI5 Implement Coaching
86-Potential identification matrix 87-Custom accompaniment process 88-Executive Integration VP HR Deutz 89-Collective agreement 2019-20XX 90-VP HR Deutz labor representative in Spain 91-Promote coaching tools
GI6 92-Branding Implementing policies 93-Distinctive equality Plan talent attraction GI9 Implementing policies 94-VALOR Program talent retention GI10 Define career/ succession plans
95-Implement career plans 96-Define succession plans
2020-2021 AC3 97-Recognition 25 years Introduce motivational policies GI1 Implement reconciliation policies GI2 Enter salary sentimental GI3 Implement SENIOR policies
98-Working from home 99-campus summer children of english 100-Flexible day 101-Model production reorganization 102-Intensive day 103-10x4 (4 days-10 hours, weekend extensive: 3 days) 104-Knowledge transfer system 105-Family visit last day retirement
55
ECONOMIC VALUE ADDED (EVA®) The commonly accepted definition of creation of value is "when the return obtained on capital invested is greater than the cost of capital ". DEUTZ SPAIN applies the lean manufacturing philosophy that like "value based management (VBM)" is clearly oriented towards creating value by eliminating waste of the process and optimizing the supply chain management. The EVA® determines economically what the creation is of value of a period once all expenses are covered, including internal and external financial expenses. In DEUTZ SPAIN its value is increased through an efficient management of assets, with a "lean" organization, inventories and optimized cash flows, tax policies and eliminating waste from the process. The strategic HR map of DEUTZ SPAIN evaluates the impact of the people-management process. ALIGNMENT: We innovate by introducing in the HR-dashboard, the EVA® indicator, as an indicator of value creation used by large companies such General Motors, Coca-Cola, AT & T, Siemens, Philip Morris, etc ... and as an alignment element with the needs of the industrial organization, based on lean manufacturing, as the essential engine of the creation of value in DEUTZ SPAIN
56
SOCIAL POLICIES DEUTZ SPAIN promotes different social actions. It collaborates regularly with entities without spirit of profit; promotes children's and young women's sports; organizes events for its employees and is a collaborator of SSMM The Magi of the East so that no child is left without gifts.
DEUTZ SPAIN also organizes the Football League 7 DEUTZ SPAIN CUP. The winner of the national league represents Spain in the DEUTZ EUROPE CUP, where is measured twice with the winner of the league German for obtaining the european crown.
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