A journey towards HR Excellence HR Guidebook 2015|2016 > version 1
Solvay Group
Table of contents Editorial 1 Human Resources Function 2 Human Resources Structure 8 Human Resources Processes 49 Human Resources Academy 62 Human Resources Governance 66 Glossary 73
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Editorial Dear HR colleagues, I am very pleased to present Solvay’s HR Guidebook. This document has been created to describe you Solvay’s HR operating model. By reading this HR Guidebook as a newcomer in the HR community or as an experienced Solvay HR professional, you will understand the concrete roles and responsibilities of each actor in our HR organization. Our Excellence project has allowed us to integrate many best practices in the professional field of Human Resources. This common approach is crucial for the satisfaction of Solvay’s employees. Let us continue together serving our employees with the professionalism and passion characterizing our HR Community.
Cécile Tandeau de Marsac, Group Human Resources General Manager
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1I Human Resources Function 1.1 HR ambition 1.2 HR team 1.3 HR model drivers 1.4 HR model structure
3 4 5 6
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1 1.1 HR ambition
Human Resources Function
Together, we create value by shaping an engaging environment, promoting a culture of people development, empowerment and performance, transforming Solvay group for sustainable success
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1 1.2 HR team
Human Resources Function
About 600 professionals supporting 26.000 employees across 52 countries, 119 industrial sites and 15 major R&I centers around the world Solvay’s Human Resources are there to support each Solvay business and function to reach its roadmap goals and to ensure all Solvay employees are fully committed and can reach their highest potential in the Group. Our HR structure matches Business and Function organizations supporting them in proximity and gaining efficiency by using shared resources: Business Partner teams and SBS HtR1. Corporate oversees the HR organization and defines Policies.
KEY 2015 FIGURES
73% 27% HR population
2.300
Group new hires
2
775.000
Group training hours2
1. Solvay Business Services - Hire-to-Retire process 2. Extrapolation of 2015 S1 data
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1 1.3 HR model drivers
Human Resources Function
3 core principles to support our employees and the Group ❚ PROXIMITY → Perfect understanding and anticipation of business needs
→ Physical presence when required
❚ EXPERTISE → Value added service delivery → Every HR team member is an expert in his/her domain(s)
❚ EFFICIENCY → High speed of execution → Efficient cost management (SBS, resources pooling, …)
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1 1.4 HR model structure Human Resources Function
3 entities to define policies, deliver the services and optimize transactional processes
HR Corporate Business HR
Function & Family HR GBU HR Business Partner teams
❚ Learning ❚ Talent Acquisition ❚ Campus HR
SBS Hire-to-Retire Solvay HR Guidebook 2015-2016 |
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1 1.4 HR model structure Human Resources Function
Mission of the 3 entities
HR Corporate Business HR
Function & Family HR GBU HR Business Partner teams
❚ Learning ❚ Talent Acquisition ❚ Campus HR
SBS Hire-to-Retire
→ Worldwide strategy & policy definition → Direct management of Corporate related topics (Industrial Relations, Compensation & Benefits, Executives Management, International Mobility, …)1 → Dedicated HR teams → Supervision of Business Partner teams
→ Expertise and support for GBU & Function / Family HR → Shared platform to manage certain processes (Payroll, Service center …) and deliver transactional services
1. Asia Zone Organization maintained (Growth, Diversity, …)
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2I Human Resources Structure 2.1 HR Corporate 2.2 Business HR ❚ Function & Family HR ❚ GBU HR ❚ Business Partner teams 2.3 SBS Hire-to -Retire
10 17 17 25 35 42
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2 Overall HR Structure HR Structure
Group HR Function General Manager
HR Corporate Function & Family HR
Business HR
People Management & Development
Engagement, Diversity & Change
Industrial Relations
Executives Management & Development
Corporate Functions1
Finance & Purchasing HRD
Asia HRD
Industrial HRD R&I HRD
Compensation & Benefits
Strategy, Marketing & Sales HRD SBS HRD
GBU HR GBU A HRD
Business Partners Teams2
GBU B HRD
GBU ‌ HRD
3
Learning Business partners
Talent Acquisition Business partners
Campus site Business partners
Process Manager HtR
SBS HtR
Payroll, Time management & Workforce administration
Compensation & Benefits
Data, M&A & Innovative projects
Talent
Service center
HtR Projects
1. Corporate Functions: Located in HR Corporate but belonging to Function & Family HR | 2. Organized per regions | 3. Some GBU or Function HRD supervise Business Partners teams
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2 2.1 HR Corporate HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION RED LINES
❚ BE THE GUARANTOR OF THE GROUP’S HR PRINCIPLES: → Contribute to the Group strategy definition and its implementation → Ensure that we provide the best talents and leaders to achieve the Group’s ambition → Make sure that Solvay remains an attractive employer → Ensure the quality of social climate → Define compensation and benefits policies and manage the corresponding obligations → Ensure employees’ professional development and employability → Contribute to nurturing a culture which fosters performance as well as people development and engagement
Source: Solvay Group Management Book
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2 2.1 HR Corporate HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION RED LINES
❚ DESIGN AND OVERSEE THE IMPLEMENTATION OF 7 GROUP POLICIES: Compensation & short & long term benefits
→ Ensure common standards for compensating Group employees, guaranteeing
International mobility
→ Create a single consistent Group framework for managing all international moves
Employer branding
→ Promote Solvay’s image both outside the Group to potential candidates as inside
internal equity and labor market practices, recognizing the individual and Group’s performance
the Group to employees to foster their engagement
Executive management → Ensure principles for identifying managerial talent within the Group, methodologies to develop them and rules for succession planning
People management & development
→ Execute on the Group’s commitment to have shared and consistent processes to
Diversity & inclusion
→ Realize the commitment to manage a diverse and inclusive workforce, enabling
Industrial relations
→ Define practices to collaborate with social partners on major Group projects and
measure employees performance (see PDCR process) and develop people (see Learning process) everyone to develop and perform at their full potential
collective bargaining rules applicable at all levels of the organization
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2 2.1 HR Corporate HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION RED LINES
❚ LEAN STRUCTURE, CONNECTION AND INNOVATION AT THE FOREFRONT: 1. HR Corporate is a small team with expert resources: This team being responsible for the Group’s Policy definition is staffed with skilled resources. To ensure responsiveness, the Corporate HR team seeks to keep a small and flat structure.
2. To remain efficient and intimate with the operational reality, HR Corporate ensures a close connection with the business: GBU / Function HR leaders are involved in all major projects and regular exchanges are organized: Eg.: ❚ GBUs are regularly represented by one HRD in the monthly HR Leadership Team meeting1 ❚ Bi-annual seminars involve all HRDs (HRFC2) and monthly calls
3. HR Corporate innovates to improve current practices and respond to business and employee expectations: Internal and external benchmarks are regularly conducted to identify improvement areas and new ideas: Eg.: The organization of Talent days at Regional level, the ongoing work over the future HR tool suite, …
1. HRLT: Group HR General Managers, HR Corporate team leaders, Asia HRD and SBS HtR process Manager 2. HRFC = HR Family Council
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2 2.1 HR Corporate HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION RED LINES
❚ 6 TEAMS FOR CORPORATE TOPICS AND ONE FOR ASIA-PACIFIC HR:
Group HR Function Manager People Management & Development
→ Solvay Corporate University → Talent Acquisition policy
→ Performance management → Career management
Engagement, Diversity & Change
→ Fostering of Group culture, leading to engagement, inclusion and diversity
Industrial Relations
→ Relationship management with employees representatives
Compensation & Benefits Corporate Functions
→ Compensation → Short & long term benefits → International Mobility → HR for HR, Legal, Sustainable Development, IAM, Public Affairs, Corporate Secretary
Executives Management & Development (zoom on page 15)
→ Animation of career management for executives >= S23 → Direct management of Executives ≥ S25
Asia HRD (zoom on page 16)
→ Dedicated HRD to support the continued development of our people resources
& Communication
in the fast-growing Asia region → Responsible for HR Business Partner and Country teams in the region
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2 2.1 HR Corporate HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION RED LINES
❚ ZOOM ON EXECUTIVES MANAGEMENT & DEVELOPMENT A dedicated HR Team to identify the best talents, develop and promote them in the key positions for Group success and develop Solvay executives as Group role models
Target population Approach
Governance
Prerequisites
→ Leadership Council members → Senior Executives (grades S23+) → Potential successors to Senior positions
→ Strong coordination with Leadership Council and Comex → Regular meetings with GBUs & Functions HRDs → Worldwide Mobility Committee for Executives every 6 weeks: new jobs opening and people to move → Comex yearly meeting dedicated to Executives DSP review and update on moves and potential moves → Monthly update with Comex
→ Enable the organizational flexibility to develop career paths for Group’s potentials → Ensure moves between Regions, GBUs, Functions, Legacies...
→ Manage the career of S25-S26 in all dimensions: development, promotions and professional mobility → Coordinate the career evolution of S23 - S24 and HIPOs → Keep a strong knowledge of the Executives population → Make sure each Executive has a development plan → Enrich replacement plans and make it happen → Build Executive Leadership training programs in close collaboration with Corporate People Management & Development
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2 2.1 HR Corporate HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION RED LINES
❚ A DEDICATED HR DIRECTOR POSITION IN ASIA The objective is to create the environment, practices and mindset to attract, develop and retain key talents, build sustainable talent pipelines and develop high performing cultures. The great socio-economic and cultural diversity of the Region, the geographical spread and the speed of change at which it operates justifies the existence of country HR teams.
Group HR Function Manager Asia HRD Business partners teams – Strategic aspects1
Country HR teams
Learning Asia
Country HR India
Talent Acquisition Asia
Country HR Thailand
Campus Site Shanghai
Country HR Singapore
Family HR & Talent Management Family HR Corporate Functions and Talent management
Country HR China Country HR Japan Country HR South Korea
1. Operational Talent Acquisition and Learning are carried out by the Country HR teams
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2 2.1 HR Corporate HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION RED LINES
❚ 2 TOPICS FOR WHICH NO DECISION CAN BE TAKEN WITHOUT THE PRIOR AUTHORIZATION OF THE GROUP HR GENERAL MANAGER (GM):
→ Collective employment conditions
→ Management of Executives (staff with grade ≥S23)
❚ Specifically retirement benefits, health & disability benefits, severance plans, profit-sharing plans and other employee equity plans, as well as any special agreements that may generate liabilities for the Group
❚ Recruitment & promotions: –S 25 and above: Positive recommendation of Group HR GM to Comex is required – S23 & S24: Prior consultation of Group HR GM is required
❚ Authorization of Group HR GM or his/her delegate is required
❚ Employment contracts / agreements: Authorization of Group HR GM is required with regard to signing, modifying, or upgrading contracts / agreements, comfort letters, sign-on bonuses or severance agreements
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2 2.2 Business HR HR Structure
Function & Family HR GBU HR Business Partner teams
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2 Function & Family HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ PROVIDE HR SERVICES TO FUNCTION EMPLOYEES AND ENSURE TRANSVERSALITY IN FAMILY DOMAINS
Function:
All employees in the hierarchical reporting line of a Function Head. → HR purpose is to deliver the full range of HR services to employees as a strategic business partner (comparable to GBUs perimeters, see page 26)
Function
Finance R&I
Family:
Employees in a professional family perform the same kind of jobs throughout the organization (same job family), being located in a Function or in GBU’s. → HR purpose is to create common standards (ex. Job descriptions) and bridges between Functions themselves and between Functions and GBUs regarding mobility…
GBUs
Function
GBUs
SBS
Finance R&I
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2 Function & Family HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ THIS SECTION FOCUSES ON THE FAMILY HR ROLES (see GBU HR for Function HR Missions) Functions Finance Function
R&I Function
GBU A
GBU B
GBU C
…
R&I Family
…
COLLECTIVE Family roles:
→ Succession management for the Family → Talent Pipe Management for Key professions of the job family → Talent Management: promotion of internal mobility and organization of Talent Day → Project management: HR participation in Family related one-off initiatives → Family meetings: Presence in Family Councils to provide input and understand stakes
INDIVIDUAL Family roles:
→ Mobility support to target population ❚ To counsel on mobility, HR will meet this population to get to know it ❚ This support is not aimed at the entire Family population as it is already managed by GBU HR, but only for specific profiles requiring visibility outside the GBU (see next page)
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2 Function & Family HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ ZOOM ON TALENT MANAGEMENT To reduce overlap of roles and responsibilities, Talent Management is executed by a member of the Function & Family HR team
Long Term
→ Organize the Talent Day at regional level to: ❚ Provide visibility to HIPOs and increase their understanding of business challenges ❚ Provide opportunity to the GBU / Function to present themselves, to introduce their main challenges and opportunities, to highlight their main career paths ❚ Develop the HIPOs by giving them the opportunity to clarify their preferences and career aspirations ❚ Provide Managers with strategic inputs regarding the regional challenges in terms of talents acquisition, retention and development. ❚ Ensure all steps of the Talent Day process (HIPOs selection and preparation, GBU / Function invitation, meeting facilitation, feedbacks collection, connection with DSP…)
→ Deploy HR Group policies ❚ Related to Performance and Career Management, Diversity and Engagement
Short Term
→ Promote and challenge Internal Mobility: ❚ Foster transversality between entities and/or functional domains ❚F acilitate development opportunities within and across the organization
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2 Function & Family HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ INDIVIDUAL FAMILY HR ROLES ARE APPLICABLE ONLY TO A SPECIFIC POPULATION TO AVOID OVERLAP WITH GBU HR Schematic representation of target population expressed as Talent groups per Professional families
NA
0%
Need improvement
20%
2 AREAS OF FOCUS
Growing HIPOs HIPOs
Contributing & Developing
40%
→ Target population of only ~20-30% of Family Headcount: ❚ HIPOs & growing HIPOs, expats, professional pipelines and key positions ❚ Other categories will rather evolve inside the GBU perimeter and do not require a specific transversal support from Family HR
60%
80%
100%
20%-30% → HR support concerns only Mobility as the other HR processes are delivered by GBU HR teams
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2 Function & Family HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ GLOBAL VIEW: 6 HR DIRECTORS EACH REPORTING TO A GROUP GENERAL MANAGER TO SERVE GROUP FUNCTIONS AND FAMILIES Perimeters
Corporate Functions HRD
→H uman Resources, Intellectual Assets, Public Affairs,
Group Finance Function GM
Finance & Purchasing HRD
→ F inance → P urchasing and Supply Chain
Group Industrial Function GM
Industrial HRD
→ I ndustrial
Group R&I Function GM
R&I HRD
→ R esearch & Innovation
Strategy Group Marketing & Sales Function GM
Strategy, Marketing & Sales HRD
→ S trategy →M arketing → Sales
Group SBS Function GM
SBS HRD
→ S BS organization
Group HR Function GM1 Pur. & SCH2 GM
Sustainable Development, Corporate Secretary, Communication and Legal
1. GM = General Manager | 2. Purchasing & Supply Chain
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2 Function & Family HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ HRDs ARE SUPPORTED BY DEPUTIES IN CHARGE OF THE FUNCTION AND FAMILY PERIMETER AS WELL AS TALENT MANAGEMENT
Function & Family HR Director Deputy Function & Family HR Manager
→ Contribute to the definition of the Group HR strategy and the Function strategy → Define the HR strategy for the Function and the assigned Professional Family → Manage all Function HR processes
→ Deploy the Function & Family HR strategy within assigned perimeter / population / HR processes
→ Act as a HR business partner for the Function management → Support the GBUs and Functions for the professional Family within assigned perimeter → Perform the Talent Management activities
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2 Function & Family HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ EFFICIENT FUNCTION AND FAMILY HR TEAMS LEVERAGE THE HR STRUCTURE AND FOCUS ON THEIR TARGET POPULATIONS → Leverage the HR structure:
→ Focus on Function and Family target populations:
❚ Use Campus HR: Specific to the Function perimeter is that most resources are based on a Campus site. It is therefore critical on those sites to efficiently use Campus1 HR teams.
❚ Family HR can not embrace the entire population as it would create redundancy of resources and duplication of roles with GBU HR.
Those HR teams exist to support the various entities located on the site for operational HR tasks. This includes all processes related to contract management, generic process training (PDCR, new tools, …), … Having a single team working for all entities allows to deliver a better service in a more efficient way. By using these support teams, Function HR teams can focus on Talent Management within their Functions.
Family HR role is therefore limited to a target population (HIPOs & growing HIPOs, expats, professional pipelines and key positions2) and on transversal mobility support. This requires a clear alignment of expectations with Function General Managers and GBU Presidents.
❚ Use Business Partners: Besides Campus HR teams, Function & Family HR need also to appropriately use Learning and Talent Acquisition Business Partner teams. ❚ Use SBS Hire-to-Retire.
1. NOH, Paris, Lyon EPA, Hanover and Shanghai (being set-up) 2. See “Best practices” section of Function & Family HR
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2 2.2 Business HR HR Structure
Function & Family HR GBU HR Business Partner teams
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SUPPORT THE BUSINESS TO DELIVER ITS TARGETS BY BEING THE PRIMARY HR INTERFACE FOR THE GBU AND PROVIDING THE REQUIRED RESOURCES GBU HR use their own teams and work with the entire HR organization to ensure efficient service delivery
HR Corporate GBU HR acts according to Corporate policies and contributes to strategy definition and supervision of common HR resources
Family HR Collaborate with Functions: ❚ Support Family projects ❚ Create Group wide opportunities for talents1
GBU HR
Leverage SBS HtR support on transactional processes
Business Partner teams Supervise and leverage Campus HR, Learning and Talent Acquisition expert teams
SBS Hire-to-Retire
1. HIPOs & growing HIPOs, expats, professional pipelines and key positions
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SUPPORT THE BUSINESS TO DELIVER ITS TARGETS BY BEING THE PRIMARY HR INTERFACE FOR THE GBU AND PROVIDING THE REQUIRED RESOURCES → Be the single point of contact regarding GBU HR topics Support GBU and other stakeholders ❚ GBU: Be the HR advisor for employees and managers and refer when required to other HR entities like SBS HtR or Business Partner teams ❚ HR stakeholders: Participate in HR transversal activities and projects: Corporate activities, Family projects, …
→ Attract, develop and retain the required GBU resources Execute the transversal processes to ensure the availability of the right workforce
Talent Acquisition1
Career Management
Learning
Administrative support
❚ Work with Talent ❚ Roll-out Group ❚ Collaborate with ❚ Team up with Acquisition processes (PDCR, Learning SBS HtR Business Partner Compensation Business Partner (Org. charts, ...) teams review, DSP, ...) teams to roll-out the required trainings
1. Both internal mobility as external recruitments
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ GBU EMPLOYEES CAN BE LOCATED ON 2 MAIN SITE CATEGORIES. THE HR MODEL IS STRUCTURED TO DELIVER THE MOST EFFICIENT SERVICE IN BOTH SITUATIONS:
Industrial sites
Campus sites1
Employee population located in 100+ Solvay production locations. Employees can belong to a single GBU or to several entities.
Population located in sites without production activities. This office workforce belongs to many different entities.
Objective is to have a shared HR resource model:
Objective is to leverage Campus HR teams for operational HR:
❚ Site HR teams manage the entire population, both exempts and non-exempts ❚ Site HR teams are shared between GBUs to avoid organizational duplications
❚ Operational activities are non-Function or GBU-specific2 ❚ GBUs (and Functions) focus on exempt Talent Management ❚ Campus site HR team deliver the operational HR services and Talent Management for non-exempts
1. Currently: NOH, Paris Île-de-France, Lyon EPA, Hanover & Shanghai | 2. Examples: Group processes (WeLearn, PDCR, …), labor policies, …
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ INDUSTRIAL SITE HR MODEL AIMS AT EMPOWERMENT AND RESOURCES SHARING Industrial site HR teams manage the entire population generating key advantages
Responsibilities overview Industrial sites HRD | Deputy Exempts Nonexempts
Talent Management Operational HR Talent Management Operational HR
Site HR
❚ It empowers site HR teams by giving them the widest possible local scope. In some former models, exempts or members from the Plant Management Committee were managed by HRD Deputies ❚ It simplifies the number of local HR interlocutors for managers by having a single site HR team as point of contact ❚ It harmonizes the delivered service by having a single team taking care of the entire industrial site population
Site HR teams have 2 interlocutors for topics beyond their scope ❚ Talent Management decisions going beyond the site responsibility perimeter (like mobility or some promotions): The site HR Manager refers to the GBU HRD or its Deputy ❚ Functional mobility outside of the GBU perimeter: The site HR Manager refers to the Function / Family HRD
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ CAMPUS HR MODEL AIMS AT SHARING HR RESOURCES TO IMPROVE SERVICE DELIVERY AND COSTS On Solvay campuses, GBU (and Function) HR teams focus on Talent Management of the exempt population, the remaining activities being managed by the Campus site HR team
Responsibilities overview Campus sites HRD | Deputy Exempts Nonexempts
Talent Management
Site HR
❚ It creates synergies by having a mutualized Campus HR team working for several GBUs (and Functions), which in some cases are without local HR presence ❚ It generates expertise by pooling resources within Campus HR teams ❚ It focuses GBU HR on the highest priority topics like Talent Management
Operational HR Talent Management Operational HR
More details about roles and responsibilities of Campus HR teams can be found in the Business Partners teams section (2.2 Business Partners teams).
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ A GBU SIZING TARGET OF 1 HR FTE PER 150 HEADCOUNT HAS BEEN DERIVED FROM BEST PRACTICE BENCHMARKS Calculation formula: Sum of GBU HC (=Headcount: number of GBU employees) Sum of HR FTE (=Sum of HR full time equivalents working for the GBU)
Results: ❚ External benchmarks of similar industrial companies were in the range of 150-200 HC / HR FTE ❚ Internal benchmarks showed at the start of 2014 a Group average close to 120 HC / HR FTE. The GBU target is set at 150. Some of the most efficient GBUs in this area already reach 175 HC / HR FTE
→ Levers ❚ Share HR Directors or have them taking over some complementary activities (supervision of Business partner teams, …) ❚ Share Deputies or site HR in order to optimize workload and population to serve
150 HEADCOUNT | HR FTE Solvay HR Guidebook 2015-2016 |
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ DEPUTIES WILL REPORT HIERARCHICALLY TO HRDs AND SITE HR TEAMS TO THE SITE DIRECTOR 1
Typical GBU HR structure and key roles
GBU HR Director Deputy GBU HR Manager 2
❚ C ontribute to the Group HR and GBU business strategy definition and define the GBU HR strategy ❚ Manage all GBU HR processes ❚ Supervise Business Partners teams (selected HRDs, except in Asia)
Site Director
❚ D eploy the GBU HR strategy within assigned perimeter / population / HR processes ❚ A ct as a HR business partner for the GBU management
Site HR Manager
❚ D eploy the GBU HR strategy on the assigned site ❚ A ct as a HR business partner for the GBU management and ensure the delivery of the HR services to the site employees
Site HR team member
❚ C ontribute to the delivery of the HR services for the assigned site population
1. Except in the case site HR are shared among various sites 2. Functional link can be exercised by the HR Director in the absence of a HR Deputy position
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SATISFACTORY AND EFFICIENT DELIVERY OF HR SERVICES DEPENDS FROM ALL OF US APPLYING THE HR MODEL (1/2) → Leverage the HR organization: ❚ Apply the Corporate guidelines: Corporate guidelines are designed to ensure a sustainable long term Group development and integrate the input of the HR network making their application mandatory. ❚ Use SBS HtR: Solvay has chosen to have an internal entity in charge of delivering HR transactional services (see chapter 2.3). These dedicated staff, processes and tools must therefore be used to avoid duplication of resources and allow GBU and other business HR teams to increase in efficiency and focus. ❚ Use Business Partner teams: To ensure expertise availability and efficiency in Learning, Talent Acquisition and Campus HR services, dedicated teams are staffed with skilled resources in the different regions. These resources should therefore be used, for the same reasons as mentioned for SBS HtR.
HR Corporate Family HR
GBU HR
Business Partner teams
SBS Hire-to-Retire
❚ Collaborate with Family HR: Family HR teams play a key role in creating transversality between Function and GBUs and between the various GBUs. This allows for example to share best practices via projects or to create career opportunities beyond the border of an employee’s current organization. GBU participation in these activities is therefore critical as this allows to reap the benefits of belonging to a Group.
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2 GBU HR
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SATISFACTORY AND EFFICIENT DELIVERY OF HR SERVICES DEPENDS FROM ALL OF US APPLYING THE HR MODEL (2/2) → Apply the GBU HR organizational model:
→ Apply the HR processes:
❚ Carefully developed model: This model (structure, sizing rules, roles, …) has been constructed based upon external and internal best practices. For every dimension, the most efficient solution has been selected in accordance with the Group’s and HR values. Nevertheless, this model is not static and every improvement suggestion is welcome.
❚ Carefully developed processes: As for the GBU HR model, processes like Talent Acquisition and Learning have been reviewed in detail during the HR Excellence project. Internal and external improvement opportunities have been integrated to make these processes more simple, more efficient and less expensive.
❚ Simplification for all actors: Having a similar HR model in every GBU greatly facilitates the understanding for all interlocutors which will generate efficiency.
❚ Efficiency by applying all the same processes: It is now critical to apply all the same processes to speak the “same language” which will make it easier for the entire HR community to understand each other and for our customers to be served the same way in all parts of the globe. As for the HR model, processes are not static and will be reviewed in due time to integrate new improvement opportunities.
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2 2.2 Business HR HR Structure
Function & Family HR GBU HR Business Partner teams
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2 Business Partner teams
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SHARED COMMON EXPERT TEAMS ARE AVAILABLE TO ENSURE AVAILABILITY OF EXPERT RESOURCES FOR ALL GBUs AND FUNCTIONS, DESPITE THEIR SIZE DIFFERENCE
Large entities GBU A
Funct° A
Smaller entities …
GBU B
Funct° B
…
Learning resources Talent Acquisition resources
Enough activity to have dedicated resources
Not enough activity to have dedicated resources
→ These resources conceptually belong to GBUs or Functions, but are pooled in a Business Partner team structure per region for the following areas: ❚ Learning ❚ Talent Acquisition ❚ Campus HR
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2 Business Partner teams
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ 3 CATEGORIES OF BUSINESS PARTNER TEAMS TO DELIVER THE SERVICES TO GBUs AND FUNCTIONS
Learning1
Talent Acquisition1 Campus HR
Deliver the regional Learning process
Deliver the regional Talent Acquisition process → Contribute to the Group’s Talent Acquisition strategy definition → Serve GBUs and Functions throughout the Talent Acquisition process – Employer branding – Requisition implementation – Internal and external searches – Interview and offer closing process – Onboarding process
→ Contribute to the Group’s Learning strategy definition → Support the delivery of Corporate training programs in the region (Tier1) → Adapt and deliver Corporate programs requiring regional customization (Tier2) → Design and deliver region specific programs (Tier3)
Support GBU and Function HR teams for their campus site populations → Talent Acquisition support → Social life on site activities → Employee Lifecycle → Industrial relations and social support → Exit procedure
1. More details in chapter 3: Processes
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2 Business Partner teams
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SPECIALIZED RESOURCES, CLOSE LINK WITH CLIENTS AND HARMONIZED PROCESSES ARE 3 PERFORMANCE DRIVERS → Dedicated resources for expertise Focusing employees on a single area ensures more experience and expertise on the topic, which will in turn improve service quality and speed of execution. To compete on the Talent market and the training of our workforce, Solvay Group needs high skilled resources!
→ Supervision by GBU or Function HRD (except Asia) The business partner teams being an extension of GBU and Functions, they are supervised by GBU or Function HRDs. Concretely: ❚ Head of Business Partner teams manage their respective teams on a day-to-day and operational basis ❚ Supervisors interact with the Business Partner team heads (details on next page)
→ Harmonized processes Each business partner team works according to the same worldwide process (see Chapter 3): ❚ These group processes have been redesigned and will be further adapted to integrate internal and external best practices ❚ Having the same process worldwide greatly facilitates understanding for everybody
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2 Business Partner teams
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ GBU OR FUNCTION HRDs SUPERVISE BP TEAMS1 TO INCREASE ALIGNMENT BETWEEN THEIR NEEDS AND THE DELIVERED SERVICE Schematic organizational structure and key roles
GBU or Function HRD
acting as Business Partner team supervisor Example (01/2016): Silica HRD supervises Lyon EPA & Île-de-France Campuses
→ Align (informally) with other business entities on business needs allowing representation → Challenge and support Head of BP team on strategy, organization and budget definition and is accountable for the budget
→ Liaise with the Corporate team, and, when appropriate, the Country coordinator → Cascade Group and HRFC information → Regularly follow-up with the Head of the BP team on the progress of operational activities and arbitrate when required
→ Validate recruitments for the supervised team
Head of Business Partner team
→ Define the strategy, organization and budget for their perimeters. Interact with
Business Partner team members
→ Deliver the Business Partner team process (Regional Learning / Talent Acquisition or
❚ Regional Learning ❚ Campus Site ❚ Regional Talent Acquisition
the supervisor to integrate his business perspective and validate the plans. → Manage operationally the BP team (incl. individual management) and deliver the services in some strategic areas → Liaise with the Corporate team
Campus HR) within assigned perimeter / population
1. Except in Asia
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2 Business Partner teams
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ WHERE NEEDED, COUNTRY COORDINATOR ROLES ARE FORMALIZED → Roles are part time positions, held by HR or Business representative ❚ Primus inter pares role ❚ Impact based on influence ❚ Without team
→ Objective is to create a single point of contact per country regarding ❚ External requests/constraints (Legislation, relations with public authorities, employer association, …): Collect answer from single process owner or coordinate with several process owners when required ❚ Internal questions (GBUs, Functions, SBS, Corporate, …) impacting several processes (if a question relates to a single process (Ex. Learning), the issue should be directly addressed by the team managing the process)
→ Governance: Country coordinators are responsible that decisions are taken by the respective decision makers and that information are circulated
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2 Business Partner teams
HR Structure I 2.2 Business HR
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ BUSINESS PARTNER TEAMS AIM AT CREATING THE HIGHEST VALUE BY APPLYING THE GROUP PROCESSES
Talent Acquisition have been redesigned and are regularly updated to integrate the best internal and external approaches
C
on
fication pli
❚ Common group processes like Learning,
s Sim e c i ct
Best pra
Advantages of common processes
❚ Having the same process in place ensures one commonly understood HR system and organization by all Solvay employees
sistency
❚ Each time the process is required, it is completed in the same way, making the organization more certain about achieving a consistent output
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2 2.3 SBS Hire-to-Retire HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SBS HtR AIMS TO BRING A NEW BREED OF HR SOLUTIONS AND SERVICES FOR EVERY EMPLOYEE, ANYWHERE AND ANYTIME
Quality of service & Process optimization
Gathering administrative processes at SBS HtR allows to dedicate full time process optimization experts, which a single entity could not afford. This permits to streamline those processes ensuring a worldwide delivery of the expected services in the most efficient way.
Competitiveness
Reactivity and agility
Having an internal Group entity in charge of managing these processes allows more flexibility and the ability to react faster to perimeter changes (M&A, divestitures…) to adapt processes and organizations than if it was entrusted to an external service provider.
SBS HtR
Having dedicated resources constantly focused on process optimization contributes to competitiveness. For some processes, as they don’t require physical presence close to their users, the services can be provided from places with skilled resources and lower cost like Lisbon, Bangkok, …
Compliance
SBS HtR has a mandate to manage these processes under specific criteria like time and error tolerance. SBS HtR is also the guarantor of process compliance to HR Group rules and local regulations.
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2 2.3 SBS Hire-to-Retire HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ DESIGN, IN PARTNERSHIP WITH HR, AND DELIVER TRUSTED HR OPERATIONAL SERVICES THROUGHOUT EMPLOYEE’S PROFESSIONAL LIFE Advantages of common processes Payroll, Time management & Workforce administration
→ Provide legal and social workforce administration and reporting. → Ensure calculation of payroll and payment to employees, in collaboration with an external provider, and
Compensation & Benefits
→ Manage compensation operations (Annual compensation review….), pension administration in some countries
Data, M&A & Innovative projects
→ Manage HR related information systems in cooperation with IS. Define the core data model and check data quality → Issue HR reports and dashboards for managers and HR → Be the point of contact of M&A and divesture projects → Design the next generation of HR solution
Talent
→ Provide detailed process design, set up and implement the tools and processes related to Learning,
Service Center
→ Manage various contact channels (Ask HR, on-line question forms, call center, …) to respond to questions of
the payment of taxes and social contributions
→ Issue legal declarations and reporting → Ensure posting of payroll results to Accounting and provide support to Audit and controllers (Belgium, Germany…) and relations with external vendors providing benefits locally → Provide technical support to the corporate C&B team
Talent Acquisition, Performance and Career Management, Promotions and Solvay Employee Survey employees related to HR
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2 2.3 SBS Hire-to-Retire HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SYSTEM STANDARDIZATION AND COST CONTROL TO EFFICIENTLY SUPPORT THE GROUP Selected examples → Single unified Payroll & Data Management System SBS HtR manages a single outsourced system integrating all legacy entities in almost all countries where the Group operates. This generates several benefits: ❚ Economies of scale: Having a single worldwide system generates a significant buying power which allows at Group level more profitable economical conditions and local process synergies ❚ Worldwide integration: This single Group tool permits to quickly produce worldwide reports and dashboards ❚ Global vendor management: Having a unique provider facilitates the definition and follow-up of service level agreements (SLAs) including key performance indicators (KPIs).
→ Worldwide Service Center SBS HtR supports all HR teams and Group employees via single-point-of-contact platforms: ❚ 2 platforms: Lisbon and Bangkok to provide service 23h per workday ❚ Technical support and information provisioning ❚ Cost control from concentration and location
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2 2.3 SBS Hire-to-Retire HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SBS HtR ORGANIZATION IS BASED ON 2 POLES
Processes
Delivery
RESPONSIBILITIES
→ Operational deployment of processes → Dedicated SBS HtR organization
→ Operations & service Delivery
ORGANIZATIONAL PRINCIPLES
→ A HtR Process Manager and 5 sub-processes managed by worldwide Process Experts, each with a dedicated team
→ P art of SBS worldwide delivery organization (with PtP, OtC and RtR1 processes) → 2 teams ❚ Regional Offices: Client interfacing services. In each region, a Regional Operational Process Manager (ROPM) manages the local teams in charge of HtR processes (mainly Payroll and C&B) ❚ Service Center: Client service without physical interface. Dedicated HtR Service Center teams reporting to SBS worldwide Service Center organization
1. OtC = Order-to-Cash; PtP = Purchase-to-Pay and RtR = Record-to-Report
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2 2.3 SBS Hire-to-Retire HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ PROCESS EXPERTISE WITHIN SBS HtR AND DELIVERY TEAMS WITHIN THE GLOBAL SBS ORGANIZATION PROCESSES
SBS HtR Process Manager
DELIVERY
SBS Head of Delivery Regional Offices
Payroll, Time management & Workforce administration Compensation & Benefits Data, M&A & Innovative projects Talent Service Center HtR Projects HtR Customer Relationship Manager
HtR ROPM EMEA
HtR Regional Offices EMEA
HtR ROPM NAm
HtR Regional Offices NAm
HtR ROPM LatAm
HtR Regional Offices LatAm
HtR ROPM Asia HRD
HtR Regional Offices Asia HRD
Service Centers
HtR Service Center EMEA-Nam-Latam (Lisbon) HtR Service Center Asia HRD (Bangkok)
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2 2.3 SBS Hire-to-Retire HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ ZOOM ON SBS HtR SERVICE CENTER
A Global HR Team dedicated to answering employees and HR professionals questions in 9 languages! → 2 team locations ❚ Lisbon: EMEA, North America and Latin America ❚ Bangkok: Asia
→ Several communication channels treating over 40.000 tickets per year
Direct online support IF RESPONSE NOT FOUND
↓
Web forms & Phone
❚ Response to most frequent questions (FAQs) organized per main topics (HR Specific, Organizational charts, …) ❚ Customers are managers, employees or the HR community ❚ Online forms or call to HtR Service Center:
❚ The Service Center may have to escalate requests in the following order:
– Each request generates a ticket which is sent to the concerned Delivery team and monitored until closed. – Response in less than 3 days
1. SBS HtR Process Experts 2. SBS HtR Delivery teams 3. HR teams
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2 2.3 SBS Hire-to-Retire HR Structure
PURPOSE MISSION BEST PRACTICES ORGANIZATION KEY SUCCESS FACTORS
❚ SUCCESS OF THE MODEL RELIES UPON THE UTILIZATION OF SBS HtR SERVICES BY ALL ENTITIES, A MINDSET OF SERVICE AND CONTINUOUS IMPROVEMENT AS WELL AS READINESS FOR GROUP PERIMETER EVOLUTIONS → Utilization of SBS services by all entities ❚ As described in the previous chapters related to the other entities of the HR model (Corporate and Business HR), Solvay has opted for a model of expertise and specialization (Business Partner Teams and SBS HtR). Not using the support tools and resources provided by HtR as “Ask HR”, “Contact HR” creates inefficiencies by duplicating resources and avoiding Corporate or Business HR teams to focus on other employees’ needs.
→ Service and continuous improvement mindset ❚ As stated in SBS HtR mission “Deliver trusted HR Operational Services”, HtR is a service delivery entity which can successfully execute its mission only by having a mindset geared towards satisfying customers and continuously improving processes, tools…
→ Processes to easily integrate and carve out activities ❚ Solvay is undergoing an important evolution of its portfolio of activities requiring to sell some entities and acquire new ones. SBS HtR plays there a critical role in being able to quickly support these perimeter changes by having the established processes and trained teams to incorporate new perimeters or separate those activities.
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3I Human Resources Processes 3.0 HR Processes overview 3.1 Talent Acquisition 3.2 Career Management ❚ Appraisal & development ❚ Compensation ❚ Succession planning ❚ Promotions ❚ International mobility
50 52 53 53 54 55 56 57
3.3 Learning 3.4 Transversal support ❚ Organization charts ❚ Job families & Grading ❚ Strategic Workforce planning
58 59 59 60 61
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3 3.0 HR Processes overview HR Processes
❚ SEVERAL PROCESSES ARE IN PLACE TO DEVELOP THE EMPLOYEE POPULATION THROUGHOUT ITS CAREER
3.1 Talent Acquisition
3.2 3.3 Career Learning Management
3.4 Transversal support
→ Internal resources: GBU mobility, regional mobility committees, ...
→ Performance review: Yearly PDCR process → Compensation review: Yearly salary review process → Succession planning: Yearly DSP process → Promotions: Ongoing process → International mobility: Ongoing process
→ Organization charts: Evolution requests to SBS HtR → Job Families: Classification of jobs, allowing a transversal Family vision → Strategic Workforce Planning: Annual strategic forecasting exercise done by GBU HR teams
→ External resources: Executed by Business Partners teams
3 categories → Tier 1: corporate programs designed and delivered by SCU → Tier 2: global programs designed by SCU and customized and delivered by regional teams → Tier 3: Local programs designed and delivered by regional teams
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3 3.0 HR Processes overview HR Processes
❚ CALENDAR VIEW OF THE MAIN HR PROCESSES N-1
N
Q4 D
Q1 J
F
Q2 M
A
M
3.1 Talent Acquisition Appraisal & development (PDCR)
Q3 J
J
A
Q4 S
O
N
D
Ongoing Planning Appraisal
Review Compensation campaign
3.2 Career Management
Compensation
Shadow salary review Succession Planning (DSP) Promotions
3.3 Learning 3.4 Transversal support
Communication
Executives DSP
PDCR input
GBU & Function DSP
Professional Families DSP
Frozen period
International mobility
Feedback
Feedback
Ongoing Ongoing Ongoing – Linked to PDCR results
Organizational charts
Frozen period1
Ongoing
Job families
Ongoing
Strategic Workforce Planning
Ongoing
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3 3.1 Talent Acquisition HR Processes
❚ THE PROCESS TO IDENTIFY, ATTRACT AND HIRE NEW EMPLOYEES
1 Presourcing
2 Candidate 3 Candidate Sourcing Selection
4 New hire onboarding
Create the conditions to facilitate candidate sourcing:
Find and engage with prospective candidates:
Convert prospective candidates into new hires:
Accelerate new hire engagement and performance:
❚ Understand business recruiting needs ❚ Monitor the external candidate market ❚ Create and manage a talent pipeline ❚ Manage external vendors ❚ Consider diversity ❚ Identify sourcing channels ❚ Create job description
❚ Submit approved requisition
❚ Schedule interviews
❚ Define common approach
❚ Establish a staffing strategy plan ❚ Create job postings ❚ Attract and source candidates ❚ Screen candidates ❚ Present and gather feedback on shortlisted candidates ❚ Conduct selection assessments
❚ Interview candidates ❚ Debrief and decide on final candidate ❚ Conduct pre-employment testing & background screening ❚ Prepare the final offer ❚ Present offer to the final candidate ❚ Hire candidate ❚ Provide feedback to internal candidates ❚ Communicate with external candidates not selected
❚ Complete paperwork, equipment & access request ❚ Book training for new hires ❚ Provide orientation / welcome package ❚ Conduct probation period follow-up ❚ Define integration plan ❚ Conduct new hire survey
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3 Appraisal & development
HR Processes I 3.2 Career Management
❚ PERFORMANCE, DEVELOPMENT & CAREER REVIEW PROCESS (PDCR) Anchor the Solvay culture through observable behaviors in line with the People & Management models and contribute to the collective performance by fostering individual performance and development Q4 D
Q1 J
F
Q2 M
A
M
Q3 J
J
A
Q4 S
Planning
Review
→ Discussion with manager on what needs to be
→ At regular intervals throughout the year,
achieved in the coming year ❚ Set individual objectives ❚ Determine development objectives and actions Appraisal
→ Discussion with manager on performance and
achievements throughout the year ❚ Appraise objectives, competencies, performance and development ❚ Discuss on career evolution
O
N
D
minimum at Mid-Year Review, it is recommended to revisit with the manager the PDCR plan
❚ Review progress against objectives ❚R eview progress against development actions ❚ Fine tune the objectives and development plan if required ❚ Where necessary, take action to address any difficulties
Questions & Answers
Do we expect everyone to be assessed on all 12 competencies? The employee and manager should go through each of the competencies to identify which one(s) have a relevant impact on the job and to assess them more specifically. The GBUs and the functions have the opportunity to select the most relevant competencies to achieve their objectives. The employee and manager will set development objectives based on 1 to 3 assessed competencies.
What about critical expertise? The PDCR focuses on maximum 12 pieces of expertise for each job; manager and employee are invited to assess the critical expertise for the job. According to the progressive deployment of the job families, the cadres will have the expertise related to their job displayed in their PDCR. The gaps between the required and demonstrated levels should be addressed in the development plan.
Is pDcr used to manage career? The information captured in the PDCR is important for your career evolution as it’s used in the career management process. The comments fields dedicated to career aspirations and potential next steps should be filled with a short and consistent summary.
Getting third party feedback: What does it mean? Requesting feedback enables us to receive constructive comments from internal customers and peers based on facts, examples, success or failure observed during the year. Though it is not mandatory, it is strongly recommended to collect feedback (maximum 3) before the appraisal discussion.
Is there a link between the pDcr and the compensation? Both processes are linked. The scoring on objectives and nature of contribution provide an indication to the Manager who will make the final decision about the amount to be distributed for the Individual Bonus and the Individual Merit (salary increase).
FIND OUT MORE On WeLink: http://welink.solvay.com/en/functions/Human_Resources/Career/PDCR.tcm On HR e-Services: http://solia.solvay.com/irj/portal/HReServices Solvay Human Resources
Performance, Development & Career Review
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3 Compensation
HR Processes I 3.2 Career Management
❚ SOLVAY’S COMPENSATION PROGRAMS ARE REASONABLE, BALANCED AND EFFECTIVELY ATTRACT, RETAIN, MOTIVATE AND ENGAGE EMPLOYEES Solvay’s performance employee management drives meritocracy and is a cornerstone of all our compensation programs → Target population ❚ All cadres levels, with a specific decision process for Senior Managers ❚A ll countries, with some exceptions1
→ Process ❚ Compensation is linked to individual and Company / BU’s performance ❚ Managers drive the process via an online tool in HR e-services, with some exceptions²
Employee’s performance Nature of contribution
Merit
Individual Objectives
Individual Bonus
Economic / SD3 collective performance indicators
Economic & SD Bonuses
Questions & Answers
What is the scope of the global compensation campaign? All cadres levels. All countries (with a few exceptions).
What is the merit increase? Merit is the annual increase to base salary. It is allocated to individuals based on 2 main criteria: Nature of contribution (PDCR result) and Compa-ratio (comparison of the actual salary of the individual to the reference market salary), respecting a pre-defined Merit envelope.
Do managers have to respect the guidelines provided by tool? The compensation tool only provides guidelines; Managers can go beyond, with approval of the upper level management, eventually with the advice of Business / Function HR.
What are the collective objectives? The economic objectives are based on KPIs. For corporate functions: Group’s REBITDA under cash constraint. For cadres embedded in GBUs: GBU’s REBITDA under cash constraint. The Sustainable Development objectives are based on 2 indicators: * Be referenced in the extra financial Indexes * Deployment of Solvay Way in all the entities of the Group
How will the merit and bonus decisions be communicated to the cadres? * Managers will have access via HR e-services to 2 compensation statements: one for Merit and one for Bonus to communicate to their employees. * Base salary and Bonus are considered on a 100% basis. Any proration (part time work, transfer between GBUs, …) is managed by payroll after the campaign. Prorated amounts will be displayed on the bonus statement.
As a manager, who can i contact for support? You can consult the list of FAQ in AskHR, contact the HR Contact Center or contact your HR. HR contact center phone numbers are available on AskHR.
TO GET MORE INFORMATION ON COMPENSATION See the HR section on the intranet Solvay Human Resources
Annual Compensation Review for Cadres
https://one.solvay.com/en/hr/index.html
1. Chile, Venezuela, Hong Kong, Saudi Arabia, South Africa, Namibia, New Zealand, Vietnam… | 2. For Acetow, EP and SES, bonus are managed manually on Excel files | 3. Sustainable Development
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3 Succession planning
HR Processes I 3.2 Career Management
❚ DEVELOPMENT & SUCCESSION PLANNING (DSP) DSP is a management meeting where topics related to succession planning, talent identification and career development are discussed and where decisions are prepared and made collectively taking into account cadres’ career aspirations and abilities Q1 J
PDCR input
F
Q2 M
A
M
J
A
Q4 S
O
N
D
Executives DSP GBU & Function DSP
Professional Families DSP review
Feedback
Feedback
‘ Vertical’ DSPs at GBU / Function levels
‘Transversal’ DSPs at Professional Family and zone level to bring a cross Business / Functions perspective and provide recommendations into GBU / Function DSP
To GBU / Function and final review based on the Professional Family review
To Managers of cadres (n+1) about the DSP results related to their team members
❚ Organize DSP meetings at required levels (size and structure of GBU / FU) ❚ Discuss and validate key positions, talent groups, owners of critical expertise, possible next career step and successors for current positions
Your Career Development at Solvay
Q3 J
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3 Promotions
HR Processes I 3.2 Career Management
❚ A GROUP PROMOTION PROCESS IS IN PLACE TO ENSURE TRANSPARENCY, INTERNAL EQUITY, EFFICIENCY AND CREATING FAVORABLE CONDITIONS TO SUPPORT MOBILITY AND CAREER DEVELOPMENT IN THE GROUP Promotion is a change of grade level, corresponding to business needs, position vacancy, GBU / Function rules, and individual requirements → Target population
→ Budget
❚ All cadres levels
❚ The promotion budget is defined once a year by GBUs & Functions and managed by each entity ❚ Promotional salary increases should follow the guidelines provided by Corporate Compensation & Benefits to ensure equity across the Group
→ Process ❚ Direct manager is the requester ❚ Shared process with HR to guarantee fairness ❚A ll year long, except during Compensation review frozen period ❚ Promotion webform in HR e-services
Manager (N+1) is
Requester
GBU & Functions HR are
Drivers
GBU & Functions managers are
Decision Makers
Professional Family HR is
Challenger & Adviser
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3 International Mobility
HR Processes I 3.2 Career Management
❚ SOLVAY’S INTERNATIONAL MOBILITY (IM) POLICY PLAYS A KEY ROLE IN SUPPORTING THE GROUP’S GROWTH AND EMPLOYEES CAREER DEVELOPMENT The IM team ensures a state of the art relocation process, a compliant immigration procedure and fair compensation, benefits, allowances and taxation policies complying with home / host regulations → Assignment types and respective policies
❚ Short-term: Short-term lack of skills (managerial / commercial / technical / engineering) ❚ Long-Term: Long-term lack of skills (managerial / commercial / technical / engineering) or developmental assignment ❚ Opportunity +: International exposure offered to junior employees to help developing their career ❚ Permanent Transfer – on personal request: Skills / knowledge needed on a permanent basis in host country
→ Process
1 Build and validate the package ❚ Based on the Movement Initiation Form (MIF) completed by the GBU / Function, HR IM Team runs a cost simulation
2 Communicate the package and implement the move ❚ Once approved by GBU / Function, the IM team will prepare the International Assignment Agreement and coordinate the mobility
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3 3.3 Learning HR Processes
❚ SOLVAY CORPORATE UNIVERSITY’S (SCU) PROGRAMS AND SERVICES PROVIDE DEVELOPMENT OPPORTUNITIES FOR ALL EMPLOYEES GLOBALLY, ON A WIDE RANGE OF SUBJECTS AND LEVELS Process for SCU and Regional Learning Business Partner teams
1 Assess
2 Design & Develop 3 Deploy
4 Measure
nderstand the training needs U in order to develop related strategic plan and budgets ❚ Identify or consult (ongoing) over local training needs ❚ Analyse PDCR & DSP content to propose development plans and trainings ❚ Develop strategic Learning plan ❚ Construct budgets –C onstruct for SCU & Regional Learning Business Partner teams –S upport for GBU / Function
reate or update training C programs ❚ Preliminary work to design (or redesign) and develop programs ❚ Design (or redesign) and develop programs ❚ Select & contract with vendors
easure and monitor learning M activity, and identify improvement opportunities ❚ Collect feedback from vendors / facilitators / trainers ❚ Manage hot / cold evaluation ❚ Analyze & share standard reports ❚ Follow KPI analysis ❚ Identify improvement propositions & redefine SCU strategy
Arrange training sessions ❚ Organize and deploy training sessions on site and in WeLearn ❚ Invoice training costs ❚ Support to HR site in case of audit ❚ Support to collect and report data (legal constraints or government funds)
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3 Organizational charts
HR Processes I 3.4 Transversal support
❚ ENABLE A CLEAR VISION IN SOLVAY’S GLOBAL ORGANIZATION ON THE “WHO’S WHO” INCLUDING PERIMETER, REPORTING LINES… It is from utmost importance to have the Organization charts updated in time with accurate data as it allows the correct execution of many other HR processes → Benefits ❚ Provide managers and HR a fast and comfortable access to employee information through BI reports and Extended data sheets ❚ Allow a controlled access to HR data in accordance with privacy add rules ❚ Drive all HR strategic processes like PDCR, Compensation, Learning and enables workflows following the management reporting line such as Promotion, Time management, Travel Expenses approval…
ORG. CHART DATA
ORG. CHART UPDATE
ORG. CHART ONLINE
GBU / Function HR are responsible for providing the right data (Org. units, positions, cost center, jobs, persons and links between them)
SBS HtR Service Center implements the data and requested modifications into the system
Org. charts and reports are then available online
Organizational charts update is an ongoing process throughout the year with constraints during 2 periods: ❚ PDCR campaign: Ensure the appraisal will be done by the right manager before changing the org. chart ❚ Compensation review campaign: Total freezing period for cadres org. chart changes
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3 Job families & Grading
HR Processes I 3.4 Transversal support
❚ JOB DESCRIPTIONS, GROUPED IN JOB FAMILIES AND CAREER LADDERS, ARE THE BACKBONE OF CAREER MANAGEMENT AT THE SOLVAY GROUP Job families are groups of jobs that share the same mission, outputs and key responsibilities. Job descriptions ensure that every employee within the Group understands his roles and responsibilities in his current function while getting visibility on what is required to advance in his career → Approach
→ Overview of Job Families
Each cadre job is evaluated and given an S-grade. Job evaluations provide a rational foundation for a compensation system that is both fair internally and externally. Solvay applies the job evaluation criteria of the Hay Guide Charts©. Job descriptions for Integrated jobs and Dual Career Ladder jobs (in R&I and Industrial) are available on Solvay One, while descriptions of individual jobs are available on a dedicated teamsite. Cadres, Non Cadres job ID, are available in the Job Catalog.
Communication Finance Human Resources Industrial Information and Knowledge Intellectual Assets Management Legal & Compliance Marketing and Sales Public Affairs Purchasing Research & Innovation Supply Chain Sustainable Development SBS (Incl. Functional area Support)
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3 Strategic Workforce planning
HR Processes I 3.4 Transversal support
❚ SWP IS A PROCESS, RUN BY GBU, TO ENSURE THE AVAILABILITY OF TALENT IN EXPERTISE, IN HEADCOUNTS, IN COSTS AS TO SECURE THE DELIVERY OF THE STRATEGIC ROADMAP. Start from Strategic actions of the GBU Roadmap Dedine strategic capabilities Segment workforce into SWP roles Perform a risk assessment on Workforce Set up the BSR HR strategic plan Execute plan monitor and review yearly KSA of HR Function
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4I Human Resources Academy 4.1 Introduction 4.2 Academy learning modules 4.3 Academy learning catalogue
63 64 65
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4 4.1 Introduction HR Academy
❚ HR ACADEMY IS A SPECIFIC SCU PROGRAM PUT IN PLACE TO STRENGTHEN EXPERTISE OF HR RESOURCES
t
HR Business Partner
C
Cu ltu re
❚ Move the business’s perception of HR from Strong Expert / Collaborator to Valued Business Partner ❚ Develop a stronger business orientation ❚ Ensure proactive involvement with key business topics and initiatives
e
h ns n tio e Relanagem Ma
→ Key opportunities
iness Acumen Bus
tion lta su on
❚ Ensures the HR professional family has the required level of expertise and competencies to deliver against the roadmap ❚ Supports the businesses and other functions to develop HR expertise and competencies where needed
→ 6 development modules have been identified to develop HR professionals towards valued business partner
HR E xpe rti s
→ Mission
ip Com munication
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4 4.2 Academy learning modules HR Academy
Financial Literacy Knowledge u B siness Systems Thinking mic Aware Econo cs/Analy ness tics Metri Acquisition & s r e g r Me
ert is
e
C
ip
Com munication
D Ch iver a a s g Cu nge ity & emen ltu M Inc t ral ana lusio Aw gem n are ent nes s
Cu ltu re En g
h ns n tio e Rela agem
Man ng e rki vic nt w o er e Net er S gem t tom na n n s Cus le Ma iatio eme nes t e p Peo Nego anag war M lA flict na Con izatio n Orga
t
HR Business Partner
A
ce uen nfl g &I ct hin kills pa oac g S ment Im C ultin nage ing ns Ma olv ing Co ect em S eason oj bl l R Pr
iness Acumen Bus
o a Pr lytic tion na lta su on
s fit s y tion a nt
Com Workf pen orc e s I Empl nterna ation Plan oye t i o e n an ni HR and L al M d Be ng Tale Tec ab ob n nt M hn or il e an olo Re it ag gy l em HR E e xp
â?š EACH DEVELOPMENT MODULE CONTAINS SEVERAL TRAININGS TOPICS TO REINFORCE HR EXPERTISE
Verb ills W r i t a l C o m m u n i ca t i o n S k il ls ten Co k S mmunication Presentation Skills Active Listening Facilitation Skills Soci dia al Tech nology & Social Me
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4 4.3 Academy learning catalogue HR Academy
HR Expertise
Consultation
Communication
→ Strategic WP (BU- Specific Workforce Management Knowledge) → Compensation → Benefits O Performance Management → International Mobility → EEO & Labor Relations → Employment Law C Systems Fundamentals for HR → Development & Succession Planning → Building Development Plans → Talent Strategy: BU/FU Specific O Targeted Selection O Observing Behavioral Competencies
→ Impact & Influence O Effective Coaching Skills C Strategic Partnering → Planning & Project Management → Problem Solving → Analytical Skills → Innovation → Initiative → Building a Business Case Getting Results without Direct Authority Project Management Problem Solving and Decision-Making Critical Thinking
O Facilitation Skills for Trainers → Training Design → Communication Skills → Meeting Facilitation Skills Leading Teams Customer Service Workplace Conflict Interpersonal Communication Cross Cultural Communication Listening Running Effective Business Meetings Presentation Skills
Business Acumen → Finance for Non-Financials → Strategic Thinking & Analysis → Business Acumen → Mergers & Acquisition → Metrics Use & Development → Insight → Organizational Design Finance for Non-financial professionals Business Execution
Culture O Cultural Awareness O Civil Treatment C Leading Change → Managing Change → Leadership Diversity on the Job Dealing with Organizational Change
Relationship management O Powering Team Performance → Customer Service Skills → Accountability O Role of the Manager → Negotiation Skills → Cooperation/Collaboration → Difficult Conversations Peer Relationships Optimizing Your PerformanceOn a Team
O Training available now C Training in development e-Learning available soon → Training to be done in the future Solvay HR Guidebook 2015-2016 |
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5I Human Resources Governance 5.1 HR Leadership Team 5.2 HR Family Council 5.3 People Board 5.4 SBS HtR Strategic Process Committee 5.5 Pension Committee 5.6 Remuneration Committee
67 68 69 70 71 72
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5 5.1 HR Leadership Team HR Governance
❚ THIS TEAM DEFINES HR CORPORATE STRATEGIC ORIENTATIONS
What?
→ HR Corporate defines ❚ HR Roadmap, HR KPI and objectives ❚ HR policies, projects, … before ratification by the responsible body (Eg.: People Board, Comex, …)
Who?
When?
→ Group Human Resources General Manager → Corporate HR Team leaders ❚ Compensation and Benefits
❚ Executives Management and Development
❚ HR for HR ❚ Engagement, Diversity, Change and Communication
❚ Industrial Relations ❚ People Management and Development ❚ HRD for Zone Asia
→ Every month ❚ Presence of a GBU HRD, on a rotating basis, representing all other GBUs
→ Every 2 months ❚ Participation of Business Partners’ supervisors in the regions
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5 5.2 HR Family Council HR Governance
❚ THIS COUNCIL CONTRIBUTES TO THE DEFINITION AND THE EVOLUTION OF GROUP HR POLICIES
What?
→ Contribution of Council members on HR Strategic topics and evolution of Policies → Alignment on HR strategy and Policies → Share business and function experience → Participate to worldwide mobility committee for Executives to foster internal mobility
Who?
→ HR Leadership Team Members (see dedicated page) → GBU and Function HRDs → SBS HtR Process Manager → Supervisors of Business Partners teams in the regions
When?
→ Monthly calls → Generally 2 seminars per year
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5 5.3 People Board HR Governance
❚ THIS BOARD ALLOWS EXCHANGE ON HR STRATEGIC TOPICS WITH SOME GBU PRESIDENTS REPRESENTING ALL THE GROUP’S GBUS
What?
→ Ensure alignment of the HR Function and GBU priorities → Validate the medium-term action plans and roadmap for the HR Function “support” activities
→ Validate standards, best-practices and in certain cases tools proposed by the HR Function
→ Participate in the definition and modification of the HR Function organization and resources allocation → Decide on priorities and budgets for the HR Function “support” activities → Decide, launch and track major HR Function projects → Monitor the HR Function performance and
compare with the benchmarks, especially on costs
Who?
→ Comex Supervisor → 4 GBU Presidents (of which the People Board President) → Group Human Resources General Manager → Board Secretary: Group Controller
When?
→ Decided by the members in accordance with the mandate (Generally 4 to 6 times per year)
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5 5.4 SBS HtR Strategic Process Committee HR Governance
❚ THIS COMMITTEE IS A BODY WHICH ENSURES THAT INFORMATION IS SHARED, ALIGNMENT BETWEEN MAJOR HR STAKEHOLDERS IS ASSURED AND DECISIONS MADE ON ALL CRITICAL TOPICS
What?
→ Express the voice of the customer and make recommendations and propose guidelines within its assigned functional scope: ❚ Express an opinion on the roadmap connected with processes and priorities (projects, action plan, resource allocation) ❚ Propose orientations concerning process design, service standards (expected quality / costs), tools and systems ❚ Validate design of the process and corresponding SLA
Who?
When?
→ Group Human Resources General Manager → Corporate Process Owners → 3 or 4 GBU representatives → Functions representatives → Quarterly
→ SBS
❚ Executive Team ❚ Head of BRM ❚ 1 Head of Region ❚ Process manager & deputy ❚ Head of IS Application
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5 5.5 Pension Committee HR Governance
❚ THIS COMMITTEE ADVISES THE COMEX ON PENSION RELATED TOPICS
What?
→ Recommend the Comex over the Group Pension Policy and more specifically:
❚ Structure and level of benefits ❚ Funding ❚ Investment of assets ❚ Accounting
→ Ensure that efficient support processes are in place
Who?
→ HR: Group General Manager (Chairman) and representatives of Corporate Compensation & Benefits. HR is responsible for defining the Group Pension policy
→ Finance: CFO, representatives of GAR &
→ Advise the Comex on important decisions concerning pensions → Monitor and audit policies and processes → Ensure quality of communication on pension matters → Deal with pension related issues in acquisitions, divestments and joint-ventures → Legal: Group General Counsel → One representative of the 2 most important regions → Assistance by external advisers
Treasury. Finance is responsible for matters of Pension funding, investment and accounting
When?
→ According to needs, generally 3 to 4 times a year
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5 5.6 Remuneration Committee HR Governance
❚ THIS COMMITTEE ADVISES ON GROUP’S COMPENSATION POLICY AND COMPENSATION LEVELS FOR MEMBERS OF THE BOARD OF DIRECTORS AND THE EXECUTIVE COMMITTEE
What?
→ Fulfil the missions imposed by law and has the necessary expertise to perform them: ❚ Advise the Board of Directors on the Compensation policy and compensation levels for members of the Board of Directors and the Executive Committee. The Committee is therefore yearly informed about the compensation of the General Management ❚ Give its opinion to the Board of Directors and / or Executive Committee on the Group's main Compensation policies (including long term incentive plans) ❚ Prepare the Compensation report
Who?
→ Chairman and 5 to 6 members. A majority of the members of this Committee have independent Director status within the meaning of the law
→ Chairman of the Executive Committee: Invited to meetings, except for matters that concern him personally
→ Secretary: Group General Secretary → Meetings preparation: Group General Manager Human Resources (attending the meetings)
When?
→ Yearly meeting in February and ad-hoc meetings according to needs
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Glossary A
❚ Ask HR: Direct online support providing response to most frequent HR related questions (FAQs) organized per main topics (HR specific, Organizational charts, …).
❚ Country coordinator: Part time position, held by an HR or Business representative to create a single point of contact per country for HR related topics.
B
D
❚ BO: Back Office. Previous name of SBS Hire-to-Retire Service Center (see Service Center for definition). ❚ Business Partner supervisor: Some GBU or Function HRD oversee the strategy and service delivery of Business partner teams. ❚ Business Partner teams or BP teams: Expertise and support delivery teams for GBU & Function / Family HR. They have up to 3 constituents (according to the region): Learning, Talent Acquisition and Campus HR.
C
❚ Campus site: Sites with most of the population without production activities. Examples are Neder-Over-Heembeek, Paris Île-de-France, Lyon Etoile Part-Dieu, Hanover and Shanghai. ❚ C&B: Compensation & Benefits ❚ Contributing and Developing: Talents contributing in their current position and who could be selected for a position at the same level to increase their employability or for a one (Hay) level higher position within 5 years.They are representing the large majority of the cadre population.
❚ DSP: Development & Succession Planning process. A management meeting where topics related to succession planning, talent identification and career development are discussed and where decisions are prepared and made collectively taking into account cadres’ career aspirations and abilities (see dedicated page in Processes chapter).
E
❚ Executives: Staff with grade from S23 onwards.
F
❚ Family: Employees performing in a professional Family the same kind of jobs throughout the organization (same job family), being located in a Function or in GBU’s. ❚ FO: Previous name of SBS Hire-to-Retire Regional Offices (see Regional Offices for definition). ❚ Function: All employees in the hierarchical reporting line of a Function Head (eg.: Finance, HR, …).
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Glossary G
❚ GBU: Global Business Unit, one of Solvay Group’s Business entities. ❚ Group HR GM: Group Human Resources Function General Manager. ❚ Growing HIPO: Junior cadre (until grade S18) showing early proves of potential for a fast evolution. Must remain in the radar screen to assess their evolution and help them to become HIPO.
H
❚ HIPO: High Potential. Cadre with consistent track record of high contribution and achieved objectives, mobile, showing ability, engagement and aspiration to succeed in more senior roles. ❚ HR Academy: A specific Solvay Corporate University program to strengthen expertise of HR teams. ❚ HRD: Human Resources Director. GBUs and Functions have HRDs, in some cases shared between different perimeters. ❚ HR e-services: Solvay’s online HR services suite, available via “Solvay ONE” intranet. ❚ HR Excellence project (HRE): Project lead over 2014-2016 to improve HR efficiency and client orientation. ❚ HRFC: HR Family Council. This Council contributes to the evolution of Group HR policies (see dedicated page in Governance chapter). ❚ HRLT: HR Leadership Team. This team defines HR Corporate strategic orientations (see dedicated page in Governance chapter).
❚ HtR Service center: can be reached via on line forms or by calling HtR Service Center when answer is not available on the Online FAQs (Ask HR).
I
❚ IAM: Intellectual Assets Management. ❚ IM: International Mobility. IM policy and team ensure a state of the art relocation process, a compliant immigration procedure and more importantly fair compensation, benefits, allowances and taxation policies that are compliant with home / host regulations (see dedicated page in Processes chapter). ❚ IR: Industrial relations. Team in charge of collaborating with social partners on major Group projects and collective bargaining rules applicable at all levels of the organization.
J
❚ JD: Job Descriptions. Job descriptions ensure that every employee within the Group understands his roles and responsibilities in his current function while getting visibility on what is required to advance in his career. ❚ JF: Job Families. Job Families are groups of jobs that share the same mission, outputs and key responsibilities. ❚ Job: A job describes common characteristics of a number of positions that may be localized in different organization units. Jobs are linked to positions. Jobs are generic and positions are specific. Solvay HR Guidebook 2015-2016 |
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Glossary ❚ Job evaluations: Provide a rational foundation for a compensation system that is both fair internally and externally. Solvay applies the job evaluation criteria of the Hay Guide Charts©.
K
❚ Key positions: Positions an entity needs to really secure to ensure succession planning as they would generate a high risk for the organization if they became vacant (financial stakes, process stability…). They require specific, long or difficult to acquire expertise or competencies and are generally difficult to staff from internal / external sourcing (minimum 6 months). ❚ KPIs: Key Performance Indicators. KPIs are a type of performance measurements evaluating the success of an organization or of a particular activity in which it engages.
L
❚ LC: Leadership Council. The Leadership Council has about 40 members, including the heads of GBUs, Functions and Zones and the Executive Committee members. Although it is not a decision-making body, the Leadership Council allows our executives to exchange information, to align their views and to collaborate in pursuit of Solvay’s transformation. ❚ Legacies: Entities before the merger into the new Solvay Group. ❚ Low performer: This means that either the person needs improvement in his / her current position or the person needs another position (in or out).
❚ Lyon EPA: Site of Lyon Etoile Part-Dieu (France).
M
❚ MIF: Movement Initiation Form. The GBU / Function completes this form which allows HR International Mobility team to run cost simulations.
N
❚ NOH: Neder-Over-Heembeek. NOH is the location of Solvay’s Corporate Headquarter, which is generally designed by this 3 letter abbreviation.
P
❚ PDCR: Performance, development & career review process (see dedicated page in Processes chapter). ❚ Pension Committee: This Committee advises the Comex on Pension related topics (see dedicated page in Governance chapter). ❚ People Board: This Board allows exchange on HR strategic topics with some GBU Presidents representing all the Group’s GBUs. ❚ Professional pipelines: A profession or a group of professions for which it is key to build a pool of potential successors. Professional pipelines are identified and managed on a transverse way (cross GBU / Function) by the Professional Family HR.
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Glossary R
❚ Regional Offices: These are SBS Hire-to-Retire client interfacing services (previously called “Front Office”). ❚ Remuneration Committee: This Committee advises on Group’s compensation policy and compensation levels for members of the Board of Directors and the Executive Committee (see dedicated page in Governance chapter). ❚ R&I: Research & Innovation. ❚ ROPM: Regional Operational Process Manager, part of SBS Hire-to-Retire Delivery team.
❚ Service Center: SBS Hire-to-Retire entity that delivers the client services without physical interface. ❚ SLAs: Service Level Agreements. Part of a service engagement where a service is formally defined and particular aspects like scope, quality, responsibilities are agreed between the service provider and the service user. ❚ SWP: Strategic Workforce Planning. Process, run by GBU, to ensure the availability of Talent in expertise, in headcounts, in costs as to secure the delivery of the Strategic Roadmap.
S
T
❚ SBS: Solvay Business Services, internal entity in charge of managing certain processes and delivering transactional services. ❚ SBS HtR: SBS Hire-to-Retire entity, in charge of SBS HR related topics. ❚ SBS HtR Strategic Process Committee: This Committee is a body which ensures that information is shared, alignment between major HR stakeholders is assured and decisions made on all critical topics (see dedicated page in Governance chapter). ❚ SCU: Solvay Corporate University. SCU is a virtual university offering real and practical learning programs available to all Solvay employees, wherever they are. ❚ SD: Sustainable Development.
❚ Talent day: A one day meeting where a selection of employees has the opportunity to meet personally with the leaders of Solvay and possibly establish new relationships that could influence the development of their career.
W
❚ WeLearn: Solvay’s global tool that manages all training activities performed by Solvay employees. It proposes one unique learning catalog accessible by everybody worldwide via HR e-Services.
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Find out more about HR on ONE https://one.solvay.com/en/hr/index.html
http://solia.solvay.com/irj/portal/HReS
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