1. Best In France FCI « Your Connecting Partner » GROUP : ES1.C Blume Valerie Chen Jie El Kadi Khaled Karunakaran Kiran Raimon Lois Under the guidance of : Dr. Michaël Segalla, HEC School of Management FCI Corporate guidance Mr. Philippe Vivien, Corporate Vice president Human Resources & Communication

2. FCI – Your connecting Partner

3. FCI at a Glance Leading designer, manufacturer, and supplier of high-quality electrical & electronics interconnect systems for consumer & industrial application. –No 1 in Microconnections sector –No. 3 in Telecom sector –No. 4 in European Electrical sector –No. 4 in Automobile parts sector

4. Backed by Areva FCI is part of AREVA Leading high-tech industry group employing 50,000 people Operating in 30 countries 2002 turnover – 8.3 Billion Euros

5. The key factors of success for multinational companies are anticipation, responsiveness and adaptability. This can only be achieved by People and their skills. This is the true meaning of Human Resources.

6. Key figures – Globality of FCI 2002 Sales Split by Region 2002 : 14,0000 employees by region

7. The Imperative

8. Think Global Act Local The challenges : –Globalization –economic interdependence: cross border trade, regional cooperation, JVs –Business oriented culture – cost based activities for affordable / quality services –Customer focused Activities for demand driven services / effective customer relationships –New international players – scarce human capital –Demand for efficiency and effectiveness in service delivery –Emphasis on Results (ROM) –quality & target based

9. Is the work-place converging ? Standards & performance measures converge Differences between markets exist –These are the sources of learning –Give chance to adopt best practices across boundaries There exists no ‘formula’ to define the right way !!

10. Lessons to be learned from the FCI experience

11. Lesson 1 : Stay close to customers North America Canada USA South & Central Brazil Mexico Europe Germany Austria Belgium Spain Finland France Great Britain Hungary Ireland Italy Netherlands Sweden Norway Asia China South Korea India Japan Malaysia Singapore Hongkong Taiwan Thailand Vietnam Oceana Australia

12. Lesson 2 Strategic HR driven approach Organization Strategic intent Commitment to people Cost focussed Conscious contribution to the development of FCI Support FCI’s growth & Strategy with long term Vision Create a common culture across geographic boundaries Control costs & strive to promote employment from within

13. Lesson 3 Values, Values, Values A shared & responsible vision « Our values are the group’s commitment to our customers, our employees, our shareholders and all communities in which we play a role, directly or indirectly » Customer Satisfaction Profitability Responsibility Integrity Excellence Sincerity Partnership

14. Lesson 4 Develop Metrics 73% 62% 60% Europe Americas Asia-Pac Presidents benchmark Very weakWeakAverageStrongVery Strong Very weak Weak Average Strong Very Strong CONTRIBUTION TO STRATEGY LEVEL OF EFFICIENCY

15. Lesson 4 …..and Monitor 93% 80% 82% 60% Europe Americas Asia-Pac Presidents benchmark Very weakWeakAverageStrongVery Strong Very weak Weak Average Strong Very Strong CONTRIBUTION TO STRATEGY LEVEL OF EFFICIENCY

16. Lesson 5 Communicate effectively Clear and Regular communication Culturally acceptable –High context cultures –Low context cultures Example : –Discussion of Employee manual Required and time consuming in cultures like Japan Self-understood, implied in cultures like USA, UK

17. Communicate Challenges with internal communication –Human resources & internal communication integration –Synergy & shared vision with the communication function –The type & structure, with specific relevance to culture/practice

18. Lesson 6 Process driven organization Formulate processes Standardize action plans –Reduce variance –Develop internal standards –Revise on improvement Encourage process teams for development

19. Lesson 7 Listen – Customers & Employees Create an internal feedback mechanism Being close to customers –Helps to understand him better, if you want to hear –Employees are great resource for process improvement Build a mechanism to capture and action these inputs

20. The way forward… ‘Adapting to deliver’

21. Organizational level Flatter /horizontal structures – quick decision making Flexibility in operations – more power to managers and employees Wider concept on market access – culture diversity skills, nationality of companies less significant New markets created more part-time jobs, self employment

22. Changing HRM role Strategic Role as business partner - need for innovation and creativity HR as Change Manager Flexibility and Adaptation: Changing profiles / preferences of customers/ clients (employees) need to be taken into account in our practices – policy development Communication channels should be open – given changing technologies / broad information base

23. New HRM role Operational versus Advisory role –New business practices –Decentralization, outsourcing and strategic business partnerships/ alliances in product / service delivery; reducing costs in the supply value chain Need to integrate IT and new technologies in HR practices www offers opportunities for creating learning organization environment – research, marketing and sales activities etc

24. New HRM role Focus on effective HRT & D – multi-skilling e.g. line managers with HRM skills while HR managers get business management skills Need for broader understanding of environment and be equipped with change adaptability skills. Think global but act local – best practice models that work for you Be Proactive not reactive – re-engineer work processes to forecast what can be outsourced

25. Therefore …. Change is unstoppable, we have to live with it and recognize its advantages (opportunities) and learn to incorporate it in our management style. Globalization and liberalization has come to stay as borderless activities continue to grow. There is more rapid and widespread use of the growing technologies in day to day operations. A new view of HR role is clearly required. If people management is crucial to business success, then the HR function must undergo substantial changes.