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4 STRATEGIC INITIATIVES
4 STRATEGIC INITIATIVES
四大战略计划
4 STRATEGIC INITIATIVES
Strategy Winning Breaking Agility through
Strategy
'BeOne' Project Update Execution Winning Breaking Agility through
Strategy
Breaking
Winning
Agility through
Mindset
the Silos
Efficiency
高效灵活
打破壁垒
战略执行
求胜思维
Execution Mindset • 4 Values Promotion: Efficiency
the Silos
Efficiency
the Silos
Mindset
Execution
Leader: Fucai W. / Kevin S. Leader: Julie Z. / Frank C. Leader: Hervé / Robert Y. Leader: Cheral Z. / Kader
- Finalized interpretation (EN/CN)
Leader: Fucai W. / Kevin S. Leader: Julie Z. / Frank C. Leader: Hervé / Robert Y. Leader: Cheral Z. / Kader
负责人：Julie Z. / Frank C.
负责人：Fucai W. / Kevin S.
负责人：Hervé / Robert Y.
负责人：Cheral Z. / Kader
- Delivered posters to each site
Leader: Fucai W. / Kevin S. Leader: Julie Z. / Frank C. Leader: Hervé / Robert Y. Leader: Cheral Z. / Kader
- Displayed promotion movie at annual party
- Interaction in 2017 Town hall Meeting (Suzhou Area: Jan. 13 ;
th
th
th
Guangzhou: Mar. 28 ; Shanghai: May 12 )
- Training: HR session on Mar. 8-9, MT session on Jun. 15, 2017
Following the announcement of 'BeOne' project in Greater China by Xavier DURAND- Objective & How:
• Engagement Survey:
Objective:
DELACRE on Dec. 8 , 2016, 4 strategic initiatives (4 SIs) have been identified and conducted Objective: Objective: Objective & How:
th
Decrease time spent on
Objective & How:
Objective:
Objective:
Objective:
目标：
Growing 1 b€ of additional
目标：
Decrease time spent on
To go faster through better
- Finalized vendor and project plan in Apr., 2017
internal processes and
Objective:
in the past four months. Now it's time to update the progresses to you. Arkema&Me will pay Implement a collective 目标： 目标及如何实现：
Objective:
Objective:
Growing 1 b€ of additional
To go faster through better
Decrease time spent on
Implement a collective
到2020年实现收入增长10亿
internal processes and
revenue over by year 2020
- Kick off in May, 2017d
缩短内部流程所需时间：
efficiency of processes an
实施统一的文化变革，以充
culture change that fully
提高流程效率，实现事业部
revenue over by year 2020
efficiency of processes and
internal processes and
culture change that fully
sustained attention to all the SIs and keep you posted. Growing 1 b€ of additional Implement a collective To go faster through better procedures:
- Conduct survey in Jun. , 2017 procedures:
欧元（有机增长5亿欧元+兼
(organic growth 0.5b€ +
alignment between BU and
分支持我们在亚太地区的宏
supports our APAC growth
和中心职能部门的协调统一，
revenue over by year 2020 culture change that fully efficiency of processes and -采购付款流程：提升流程
-P to P process: Identify
(organic growth 0.5b€ +
procedures:
supports our APAC growth
alignment between BU and
M&A)
伟增长目标
ambition
并收购）
central functions
以增进工作效率
- Survey report in Jul.-Aug., 2017 -P to P process: Identify
opportunities to increase
4 STRATEGIC INITIATIVES (organic growth 0.5b€ + supports our APAC growth alignment between BU and 效率；为持续监督设置关键
M&A)
ambition
central functions
-P to P process: Identify
opportunities to increase iciencies;
processes/operational eff
M&A)
Define KPIs for continuing
processes/operational eff
opportunities to increase iciencies;
如何实现： ambition central functions 业绩指标（带头人：Jocelyn C.）
How:
如何实现：
How:
如何实现：
How:
processes/operational efficiencies;
monitoring (Leader: Joc
Define KPIs for continuing elyn C.)
• Product Day:
How:
How: How: How: -费用报销：将报销时间缩短至
-成立B1 Club，通过区域事
-Set up B1 Club, develop
-4 values promotion
-中心职能部门与事业部之
-Reach Service Level
-推广四个价值观
Define KPIs for continuing elyn C.)
monitoring (Leader: Joc
How:
-Expense claim: reduce time to
-Reach Service Level
-4 values promotion
-Expense
monitoring (Leader: Jocelyn C.)
业部互动发展新思路，事业
new ideas through regional
-Employees' engagement
Agreement between central
Strategy Winning Breaking -Set up B1 Club, develop -4 values promotion How: 申请之后4周（带头人：Brian W.）
间签订服务标准协议
Agility through
- Technical Polymers Day on May 12, 2017claim: reduce time to
-员工敬业度调查（两年一次）
rolling 4 weeks after complied
-Set up B1 Club, develop
-Reach Service Level
new ideas through regional
-Employees' engagement
Agreement between central
-Expense claim: reduce time t
BU networking, BU leaders
-预算：减少修改次数，协调不o
部总监定期会谈
application (Leader: Brian W.)
rolling 4 weeks after complied
survey (every 2 years)
-政策规章
-跨职能平台
- Photovoltaic Day on Apr. 24, 2017
Agreement between central
Mindset
BU networking, BU leaders
Efficiency
Execution • 'BeOne' Club: the Silos new ideas through regional -Employees' engagement functions and BUs 同职能部门的时间表和顺序
application (Leader: Brian W.)
survey (every 2 years)
rolling 4 weeks after complied
functions and BUs
meet in regular base
-Budget: decrease the No. of
-成立兼并收购项目组
-培训与研讨会
-Policies & regulations
- Automotive Day in May, 2017
-Cross Function platforms
application (Leader: Brian W.)
-Budget: decrease the No. of
-Policies & regulations
meet in regular base
th
revisions and align with time frame
- Established on Nov. 23 , 2016 BU networking, BU leaders survey (every 2 years) functions and BUs （带头人：Penny Y.; Hong P.）
-Cross Function platforms
-Set up M&A project team
-Trainings & workshops
meet in regular base
-Budget: decrease the No. of
and sequence from different
Leader: Cheral Z. / Kader -Trainings & workshops
Leader: Fucai W. / Kevin S. Leader: Julie Z. / Frank C. Leader: Hervé / Robert Y. -Set up M&A project team -Policies & regulations -Cross Function platforms revisions and align with time frame
- It's an open dialogue platform to explore sustainable
4 STRATEGIC INITIATIVES
and sequence from different
revisions and align with time frame
functions (Leader: Penny Y.;
四大战略计划
development opportunities for Arkema -Set up M&A project team -Trainings & workshops • Created 2 Market platforms:
4 STRATEGIC INITIATIVES
and sequence from different
functions (Leader: Penny Y.;
Co-leader: Hong P.)
4 STRATEGIC INITIATIVES
- The majority of the club members are BU heads in Asia, each Photovoltaic and Automotive
Co-leader: Hong P.)
functions (Leader: Penny Y.;
BU introduced themselves Co-leader: Hong P.)
- Discussed topics for future meetings Winning Breaking Agility through
Strategy
Strategy
求胜思维
高效灵活
打破壁垒
战略执行
Breaking
Agility through
Winning
Strategy
the Silos
Efficiency
Mindset
Execution Winning Breaking Agility through
Execution
th
nd
th
• 2 meeting was held on Mar. 22 - 23 , 2017 Mindset the Silos Efficiency
Efficiency
Execution
the Silos
Mindset
Objective & How:
负责人：Fucai W. / Kevin S.
Objective: Objective: Leader: Fucai W. / Kevin S. Leader: Julie Z. / Frank C. Leader: Hervé / Robert Y. Leader: Cheral Z. / Kader
负责人：Julie Z. / Frank C.
负责人：Hervé / Robert Y.
Objective:
负责人：Cheral Z. / Kader
- External speaker delivered a speech on "The Outlook of
Leader: J
Decrease time spent on Leader: Hervé / Robert Y.ulie Z. / Frank C.
Leader: Fucai W. / Kevin S.
Leader: Cheral Z. / Kader
Growing 1 b€ of additional Implement a collective Leader: Fucai W. / Kevin S. Leader: Julie Z. / Frank C. Leader: Hervé / Robert Y. Leader: Cheral Z. / Kader
To go faster through better
internal processes and
China's Economic and Industrial Development"
revenue over by year 2020 culture change that fully efficiency of processes and procedures:
- Discussed Arkema's development opportunities, challenges
(organic growth 0.5b€ + supports our APAC growth alignment between BU and -P to P process: Identify
and changes in the macroeconomic trends
M&A) ambition central functions opportunities to increase • Service Level Agreement (SLA):
• President's Sandwich Dialogue: processes/operational efficiencies; - Function heads carry out pilots after meeting with BU heads in
How: How: How: Define KPIs for continuing H1 2017
monitoring (Leader: Jocelyn C.)
- It's a platform for developing discussions between top
-Set up B1 Club, develop -4 values promotion -Reach Service Level -Expense claim: reduce time to Objective & How:
- Review & adjust in H2 2017: prepare synthesis of pilot phase
Objective:
Objective & How:
Objective:
executives and selected employees to exchange ideas, experience
目标：
new ideas through regional -Employees' engagement Agreement between central Objective: 目标及如何实现：
Decrease time spent on
目标：
目标： rolling 4 weeks after complied
Objective & How:
Objective:
Objective:
Objective:
in Q3 and make proposal for full implementation
Decrease time spent on
application (Leader: Brian W.)To go faster through better
and practice, to explore opportunities and improvement areas and
BU networking, BU leaders survey (every 2 years) Growing 1 b€ of additional Implement a collective Objective: 缩短内部流程所需时间： st
internal processes and
Objective:
实施统一的文化变革，以充
Objective:
functions and BUs
到2020年实现收入增长10亿
提高流程效率，实现事业部
Decrease time spent on
Growing 1 b€ of additional
Implement a collective
- Full implementation on Jan 1 , 2018
To go faster through better
to align our decisions and activities for profitable growth of our
-Budget: decrease the No. of efficiency of processes and
meet in regular base -Policies & regulations revenue over by year 2020 culture change that fully To go faster through better internal processes and
Growing 1 b€ of additional
欧元（有机增长5亿欧元+兼
分支持我们在亚太地区的宏
procedures:
Implement a collective
-Cross Function platforms
和中心职能部门的协调统一，
revenue over by year 2020
internal processes and
revisions and align with time frame efficiency of processes and
culture change that fully
procedures:
business
-Set up M&A project team -Trainings & workshops (organic growth 0.5b€ + supports our APAC growth alignment between BU and -采购付款流程：提升流程
culture change that fully
并收购）
revenue over by year 2020
伟增长目标
以增进工作效率
efficiency of processes and
-P to P process: Identify
procedures:
(organic growth 0.5b€ +
supports our APAC growth
th
M&A)
- 1 session on Apr. 12 , topic: Raw Material Price Increase and sequence from different alignment between BU and 效率；为持续监督设置关键
ambition
st
central functions
-P to P process: Identify
opportunities to increase
(organic growth 0.5b€ +
alignment between BU and
functions (Leader:
ambition
M&A)
central functions
-P to P process: Identify
opportunities to increase
Trend & Our Pricing Strategy supports our APAC growth Penny Y.; 业绩指标（带头人：Jocelyn C.）
processes/operational efficiencies;
如何实现：
M&A)
如何实现：
Co-leader: Hong P.)
ambition
central functions
如何实现：
opportunities to increase
Define KPIs for continuing
How: How: How: processes/operational efficiencies;
-成立B1 Club，通过区域事
-推广四个价值观
processes/operational efficiencies;
-中心职能部门与事业部之
Define KPIs for continuing
monitoring (Leader: Jocelyn C.)
How: How: How: -费用报销：将报销时间缩短至
How:
-Set up B1 Club, develop
-4 values promotion
-Reach Service Level
Define KPIs for continuing
monitoring (Leader: Jocelyn C.)
How:
申请之后4周（带头人：Brian W.）
业部互动发展新思路，事业
间签订服务标准协议
How:
-Expense claim: reduce time to
-员工敬业度调查（两年一次）
-Set up B1 Club, develop
-Reach Service Level
-4 values promotion
monitoring (Leader: Jocelyn C.)
new ideas through regional
-Employees' engagement
Agreement between central
-Expense claim: reduce time to
-Set up B1 Club, develop
部总监定期会谈
rolling 4 weeks after complied
-4 values promotion
-预算：减少修改次数，协调不
-跨职能平台
-政策规章
-Reach Service Level
new ideas through regional
-Employees' engagement
Agreement between central
-Expense claim: reduce time to
rolling 4 weeks after complied
BU networking, BU leaders
survey (every 2 years)
functions and BUs
application (Leader: Brian W.)
同职能部门的时间表和顺序
-成立兼并收购项目组
-培训与研讨会
BU networking, BU leaders
rolling 4 weeks after complied
application (Leader: Brian W.)
survey (every 2 years)
functions and BUs
-Policies & regulations
-Budget: decrease the No. of
meet in regular base
-Cross Function platforms
BU networking, BU leaders
application (Leader: Brian W.)
functions and BUs
survey (every 2 years)
meet in regular base
-Budget: decrease the No. of
-Policies & regulations
-Cross Function platforms
revisions and align with time frame
-Set up M&A project team
-Trainings & workshops
-Budget: decrease the No. of
meet in regular base
-Policies & regulations
-Cross Function platforms
revisions and align with time frame
and sequence from different
-Trainings & workshops
-Set up M&A project team
25 new ideas through regional -Employees' engagement Agreement between central （带头人：Penny Y.; Hong P.） 26
revisions and align with time frame
and sequence from different
-Set up M&A project team -Trainings & workshops functions (Leader: Penny Y.;
and sequence from different
functions (Leader: Penny Y.;
Co-leader: Hong P.)
functions (Leader: Penny Y.;
Co-leader: Hong P.)
Co-leader: Hong P.)
