solvay_live243_p02a04 somEdito

Dossier
105011
56
CONSOLIDATION AT EUROPEAN LEVEL OF 3 HR
SolvayInnovationTrophy2006
PROCESSES IN ORDER TO SUPPORT THE HANZINELLE I
ORGANIZATION MODEL
STANDARDISATION,
COHERENCE
AND SYNERGIES THROUGH IT
Managing the businesses, world-wide,
while complying with the organisation
model defined by Hanzinelle I, calls for a certain
degree of standardisation of policies, processes,
systems and tools. The aim is to make the most
of the synergies and avoid the creation of silos
per business or per country/region.
This kind of standardisation is only possible
with the intelligent use of one and the same IT
system. And that is precisely what has been
achieved with this project.
The coherence between the three processes and
the new synergies created are now taking
tangible form for the internal clients:
1. in line with the Hanzinelle I model, a new
electronic organisation chart has been
developed showing the functional
and administrative views of the organisation:
• the functional view describes the Group
independently of the geographic sites;
• the administrative view allows regroupings at
four levels : site, country, region and Group.
2. the functional dimension of this organisation
chart steers the Managing Performances
process, which is also computerised, the e-PDA ;
3. in the compensation revue process
for the Senior Managers, in Europe, the
electronic system gathers the data directly from
the e-PDA and proposes the corresponding
budgets, to each Direction.
The first two processes and the e-PDA are now
directly accessible to managers and employees
via the new integrated SOLIA IT system.
> Thierry Lefevre; Monique Anciaux; Bernard Becoulet;
Nicole Dewaele; Christine Gilis; Wolfgang
Hackelboerger; Murielle Larzille; Sabine Mueller;
Marita Notzke-Pollakowski; Liliane Penelle; Alain
Steinier; Michael Thylmann; Marie-Christine Vervier.
> DCRH
104991
THE INERGY UNIVERSITY: A NEW WAY
OF LEARNING IN A GLOBAL ORGANIZATION
THE UNIVERSITY
FOR WHICH EVERYONE
IS RESPONSIBLE
How to create a strong feeling
of belonging, retain talents and effectively
share knowledge in a medium-sized
company scattered over 18 countries
and active on 31 sites world wide? How, at the
same time, to better adapt to the evolution of
an increasingly competitive sector, where the
involvement of the personnel and its know-
how are key factors? In 2002, Inergy came up
with the answer to these questions with its
Inergy University project,
a true managerial system for internal global
training intended to meet the transversal
needs both in R&D (alignment of the
technological and commercial objectives)
and in HR (participative culture and personal
development). Today, the University
proposes 42 training programmes, all
designed internally, given by 120 trainers,
with an international perspective. The
programmes are supported by a dedicated
Web site which is managed locally and
coordinated globally. In 2005, 1 570 partners
in product or process development were also
trained there which undoubtedly helped
to foster closer links. In three years, it has
become a strategic tool and a showcase
for the Inergy values, which are respect
of people, sense of the common good, and
commitment towards the excellence of the
service. It thus helps to make the company
more competitive and more attractive.
> Sylvie Le Bourhis; François de Font-Réaulx;
Sophie Naimi.
> SBU INERGY