Henkel Annual Report 2011 - Henkel AG & Co. KGaA Annual Report ...

More documents

Recommendations

Info

Process excellence – through global shared services Shared service centers offer greater efficiency, transparency and global standardization in a broad range of administrative and business processes. In addition to providing services for corporate functions such as Human Resources, Purchasing and Finance, teams in Henkel’s shared service centers are now also being assigned to support processes serving our three business sectors. MANILA PHILIPPINES Catherene Conde Staff member of the Shared Service Center in Manila, Philippines.
Henkel Annual Report 2011 Excellence is our Passion 21 Catherene Conde is one of around 400 Henkel employees working in our Shared Service Center in Manila’s Makati financial district. The site was established in 2003 as the first of three global Henkel shared service centers. These centers are already managing numerous processes and providing extensive services for Henkel, from invoice accounting to capturing and updating product and customer data. The teams in Manila primarily support the regions of Asia Pacific and North America, although they also have global responsibility for certain processes. “My colleagues and I are fully committed to working toward a common objective: We aim to constantly improve our service level day by day so that we can become ever more reliable, faster and more efficient,” says Conde. “We started out supporting the functions of Finance, Purchasing, Human Resources and Information Technology. Since 2011, however, we have also been working for Market Research and supporting the management of master data for different business units. It’s an exciting development.” Faster and more efficient Around the world there are about 1,000 employees – located in Manila (Philippines), Bratislava (Slovakia) and Mexico City (Mexico) – making an important contribution to the steady improvement in efficiency at Henkel. The three shared service centers perform a number of different tasks which can be globally standardized because they do not require indepth local expertise – unlike the development of new products or marketing in specific segments and geographic areas. Each year, for example, the centers handle around 1 million invoices and make 750,000 payments, they process 44,000 purchase orders DÜSSELDORF GERMAnY SHANGHAI CHInA ROCKY HILL COnnECTICUT, USA Team meeting at the Shared Service Center in Manila: Catherene Conde (right) with Head of SSC Barbara Elaine Kunkle and her colleague Martin Roger Daquer. and enter the details of more than 10,000 new customers into their systems. Shared service centers offer a range of support activities for different organizational units – based entirely on standardized processes and IT tools. Since the establishment of these service centers, Henkel has been able to reduce its number of SAP systems. However, the fewer systems we now have are more wideranging and integrated, which in turn promotes the further standardization and optimization of our processes. “Within the shared service centers, we see ourselves as a global process network working for Henkel’s overall benefit. In this role we not only exchange expertise across the SSC organization but also work very closely with the local administrative units,” Conde explains. “Previously, many similar – if not identical – activities needed to be carried out by different colleagues at various locations, each using their own systems and processes. We help to ensure that such processes are clearly defined so that they can then be executed by our specialist teams on an integrated basis, faster and more costefficient. And for our colleagues in the markets, this ultimately means more time dedicated to further strengthening customer relationships.” MANILA PHILIPPInES MOSCOw RUSSIA Established in 2011, the Shared Service Center in Mexico City has about 100 employees supporting financial processes aligned to the Latin America region. “ To become consistently more reliable, faster and more cost efficient – that’s our aim.” Catherene Conde Staff member of the Manila Shared Service Center in the Philippines.
Page 1 and 2: Annual Report 2011
Page 3 and 4: Laundry & Home Care Leading market
Page 5 and 6: Henkel Annual Report 2011 1 Our com
Page 7 and 8: Henkel Annual Report 2011 Foreword
Page 9 and 10: Henkel Annual Report 2011 Foreword
Page 11 and 12: Henkel Annual Report 2011 Report of
Page 17 and 18: Henkel Annual Report 2011 Managemen
Page 19 and 20: Henkel Annual Report 2011 Excellenc
Page 23: Henkel Annual Report 2011 Excellenc
Page 29 and 30: Henkel Annual Report 2011 Shares an
Page 31 and 32: Henkel Annual Report 2011 Shares an
Page 33 and 34: Henkel Annual Report 2011 Group man
Page 69 and 70: Henkel Annual Report 2011 program h
Page 71 and 72: Henkel Annual Report 2011 Procureme
Page 73 and 74: Henkel Annual Report 2011 manufactu
Page 75 and 76:
Henkel Annual Report 2011 Major Hen
Page 77 and 78:
Henkel Annual Report 2011 Fritz Hen
Page 79 and 80:
Henkel Annual Report 2011 For our i
Page 81 and 82:
Henkel Annual Report 2011 Economic
Page 83 and 84:
Henkel Annual Report 2011 Due to it
Page 85 and 86:
Page 87 and 88:
Henkel Annual Report 2011 brands Pe
Page 89 and 90:
Page 91 and 92:
Henkel Annual Report 2011 Business
Page 93 and 94:
Henkel Annual Report 2011 ing respo
Page 95 and 96:
Henkel Annual Report 2011 cover the
Page 97 and 98:
Henkel Annual Report 2011 Overall r
Page 99 and 100:
Henkel Annual Report 2011 We also e
Page 101 and 102:
Henkel Annual Report 2011 Notes to
Page 103 and 104:
Henkel Annual Report 2011 Equity an
Page 105 and 106:
Henkel Annual Report 2011 Consolida
Page 107 and 108:
Henkel Annual Report 2011 Group seg
Page 109 and 110:
Henkel Annual Report 2011 Accountin
Page 111 and 112:
Henkel Annual Report 2011 disclosed
Page 113 and 114:
Henkel Annual Report 2011 previous
Page 115 and 116:
Henkel Annual Report 2011 Consolida
Page 117 and 118:
Henkel Annual Report 2011 Book valu
Page 119 and 120:
Henkel Annual Report 2011 Accumulat
Page 121 and 122:
Henkel Annual Report 2011 Disclosed
Page 123 and 124:
Henkel Annual Report 2011 cash, pro
Page 125 and 126:
Henkel Annual Report 2011 Fair valu
Page 127 and 128:
Henkel Annual Report 2011 Reconcili
Page 129 and 130:
Henkel Annual Report 2011 (16) Inco
Page 131 and 132:
Henkel Annual Report 2011 (18) Othe
Page 133 and 134:
Henkel Annual Report 2011 revaluati
Page 135 and 136:
Henkel Annual Report 2011 The net r
Page 137 and 138:
Henkel Annual Report 2011 Cash flow
Page 139 and 140:
Henkel Annual Report 2011 Credit ri
Page 141 and 142:
Henkel Annual Report 2011 Because w
Page 143 and 144:
Henkel Annual Report 2011 Notes to
Page 145 and 146:
Henkel Annual Report 2011 Allocatio
Page 147 and 148:
Henkel Annual Report 2011 Other dis
Page 149 and 150:
Henkel Annual Report 2011 The numbe
Page 151 and 152:
Henkel Annual Report 2011 For regio
Page 153 and 154:
Henkel Annual Report 2011 Cash flow
Page 155 and 156:
Henkel Annual Report 2011 Recommend
Page 157 and 158:
Henkel Annual Report 2011 Independe
Page 159 and 160:
Henkel Annual Report 2011 Responsib
Page 161 and 162:
Henkel Annual Report 2011 Subcommit
Page 163 and 164:
Henkel Annual Report 2011 Managemen
Page 165 and 166:
Henkel Annual Report 2011 Quarterly
Page 167 and 168:
Henkel Annual Report 2011 Glossary
Page 169 and 170:
Credits Published by: Henkel AG & C
show all

Henkel Annual Report 2011 - Henkel AG & Co. KGaA Annual Report ...

Create successful ePaper yourself

Delete template?

Save as template?