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B U S I N E S S A N D S U S T A I N A B L E D E V E L O P M E N T R E P O R T 2010 WORkING IN TEAMS TO MAXIMIzE OPERATIONAL EffICIENCY In parallel, a productivity improvement plan for each site makes it possible to deal with local issues in greater detail. These plans, overseen by a team of project managers, are aimed to increase production while ensuring high quality, and focus on such things as timely maintenance of tools and optimized flow management. By methodically monitoring compliance and taking appropriate corrective action, the Group is arming itself with efficient and competitive industrial facilities. Moreover, it encourages the exchange of know-how and experience between the Group’s working teams, either by bringing them together or via its collaborative Intranet sites, as well as through motivating events such as the Best Practices in-house challenge competition. A STRUCTURED APPROACH AND TEAM SPIRIT It is vitally important for a world-spanning industrial group to promote corporate team spirit and avoid fragmentation – a principle which we apply with equal force at Group level and within each of our entities around the world. For this purpose, we use a system of indicators based on common standards to constantly monitor industrial performance and ensure that we are being competitive. This global perspective allows us to benefit from best practices, identify weak points, initiate action plans or take corrective measures. Supor sites in China, integrated since 2008, are gradually applying these methods to bring them into line with Group standards. 10,000 WORKSTATIONS LINKED VIA A COMPUTER NETWORK COVERING 106 SITES HIGHLIGHT ! ‘01 BUSINESS AND TECHNOLOGIES’ SPECIAL AWARD fOR PHILIPPE GUYARD Philippe Guyard, Groupe SEB’s IT Manager was singled out by the ‘01 Business and Technologies’ magazine for the Club 01 DSI Special Trophy, which awards the IT Manager for whom the most votes were cast on the Internet. This award highlights the ability of our IT teams to accompany the rapid expansion and globalization of the Group in recent years. The development of an information systems integration methodology played an important support role in the Group’s acquisition strategy.
E X P E R T I S E 56-57 O P E R AT I N G S T R U C T U R E S The diversity of our industrial facilities and the close links maintained between the teams that work in them are a major asset for Groupe SEB in its pursuit of excellence. INfORMATION SYSTEMS, A BACKBONE Of THE GROUP Our IT teams support the Group’s corporate functions by making them increasingly efficient and interconnected, and by structuring in-house communications. The Group’s information system, which helps to harmonize practices and share knowledge, has grown rapidly in recent years in parallel with structural changes and the expansion of our business. Examples of the IT support role in the Group’s development in 2010 included: the setup and monitoring of a multi-country cluster in South America (Argentina, Chile and Peru), the roll-out of a new information system for our own-store retail network; and backup for Supor teams as they bring working methods into line with those of the Group. BEST PRACTICES CHALLENGE Launched in 2008 by the Industrial Planning department, the Best Practices annual challenge helps to identify and share good practices introduced in our factories each year, selecting the best of them for implementation throughout the Group. Following the success of the first two editions, the contest was repeated in 2010 when many new ideas were submitted by the Group’s sites. Award winners will be named in the first half of 2011 by a jury comprising members of the Industrial Planning committee. The 2009 Golden Trophy was won by France’s Rumilly Cooking site, followed by Mayenne, France (Silver Trophy), and Mooca, Brazil (Bronze Trophy). Meanwhile, we have continued to consolidate support structures by extending our SAP system to the United States and optimizing it in Northern Europe and elsewhere, and by expanding our Shared Corporate Accounting Services which now cover ten French and four foreign subsidiaries.
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BEYOND LIMITS B U S I N E S S A N D
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B U S I N E S S A N D S U S T A I N
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1 Chairman’s message A BUSINESS M
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C H A I R M A N ’ S M E S S A G E
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