Club de l’IRIS Gestion des compétences Job Families Expertises & Competencies profiles June 2011

1. Club de l’IRIS Gestion des compétences Job Families Expertises & Competencies profiles June 2011

2. Group HR Policies • To support its ambition to become global, the Group has overtime introduced organization design related tools to measure and compare jobs both internally and externally. • Common job evaluation system (the Hay system of evaluation) for its cadre • population • Grading system to slot all “cadres” functions (A-H) • Solvay Job Families model

3. Solvay Job Families model A tool to shape global organization • Allows the management to “shape” their organizations and adapt them to changes in strategy and objectives • by defining the architecture of roles • by defining the mission& 7 responsibilities • by identifying competencies and expertise deemed important for excelling in these roles • by managing an integrated positioning process – within the framework of Strategic HR Committees - using career ladders and thus reinforcing internal equity • By managing an annual review of organizational needs (workforce planning based on JF professions ) GLOBAL INTEGRATION

4. Expertise vs Competencies Solvay Model Full Potential Environment Environment Job Performance Expertise Competencies Solvay Group Competencies dictionary Expertise dictionary Observed through Behaviors (including those linked to Values and Strategic Pillars). Functional skills & knowledge. Acquired through education and experience.

5. Striving for Performance Achievement Motivation Initiative Processing Information Analytical Thinking Conceptual Thinking Information Gathering Interpersonal Understanding Business Awareness Organizational Awareness Aligning Effort Organizational Commitment Strategic Orientation Leadership Developing Others Holding People Accountable Building the Team Interacting with Others Managing Knowledge and Expertise Impact & Influence Networking Cultural Sensitivity Partnership Working Efficiently Decisiveness Flexibility Planning & Organizing Solvay Group Competencies Dictionary (0 -> 5 scale, with specific requirements) (Max 6 to 10 Key competencies per profession)

6. Expertise dictionary Generic expertise required and mandatory for all Professions

7. Generic performance expertises 1.  Continuous improvement skills • Ability to continuously improve performance through a Plan-Do-Check-Act (PDCA) Cycle aimed at reducing gaps between current situation and targets (including Performance measurement and Performance management) 2. Problem Solving skills • Ability to analyze the causes of a problem and to propose creative solutions, relying on specific tools and methods. 3. Project management skills • Ability to use specific tools and methods of basic project management. 4. Change management skills • Ability to deal with change and to implement improvements, relying on specific tools and methods(8 principle of Kotter) Establishing a sense of urgency, Creating the guiding coalition, Developing a vision and strategy, Communicating the change vision, Empowering employees for broad-based action, Generating short-term wins, Consolidating gains and producing more change, Anchoring new approaches in the culture

8. What value for employee? • It clarifies roles & responsibilities, and expected outputs consistently across the group on a global basis allowing global process management • It provides more visibility on future career progression possibilities and development needs (All JF are in free access on Intranet) • Before 2003: 6000 individual job descriptions • Today: +/- 20 job families have been deployed, covering 220 professions for 3.100 cadres • business : Manufacturing, Commercial, Supply Chain, RD&T • transversal : Finance, IT, Legal, Communication, HR, Procurement, HSE

9. OD JF concept for Quality function In the frame of Solvay policy for Performance

10. Job Family HR : Architecture HR OPERATIONS < 900 BSC HR ADMIN Industrial Relations CC HR EXPERTS 3S BSC PDP OP BPIM Business/Functions HR H G F E D C B A Regional Manager Entity HR Mgr Country Industrial Relations Officer (IRO) Sector/ Function BPIM Practice Leader Regional Manager Site HR Mgr Deputy Sector/FD HR Mgr Senior BPIM Senior Expert Area Manager Area Manager Service Unit HR Mgr Deputy Site HR Mgr Deputy Entity HR Mgr BPIM Expert Team Leader Operat Proc Leader Process Specialist Process Specialist Operat Proc Specialist ?

11. BPIM : Business Performance Improvement Manager

12. BPIM - Key differentiators

13. BPIM 10 Key Expertises 2 1

14. BPIM Job family management…… BPIM practices assessment Fully integrated practice (++) Usual practice (+) Some practice (-) Anecdotal practice (--)

15. Workforce planning WFP is… looking at the profiles the organization needs to achieve the business strategy and building a people strategy that reflects those needs to secure the right people To determine the actions HR need to take today to provide the Business with the right workforce (profiles) within the next 5 years

16. Quantitative results – Demand and Gap Analysis • 3 Possible scenarii • Steady state • Scenario 1 • Scenario 2 NS Simu : Attrition + Retirment  export to excel “No meaningful values”