I am firmly convinced that in our new MONIER Group the importance ...
I am firmly convinced that in our new MONIER Group the importance ...
I am firmly convinced that in our new MONIER Group the importance ...
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GROUP HR RULES<br />
I <strong>am</strong> <strong>firmly</strong> <strong>conv<strong>in</strong>ced</strong> <strong>that</strong> <strong>in</strong> <strong>our</strong> <strong>new</strong> <strong>MONIER</strong> <strong>Group</strong> <strong>the</strong><br />
<strong>importance</strong> of <strong>our</strong> people’s performance will be greater than<br />
ever. Our <strong>am</strong>bitious bus<strong>in</strong>ess targets can only be achieved<br />
if <strong>our</strong> people act with entrepreneurial spirit and outstand<strong>in</strong>g<br />
professional expertise. Their accountability for results, <strong>the</strong>ir<br />
ability to engage <strong>in</strong> te<strong>am</strong>work and <strong>the</strong>ir commitment to safety<br />
will be key drivers for <strong>our</strong> success.<br />
In <strong>our</strong> Commitments we commit to build<strong>in</strong>g up a culture and an organization <strong>that</strong> will<br />
enc<strong>our</strong>age <strong>the</strong> development of such dist<strong>in</strong>ctive talents. To achieve this, we <strong>in</strong> <strong>the</strong><br />
Executive Committee have agreed on a set of HR Rules. They relate to areas such as<br />
Health & Safety – which rema<strong>in</strong>s <strong>our</strong> first value, compensation and benefits, appraisal<br />
<strong>in</strong>terviews, job vacancies, high potential development and career management.<br />
A limited number of rules is a prerequisite for efficiency and fairness <strong>in</strong> an <strong>in</strong>dependent<br />
organization like <strong>our</strong>s. This document presents <strong>the</strong> HR Rules <strong>that</strong> should be known<br />
throughout <strong>the</strong> <strong>Group</strong> and implemented consistently <strong>in</strong> all <strong>our</strong> Bus<strong>in</strong>ess Units <strong>in</strong> all <strong>the</strong><br />
countries where we operate. They will help ensure a successful future for <strong>MONIER</strong><br />
and <strong>the</strong> people who work here.<br />
Andrea Ben<strong>in</strong>casa<br />
<strong>Group</strong> SVP Organization & Human Res<strong>our</strong>ces
2007<br />
Monier <strong>Group</strong> GmbH, Frankfurter Landstrasse 2-4, 61440 Oberursel, Germany<br />
T +49 6171 61 006 F +49 6171 61 2300 September
GROUP HR RULES
A limited number of rules are a prerequisite to efficiency and<br />
fairness. These rules are mandatory and should be known by<br />
everyone <strong>in</strong> <strong>our</strong> organization and implemented consistently<br />
throughout <strong>the</strong> <strong>MONIER</strong> <strong>Group</strong>.<br />
1. Safety<br />
Safety is <strong>our</strong> first value, a matter of ethics and moral responsibility for every s<strong>in</strong>gle employee of<br />
<strong>our</strong> <strong>Group</strong> – it is also a matter of performance s<strong>in</strong>ce <strong>the</strong>re can be no operational performance<br />
without safety <strong>in</strong> <strong>the</strong> workplace.<br />
All managers are responsible for ensur<strong>in</strong>g <strong>that</strong> safety systems, progr<strong>am</strong>s and policies are <strong>in</strong><br />
place and effectively implemented to provide employees, subcontractors and third parties with<br />
a safe work<strong>in</strong>g environment. Bus<strong>in</strong>ess Units must implement <strong>the</strong> <strong>Group</strong>’s Health and Safety<br />
Management System, <strong>in</strong>clud<strong>in</strong>g <strong>the</strong> correspond<strong>in</strong>g report<strong>in</strong>g requirements.<br />
2. Annual Appraisal Interview and Regular Feedback<br />
Delegation, feedback and evaluat<strong>in</strong>g results are part of <strong>the</strong> responsibilities of every manager.<br />
It is important to periodically discuss and agree on an <strong>in</strong>dividual’s commitment and contribution<br />
to <strong>the</strong> performance of <strong>the</strong> company <strong>in</strong> a formalized way.<br />
All managers Hay 13 and above must have an appraisal <strong>in</strong>terview with <strong>the</strong>ir superior (N+1)<br />
at least once a year to evaluate <strong>the</strong>ir performance, identify potential issues, set <strong>the</strong>ir personal<br />
objectives and review <strong>the</strong>ir development plan. Appraisals must respect a common standard:<br />
“SMART” (= Specific, Measurable, Achievable, Realistic, Timely) personal objectives, a<br />
formalized personal development plan, upward feedback and validation by N+2.<br />
The N+1, with <strong>the</strong> support of <strong>the</strong> HR function, is responsible for <strong>the</strong> follow-up of <strong>the</strong> personal<br />
development plan of his/her direct reports.<br />
Fur<strong>the</strong>rmore all managers should regularly conduct feedback sessions with direct reports to<br />
monitor <strong>the</strong>ir performance and review <strong>the</strong>ir development plan throughout <strong>the</strong> year.<br />
3. Appo<strong>in</strong>tment / Term<strong>in</strong>ation / Compensation review<br />
Our local bus<strong>in</strong>esses are usually small and can only provide limited career opportunities. To ensure<br />
<strong>that</strong> we offer <strong>the</strong> best development options to <strong>in</strong>dividuals, we believe <strong>that</strong> career management<br />
should <strong>in</strong>volve people who have sufficient visibility of what <strong>the</strong> organization can offer.<br />
The recommendation for all major decisions regard<strong>in</strong>g people management, <strong>in</strong>clud<strong>in</strong>g position<br />
appo<strong>in</strong>tments, term<strong>in</strong>ations and compensation reviews, is made by <strong>the</strong> N+1 with <strong>the</strong> support<br />
of <strong>the</strong> HR function. The f<strong>in</strong>al decision is made by N+2, who ensures <strong>that</strong> <strong>the</strong> process has been<br />
fair and <strong>that</strong> it respects <strong>the</strong> <strong>in</strong>terest of <strong>the</strong> <strong>Group</strong> and of <strong>the</strong> <strong>in</strong>dividuals concerned.<br />
The relevant functional heads at <strong>Group</strong> level must be <strong>in</strong>formed about vacancies for functional<br />
or technical jobs <strong>in</strong> <strong>the</strong> Bus<strong>in</strong>ess Units, help HR identify possible candidates and make<br />
recommendations to N+1 and N+2.
4. Vacancies<br />
In order to offer employees a greater variety of job opportunities and assure transparency <strong>in</strong><br />
career moves, all positions between Hay 13 and Hay 20 are to be published on <strong>the</strong> <strong>Group</strong>’s<br />
<strong>in</strong>tranet Job Market for <strong>the</strong> country concerned. Bus<strong>in</strong>ess Units may publish all positions Hay 12<br />
and below at <strong>the</strong>ir discretion. <strong>Group</strong> HR has to be timely <strong>in</strong>formed about all vacancies at level<br />
Hay 18 and above, especially vacancies <strong>in</strong> <strong>the</strong> Bus<strong>in</strong>ess Units’ Executive Committees.<br />
Positions with<strong>in</strong> <strong>the</strong> <strong>Group</strong> are to be filled giv<strong>in</strong>g first priority to equally qualified<br />
<strong>in</strong>ternal candidates.<br />
Transfers between Bus<strong>in</strong>ess Units: The <strong>in</strong>terview<strong>in</strong>g Bus<strong>in</strong>ess Unit HR manager must <strong>in</strong>form<br />
<strong>the</strong> “home” Bus<strong>in</strong>ess Unit HR manager before establish<strong>in</strong>g any contact with <strong>the</strong> potential<br />
candidate. If <strong>the</strong> latter takes <strong>the</strong> <strong>in</strong>itiative <strong>the</strong> contacted Bus<strong>in</strong>ess Unit HR manager has to<br />
<strong>in</strong>form <strong>the</strong> home HR manager. All <strong>in</strong>ternal candidates must receive a timely feedback from<br />
<strong>the</strong> <strong>in</strong>terview<strong>in</strong>g Bus<strong>in</strong>ess Unit HR manager on <strong>the</strong> outcome of <strong>the</strong> <strong>in</strong>terview process. The<br />
feedback shall be agreed upon with <strong>the</strong> home Bus<strong>in</strong>ess Unit HR manager.<br />
5. High Potential Development<br />
To prepare <strong>the</strong> <strong>Group</strong>’s next generation of leaders, we need to monitor <strong>the</strong> career paths of <strong>the</strong><br />
most promis<strong>in</strong>g <strong>in</strong>dividuals <strong>in</strong> <strong>the</strong> organization.<br />
Each CEO, supported by <strong>the</strong> HR manager, must identify, follow and ensure <strong>the</strong> development of<br />
<strong>the</strong> High Potential population through <strong>the</strong> O&HR review process.<br />
<strong>Group</strong> HR and <strong>the</strong> <strong>Group</strong> Career Committee follow <strong>the</strong> High Potential’s career development to<br />
ensure adequate succession of <strong>the</strong> <strong>Group</strong>’s Senior Executives.<br />
6. Expatriation<br />
The <strong>Group</strong> believes <strong>that</strong> <strong>the</strong> <strong>in</strong>ternationalization of <strong>our</strong> managers is critical to cont<strong>in</strong>ue <strong>our</strong><br />
<strong>in</strong>ternational growth, and represents an element of attractiveness for High Potential profiles.<br />
In order to achieve consistency and fairness with<strong>in</strong> <strong>the</strong> <strong>Group</strong>, <strong>the</strong> package design and cost<br />
allocation between <strong>the</strong> host and home Bus<strong>in</strong>ess Units for expatriates must follow <strong>Group</strong><br />
guidel<strong>in</strong>es. These are based on <strong>the</strong> pr<strong>in</strong>ciple <strong>that</strong> an expatriate should be able to ma<strong>in</strong>ta<strong>in</strong> a<br />
comparable standard of liv<strong>in</strong>g as <strong>in</strong> his/her country of orig<strong>in</strong>. They <strong>in</strong>corporate rules regard<strong>in</strong>g<br />
total compensation, taxation, benefits coverage and f<strong>am</strong>ily issues.<br />
Every expatriation has to be f<strong>in</strong>ally approved by <strong>Group</strong> HR.<br />
7. Career Management<br />
Each manager has <strong>the</strong> duty to develop his/her people, provid<strong>in</strong>g clear objectives, proper<br />
means, <strong>the</strong> right level of <strong>in</strong>formation, and regular feedback. The ability of <strong>the</strong> manager to<br />
develop his/her people is a criterion for his/her own career potential.<br />
HR´s role is to design <strong>the</strong> right processes and to provide adequate tools and support for <strong>the</strong><br />
development of <strong>the</strong> skills and competencies of people.
Both <strong>the</strong> manager and HR are responsible for manag<strong>in</strong>g <strong>the</strong> career expectations<br />
of <strong>the</strong> employees.<br />
8. Hay Grad<strong>in</strong>g<br />
In order to facilitate <strong>the</strong> exchange of people with<strong>in</strong> <strong>the</strong> <strong>Group</strong>, and to ma<strong>in</strong>ta<strong>in</strong> fairness<br />
between employees, managerial positions are evaluated accord<strong>in</strong>g to <strong>the</strong> s<strong>am</strong>e method.<br />
Monier uses <strong>the</strong> Hay method. Each managerial position must have a Hay grade assigned,<br />
which is to be communicated to <strong>the</strong> position holder. All positions of <strong>the</strong> Bus<strong>in</strong>ess Units<br />
Executive Committees and all positions Hay 18 and above have to be graded exclusively by<br />
<strong>the</strong> <strong>Group</strong> Hay Committee.<br />
9. Compensation for Senior Managers<br />
The way we reward performance must be consistent throughout <strong>the</strong> <strong>Group</strong> and must comply<br />
with <strong>Group</strong> policies concern<strong>in</strong>g bonus schemes and compensation for senior managers.<br />
The total remuneration packages for Bus<strong>in</strong>ess Unit Executive Committee members and<br />
managers above Hay 18 must follow <strong>Group</strong> policies. In particular, <strong>the</strong> <strong>Group</strong> bonus scheme<br />
is l<strong>in</strong>ked to EBITDA and Cash Flow, as f<strong>in</strong>ancial performance <strong>in</strong>dicators, and to personal<br />
objectives, each of those <strong>in</strong>dicators account<strong>in</strong>g for 1/3 of <strong>the</strong> bonus.<br />
The annual salary review process is <strong>in</strong>itiated and monitored by <strong>Group</strong> HR.<br />
10. Pension<br />
Any significant pension plan change <strong>in</strong> a Bus<strong>in</strong>ess Unit must be approved by <strong>Group</strong> HR.<br />
Depend<strong>in</strong>g on <strong>the</strong> level of f<strong>in</strong>ancial impact, an agreement from <strong>the</strong> F<strong>in</strong>ance Department may<br />
also be required.<br />
11. Organization & Human Res<strong>our</strong>ces Review (O&HR)<br />
The purpose of <strong>the</strong> O&HR Review is to ensure <strong>that</strong> <strong>the</strong> organization of <strong>our</strong> Bus<strong>in</strong>ess Units and<br />
<strong>the</strong>ir human res<strong>our</strong>ces are aligned with <strong>our</strong> bus<strong>in</strong>ess strategies, and <strong>that</strong> we are adequately<br />
support<strong>in</strong>g and develop<strong>in</strong>g people to achieve those strategies.<br />
Each Bus<strong>in</strong>ess Unit performs an O&HR Review once a year. The O&HR Review engages<br />
<strong>the</strong> responsibility of <strong>the</strong> Bus<strong>in</strong>ess Unit CEO. It is prepared jo<strong>in</strong>tly with <strong>the</strong> HR manager and<br />
provides an opportunity for discussion and alignment of <strong>the</strong> Bus<strong>in</strong>ess Unit’s management te<strong>am</strong><br />
and <strong>the</strong> human res<strong>our</strong>ces function. The O&HR Review is presented to <strong>the</strong> respective COO<br />
and <strong>Group</strong> HR.