BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? Welkom. 15 oktober 2012

Transcriptie

1 BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? Welkom 15 oktober 2012

2 BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? 15 oktober 2012 Inleiding door An Bels, Hudson Resultaten Federgon/Vlerick onderzoek door Veroniek De Schamphelaere, Vlerick Case 1: Arseus door Céline Caveye, Arseus Case 2: BMT door Ilse Van der Henst, BMT Panelgesprek gemodereerd door Serge Gommé, Hudson Afsluitende receptie

3 BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? 15 oktober 2012 Inleiding door An Bels, Hudson Resultaten Federgon/Vlerick onderzoek door Veroniek De Schamphelaere, Vlerick Case 1: Arseus door Céline Caveye, Arseus Case 2: BMT door Ilse Van der Henst, BMT Panelgesprek gemodereerd door Serge Gommé, Hudson Afsluitende receptie

4 BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? 15 oktober 2012 Inleiding door An Bels, Hudson Resultaten Federgon/Vlerick onderzoek door Veroniek De Schamphelaere, Vlerick Case 1: Arseus door Céline Caveye, Arseus Case 2: BMT door Ilse Van der Henst, BMT Panelgesprek gemodereerd door Serge Gommé, Hudson Afsluitende receptie

5 REKRUTERING & SELECTIE: TENDENSEN EN UITDAGINGEN (#TRENDSR&S) GOING BEYOND BUSINESS AS USUAL DIRK BUYENS, VERONIEK DE SCHAMPHELAERE, JASMIJN VERBRIGGHE, SARAH

6 OVERZICHT I. Uitgangspunt II. Over het onderzoeksproject III. Uitdagingen IV. Tendensen & Take-aways 6 Vlerick Business School R&S: Tendensen en Uitdagingen

7 I. UITGANGSPUNT R&S in volle evolutie Externe context als katalysator Hoe effectief rekruteren en selecteren anno 2012? Onderzoeksvragen: 1. Hoe verloopt het R&S-proces van A tot Z? 2. Wie zijn de actoren in het proces? 3. Welke elementen hebben een impact op succes? 4. Hoe wordt het proces geëvalueerd en verbeterd? 7 Vlerick Business School R&S: Tendensen en Uitdagingen

8 II. OVER HET ONDERZOEKSPROJECT Focusgroepen met vertegenwoordiging van 100 Belgische bedrijven Gekozen op basis van organisatiegrootte, regio en sector Input leden Federgon 8 Vlerick Business School R&S: Tendensen en Uitdagingen

9 III. UITDAGINGEN Overkoepelende uitdaging: verschil in visie Uitdagingen gelinkt aan R&S-activiteiten Uitdagingen gelinkt aan het R&S-proces Uitdagingen gelinkt aan de R&S-stakeholders Uitdagingen in het definiëren van succes in R&S 9 Vlerick Business School R&S: Tendensen en Uitdagingen

10 1. OVERKOEPELENDE UITDAGING: VERSCHIL IN VISIE Twee visies: R&S als kost: sourcingfabriek De top staat er veel te ver van af, het wordt bekeken als een fabriek. Zo stellen ze: Zorg dat je op dat moment 1000 man hebt. Terwijl R&S 25 jaar geleden zeer gepersonaliseerd was, is dit nu uitgelijnd als eender welk aankoopproces. R&S als investering Ik heb proberen te overtuigen dat R&S veel meer is dan het plaatsen van mensen. Ik wou meer geïntegreerd HR denken introduceren... Dit omdat mensen echt wel het verschil maken, het is het belangrijkste werkmiddel. Onze concurrenten werken met dezelfde machines als ons, maar met de mensen kunnen we het verschil maken. 10 Vlerick Business School R&S: Tendensen en Uitdagingen

11 2. UITDAGINGEN GELINKT AAN R&S- ACTIVITEITEN Start van R&S vaak nog reactief Realiteit noodzaakt sterke focus op rekruteren vandaag Ruimte om rekruteringsaanpak in te bedden in een rekruteringsstrategie Spanningsveld tussen zeer gestructureerd selectieproces en buikgevoel Beperkte selectie door tijdsdruk versus gebruik van testen als langetermijn investering Socialisatie hoort in veel bedrijven niet tot het R&Sproces 11 Vlerick Business School R&S: Tendensen en Uitdagingen

12 3. UITDAGINGEN GELINKT AAN HET R&S- PROCES Weinig expliciete validatie van de aanwervingsbeslissing Weinig reflectie van het proces Door gebrek aan evaluatie nog niet ten volle een Decision Science 12 Vlerick Business School R&S: Tendensen en Uitdagingen

13 4. UITDAGINGEN GELINKT AAN R&S- STAKEHOLDERS R&S wordt meer en meer een zaak van experten Kennis van R&S-business maakt het verschil Omvangrijk proces, maar beperkt aantal R&S-medewerkers in praktijk Inhuren van competenties of aanwerven van competenties? 13 Vlerick Business School R&S: Tendensen en Uitdagingen

14 4. UITDAGINGEN GELINKT AAN R&S- STAKEHOLDERS: MAKE OR BUY? Insourcen Efficiëntie Kost Controle over het proces Authenticiteit Expertise Knelpuntberoep Strategische positionering Kost Investering Operationele en financiële flexibiliteit Efficiëntie Snelheid Snelheid Focus op kernactiviteiten Visibiliteit Knelpuntberoep Outsourcen 14 Vlerick Business School R&S: Tendensen en Uitdagingen

15 5. UITDAGINGEN IN HET DEFINIËREN VAN SUCCES IN R&S kost van rekrutering en selectie moet naar beneden alles moet snel ingevuld worden Hoe beter je de besluitvormers kent, hoe beter je je preselectie kan doen en dan scoor je bij de lijn...r&s moet beschikbaar zijn op alle momenten zo realistisch mogelijk trachten de jobinhoud weer te geven aan de kandidaat Nood aan een overkoepelend raamwerk 15 Vlerick Business School R&S: Tendensen en Uitdagingen

16 5. UITDAGINGEN IN HET DEFINIËREN VAN SUCCES IN R&S: KOSTENDRIJVERS Gaan naar beurzen Voeren van interviews Aankoop ATS-systeem Advertenties 16 Tijdsinvestering lijnmanager Verloop in eerste maanden Vlerick Business School Screenen van CV s Administratieve opvolging Aankoop van testen Aanwerven ongeschikte kandidaat Opleidingskost Vergoeding externe partners Loonkost recruiter Job die vacant staat Productiviteitsverlies nieuwe medewerker R&S: Tendensen en Uitdagingen

17 5. UITDAGINGEN IN HET DEFINIËREN VAN SUCCES IN R&S: KOSTENDRIJVERS Human Resource Replacement Cost-model Directe kosten Indirecte kosten Acquisitiekosten We rekenen à euro voor een rekrutering van nieuwe medewerkers. Hier houden we rekening met het bekend maken van de advertentie, de eventuele search-opdracht en selectieactiviteiten. Hieronder rekenen we niet de loonkost van de recruiter. Opleidingskosten??? Separatiekosten?? Totale aanwervingskost? 17 Vlerick Business School R&S: Tendensen en Uitdagingen

18 V. TENDENSEN & TAKE-AWAYS 1. Wees bewust van de Total Cost of Employership 2. Creëer Candidate Ambassadorship via Candidate Intimacy 3. Hire the will, not the skill 4. Uniqueness 5. Manage je relaties 6. Creëer nieuwe toegevoegde waarde, bestendig huidig toegevoegde waarde 18 Vlerick Business School R&S: Tendensen en Uitdagingen

19 1. WEES BEWUST VAN DE TOTAL COST OF EMPLOYERSHIP Behoed jezelf en anderen van cognitieve fouten via een besluitvormingskader Treed in interactie met topmanagement: wat zijn de kritische succesfactoren gelinkt aan het R&S-proces? Gebruik meetindicatoren om op geregelde tijdstippen procesverbeteringen door te voeren 19 Vlerick Business School R&S: Tendensen en Uitdagingen

20 2. CANDIDATE AMBASSADORSHIP VIA CANDIDATE INTIMACY Source ook passief: bouw actief een relatie op, ook met mensen die niet naar een job op zoek zijn Sta stil bij de candidate experience Manage bewust je kandidatenpoel als een flexibele schil van potentiële medewerkers rond je organisatie 20 Vlerick Business School R&S: Tendensen en Uitdagingen

21 3. HIRE THE WILL, NOT THE SKILL Denk verder dan het op korte termijn invullen van een vacature via job sculpting en inzetbaarheid Besteed voldoende aandacht aan het oriënteren en socialiseren van nieuwe medewerkers Verruim je blik door ook evoluties op de arbeidsmarkt op te volgen 21 Vlerick Business School R&S: Tendensen en Uitdagingen

22 4. UNIQUENESS Zet meer in op het creatief omgaan met nieuwe technologieën en social media Anticipeer op de verwachtingen en noden van nieuwe generaties op de werkvloer 22 Vlerick Business School R&S: Tendensen en Uitdagingen

23 5. MANAGE JE RELATIES Kies je partners in het verlengde van je eigen uniqueness Stel jezelf voldoende open voor de externe partner/klant Veel hangt af van de individuele R&S-medewerker, handhaaf dus voldoende continuïteit naar je klant 23 Vlerick Business School R&S: Tendensen en Uitdagingen

24 6. CREËER NIEUWE TOEGEVOEGDE WAARDE, BESTENDIG HUIDIGE TOEGEVOEGDE WAARDE Een groeiende toegevoegde waarde ligt meer en meer op vlak van rekruteren Laat testen ook het verdere ontwikkelingstraject van medewerkers vormgeven Weet dat je aan het stuur zit om veranderingen mee waar te maken 24 Vlerick Business School R&S: Tendensen en Uitdagingen

25 MET DANK AAN Opdrachtgever Federgon Leden van Federgon 100 bedrijven die mee deze studie mogelijk maakten 25 Vlerick Business School R&S: Tendensen en Uitdagingen

26 BEDANKT VOOR UW AANDACHT! Q&A

27 BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? 15 oktober 2012 Inleiding door An Bels, Hudson Resultaten Federgon/Vlerick onderzoek door Veroniek De Schamphelaere, Vlerick Case 1: Arseus door Céline Caveye, Arseus Case 2: BMT door Ilse Van der Henst, BMT Panelgesprek gemodereerd door Serge Gommé, Hudson Afsluitende receptie

28 Arseus Arseus. All rights reserved. Céline Caveye Gent, 15 oktober 2012

29 Founded 2007 Headquarters Rotterdam (NL) Waregem (B) CEO Ger van Jeveren CFO Jan Peeters Turnover million Countries 26 FTE 2,500

30 Four Divisions

31 Fagron - One-stop-shop for pharmaceutical compounding - Global market leader - Active in 22 countries in Europe, North- and South America, and China : Sales million, REBITDA 49.5 million, 1,200 FTE 31

32 Arseus Dental - Partner to all professionals in the dental market - Focus on dental cabinets and dental labs - Market leader in selected segments in Belgium, the Netherlands and France (active in five European countries) : Sales million, REBITDA 7.3 million, 637 FTE 32

33 Arseus Medical - Innovative solutions to support medical professionals to deliver superior care to their patients - Focus on doctors, hospitals and rest homes - Market leader in selected segments in Belgium and the Netherlands : Sales 51.9 million, REBITDA 5.2 million, 176 FTE 33

34 Corilus - Total ICT-solutions for medical professionals - Market leader in Belgium, also active in the Netherlands and France : Sales 34.3 million, REBITDA 10.1 million, 210 FTE 34

35 Cost control R&S process Partnership Tools 35

36 Explore your future in healthcare

37 BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? 15 oktober 2012 Inleiding door An Bels, Hudson Resultaten Federgon/Vlerick onderzoek door Veroniek De Schamphelaere, Vlerick Case 1: Arseus door Céline Caveye, Arseus Case 2: BMT door Ilse Van der Henst, BMT Panelgesprek gemodereerd door Serge Gommé, Hudson Afsluitende receptie

38 BMT Group Hudson Lighthouse 15/10/2012 Ilse Van der Henst

39 History Usines et fonderies de Baume & Marpent was founded in 2 locations in Belgium & France. Under impulse of SMH, reference shareholder in BMT and OMCO, both metal related companies merged to create synergy in their activities. SMH NV purchased all listed BMT-shares. BMT becomes a privately owned industrial holding. Restructuring of the group into divisions starts. Streamlining & simplifying into 2 self supporting divisions: - GLASS - GEARS A major part of the BMT shares of the Lambert family were transferred together to an industrial partner (SMH) and the Regional Investment Company for Flanders (GIMV). Start of a great expansion strategy, acquisition of companies with activities in the metalworking sector and by the foundation of foreign divisions. Further restructuring by the creation of several legal entities and a separate aerospace division.

40 Key Figures

41 History some of our plants

42 Our mission, vision & strategy Mission Vision Strategy

43 Mission Mission Vision Strategy BMT Group is an industrial family-owned holding which participates in companies throughout the world that are active in high-precision machining of gears and transmissions on the one hand, and the manufacture of moulds for hollow glassware and the design and setup of flat-glass lines and glass furnaces on the other. BMT Group identifies opportunities in these sectors and ensures diversity within the group s portfolio. The holding offers support to the different divisions in the field of human resources, management and legal and financial aspects, and facilitates the companies growth on an international level. In addition, BMT Group forms the link between the different divisions within the group, and sees to it that the Management Board s decisions are implemented in a correct and well-structured manner. BMT Group s aim is to achieve continuous profitable growth of all its divisions.

44 Vision Mission Vision Strategy BMT Group seeks to support its divisions in order to become the global reference in the high-precision machining sector. Through these divisions, BMT Group aspires to be the best provider thanks to its advanced technological knowledge in two niche markets (manufacture of high-precision gears and engineering & manufacture of glass moulds & flat-glass lines / glass furnaces). They strive for this position by monitoring these markets, by investing intelligently in companies with high potential, and by further refining existing technologies, so as to optimise the products for the divisions customers.

45 Strategy Mission Vision Strategy BMT Group s objective is, within five years, to inform all potential customers in the three niche markets of the advantages which BMT Group s divisions offer and, by providing facilitating services for BMT Group s divisions, to offer customers the most competitive product. BMT Group continues to follow up and inform its existing customers so that they get to know all products that are relevant to them. For this reason, BMT Group wants to have a global presence through its divisions and will maximize its production and service by starting up a production site in every part of the world. BMT Group divisions will focus more on their core business in the niches in which they are currently active rather than on the creation of new markets. Within this scope it is essential to respond to market demands. To bring about the growth of the BMT Group holding, support will be provided for the activities of all divisions throughout the world.

46 Our divisions GLASS GEARS Glass engineering 3 companies in 3 countries Glass processing 1 company in 1 country Aerospace 4 companies in 3 countries Glass moulds 9 companies in 9 countries Industrial gears & transmissions 4 companies in 4 countries

47 Turnover BMT only operates as a Corporate Centre for the GEARS and GLASS divisions and support activities include assistance on Strategy and Merger & Acquisitions, Institutional Management, Finance and Audit, Risk, Legal, Talent Management as well as Environmental Issues.

48 Group structure

49 Glass division GLASS GLASS Glass engineering 3 companies in 3 countries Glass processing 1 company in 1 country Glass moulds 9 companies in 9 countries

50 Glass division GLASS ENGINEERING CNUD-EFCO International nv Belgium As world market leader, CNUD-EFCO offers you state-of-the-art technical solutions in terms of both engineering and equipment for forming and annealing glass. CNUD-EFCO Romania srl. Romania F.I.C (UK) Ltd - UK

51 Glass division GLASS ENGINEERING Solar glass

52 Glass division GLASS ENGINEERING Annealing lehrs

53 Glass division GLASS MOULDS OMCO International nv - Belgium Leading manufacturer of glass container moulds for the glass packaging industry 7 mouldshops worldwide that make moulds for container glass as well as for pressed glass (Austria, Belgium, Croatia, Romania, Turkey, UK, USA) 2 foundries in Belgium & Slovenia which supply glass mould castings to the OMCO Groups, as well as mechanical castings to the off-road automotive industry and the machine-tool industry 1 trading office in Russia

54 Glass division GLASS MOULDS Glassware, tableware, kitchenware

55 Glass division GLASS MOULDS Hot glass handling

56 Glass processing GLASS PROCESSING Kite Glass Ltd. - UK Supplier of toughened and laminated safety glasses in the architectural glazing industry. Kite Glass was started in 1987 as Efco Glass processing and in 1988 invested in a toughening plant to support the sales efforts (as a demonstration plant) of the sister business. Kite Glass prides itself on its reputation for On Time Delivery and Quality Products. The markets we service command a High Degree of Quality, Technical backup and Excellent Consistent service.

57 Glass processing GLASS PROCESSING Agriculture

58 Glass processing GLASS PROCESSING Specialities

59 Gears division GEARS Aerospace 4 companies in 3 countries Industrial gears & transmissions 4 companies in 4 countries

60 Gears division AEROSPACE BMT Aerospace International nv Belgium BMT Aerospace provides global aerospace companies with solutions to meet expectations in today s business environment. They aim to be a market leading gear and gearbox supplier specialised in leading edge devices, complex actuations, turbine engine and helicopter drive systems. European Aerospace Company nv (Eurair) BMT Aerospace USA Inc USA BMT Aerospace Romania srl Romania Belgium

61 Gears division AEROSPACE Rotorcraft

62 Gears division AEROSPACE Accessory gearbox

63 Gears division INDUSTRIAL GEARS & TRANSMISSIONS IG Watteeuw International nv Belgium In house design, engineering, sales, project management, production of components, assembly and service for the supply of gears & transmissions Unique ground gears and component solutions for leading customers in all main markets of both developing and mature economies IG Watteeuw CR sro Czech Republic IG Watteeuw (Suzhou) Co Ltd. PR China IG Watteeuw Romania srl Romania

64 Gears division INDUSTRIAL GEARS & TRANSMISSIONS Components

65 Gears division INDUSTRIAL GEARS & TRANSMISSIONS Components

66 Worldwide activities USA UK Belgium Austria Croatia EMCO USA LLC BMT Aerospace USA Inc Slovenia OMCO FENIKS Slovenija doo F.I.C. UK Ltd OMCO UK Ltd KITE Glass Ltd Czech Republic IG Watteeuw CR sro BMT Group nv BMT Aerospace International nv OMCO International nv CNUD-EFCO International nv EURAIR nv IG Watteeuw International nv OMCO GMA Austria GmbH Romania CNUD-EFCO Romania srl IG Watteeuw Romania srl BMT Aerospace Romania srl OMCO Romania srl OMCO Croatia doo Turkey OMCO Istanbul KSvTAS PR China IG Watteeuw (Suzhou) Co Ltd

67 Some references

68 Key values and normes BMT is definitely not the first in the world, others are bigger, maybe stronger but never better. BMT s group spirit and value is to be summarized in a few words : Learning, Innovation, Excellence, Efficiency Responsibility and Win/Win. The groups philosophy of Stronger together in an innovative and green world will be key for the future. All who is involved in one way or another in the BMT group should be guided by the following principles : Thoughtful Ideology, Global Vision, Strategic Philosophy, Scientific Methodology, Honest Service and Quality First. We need all to be in the future multi-cultural, multi-lingual, multi-tasking, to summarized it multi-flexible.

69 HR philosophy BMT Corporate As the aim is to get the BMT group with its various organizations ready for the future on human organizational level, a strong, HR strategy is key. HR is managed mainly locally but within a groupsframework. As a group, BMT wants : to help to bring local HR strategies to a higher level to search for more synergy between the various divisions : a similar and professional approach towards the human capital for all activities and for all countries. No limitation of the freedom of the local management and the local HR department.

70 Constraints CORPORATE (New since 2008) VERSUS LOCAL Making the corporate role and the local role clear Corporate role NOT directive but supportif Field of tention between local freedom and the need for structure, the search for synergies and the emphazis of BMT on core values and core aimes DIVERSITY WITHIN OUR GROUP 4 different business units 15 different countries 20 different cultures Organizations in a different life cycle faze Different company sizes Different organizational structures Different HR structures Different business strategies Different HR strategies

71 HR framework : HR areas Reward management Organizational requirements Workforce HR FRAMEWORK Performance Career Learning & development

72 HR framework : the levels in the BMT group Several levels can be identified in an organization : 1. Blue collars 2. White collars 3. Technical experts 4. Sales management 5. Plant management team (reporting to CEO local) 6. COO local CFO local 7. CEO local 8. Division management (reporting to Division CEO) 9. Division CEO Blue White Core competences Plant management team Senior management

73 HR framework : the focus of HR CC Organizational requirements Reward management CEO Learning & development HYPO SENIOR MANAGEMENT PLANT MANAGEMENT Performance HYPO CORE COMPETENCES Workforce SALES TECHNICAL EXPERTS Career WHITE BLUE BELGIUM 400 # INTERNATIONAL 2600 #

74 Workforce : R&S as shared responsibility BMT s choice to outsource Why? BMT s diverse structure micro Corporate structure Smaller organizations with limited HR staff and more general HR competences War for technical talent in niche environment : employer branding of BMT too narrow How? Not exclusive 1 Strategic partnership on grouplevel Culture fit International On all HR and organizational areas (not only talent)!! Relationship to be build up on corporate and local level = challenge for the future

75 R&S BMT s choise to structure R&S Organized by local HR with own partners For blue collar workers For white collar workers Administration co-workers Professional co-workers Technical profiles : breeding pond Temporary co-workers Organized by local HR within the BMT framework Technical experts Middle management Either with or without the assistance of HR Corporate Organized by HR Corporate within the BMT framework Top Managment International profiles Blue White Core competences Plant management team Senior management

76 R&S BMT s choise to monitor R&S Standard reporting tool on all R&S activities from the external providers on a global level creating overview, transparency, gathering data on costs, conditions,... Monthly meetings with external provider to align No real KPI system in place on the R&S area but based on the data out of reporting tool in the long term to be created.

77 R&S BMT s choise to identify talent (internal or external) in a simular way BMT wishes to use 1 partner for the assesments in order to have a simular base for comparison. There are two sorts of assessments : standard assessments at which the profile of a person is discussed in consideration of a certain function and development assessments at which the potential of people is mapped. In order to develop at all times an equal and comparable assessment, the development assessments can only be executed in Belgium. For the other assessments the local branch can be consulted with exception of the assessments for functions that are reporting to the Belgian management (or functions that need to communicate with the BMT group to a great extent). On request of the local management or the BMT management, a standard assessment in Belgium is always possible.

78 R&S Changing the mindset : investing in people instead of hiring Accent on... Quality of candidates Culture fit To build up a long term relationship International attitude and openness towards multicultural environment

79 Challenges for BMT Corporate on R&S Technical skills Leaders of the future International mobility

80 BMT Group Kortrijksesteenweg 1097 B 9051 Sint-Denijs-Westrem - Belgium T F E info@bmt.be

81

82 History Usines et fonderies de Baume & Marpent was founded in 2 locations in Belgium & France. Under impulse of SMH, reference shareholder in BMT and OMCO, both metal related companies merged to create synergy in their activities. SMH NV purchased all listed BMT-shares. BMT becomes a privately owned industrial holding. Restructuring of the group into divisions starts. Streamlining & simplifying into 2 self supporting divisions: - GLASS - GEARS A major part of the BMT shares of the Lambert family were transferred together to an industrial partner (SMH) and the Regional Investment Company for Flanders (GIMV). Start of a great expansion strategy, acquisition of companies with activities in the metalworking sector and by the foundation of foreign divisions. Further restructuring by the creation of several legal entities and a separate aerospace division.

83 Key Figures

84 History some of our plants

85 Our mission, vision & strategy Mission Vision Strategy

86 Mission Mission Vision Strategy BMT Group is an industrial family-owned holding which participates in companies throughout the world that are active in high-precision machining of gears and transmissions on the one hand, and the manufacture of moulds for hollow glassware and the design and setup of flat-glass lines and glass furnaces on the other. BMT Group identifies opportunities in these sectors and ensures diversity within the group s portfolio. The holding offers support to the different divisions in the field of human resources, management and legal and financial aspects, and facilitates the companies growth on an international level. In addition, BMT Group forms the link between the different divisions within the group, and sees to it that the Management Board s decisions are implemented in a correct and well-structured manner. BMT Group s aim is to achieve continuous profitable growth of all its divisions.

87 Vision Mission Vision Strategy BMT Group seeks to support its divisions in order to become the global reference in the high-precision machining sector. Through these divisions, BMT Group aspires to be the best provider thanks to its advanced technological knowledge in two niche markets (manufacture of high-precision gears and engineering & manufacture of glass moulds & flat-glass lines / glass furnaces). They strive for this position by monitoring these markets, by investing intelligently in companies with high potential, and by further refining existing technologies, so as to optimise the products for the divisions customers.

88 Strategy Mission Vision Strategy BMT Group s objective is, within five years, to inform all potential customers in the three niche markets of the advantages which BMT Group s divisions offer and, by providing facilitating services for BMT Group s divisions, to offer customers the most competitive product. BMT Group continues to follow up and inform its existing customers so that they get to know all products that are relevant to them. For this reason, BMT Group wants to have a global presence through its divisions and will maximize its production and service by starting up a production site in every part of the world. BMT Group divisions will focus more on their core business in the niches in which they are currently active rather than on the creation of new markets. Within this scope it is essential to respond to market demands. To bring about the growth of the BMT Group holding, support will be provided for the activities of all divisions throughout the world.

89 Our divisions GLASS GEARS Glass engineering 3 companies in 3 countries Glass processing 1 company in 1 country Aerospace 4 companies in 3 countries Glass moulds 9 companies in 9 countries Industrial gears & transmissions 4 companies in 4 countries

90 Turnover BMT only operates as a Corporate Centre for the GEARS and GLASS divisions and support activities include assistance on Strategy and Merger & Acquisitions, Institutional Management, Finance and Audit, Risk, Legal, Talent Management as well as Environmental Issues.

91 Group structure

92 Glass division GLASS GLASS Glass engineering 3 companies in 3 countries Glass processing 1 company in 1 country Glass moulds 9 companies in 9 countries

93 Glass division GLASS ENGINEERING CNUD-EFCO International nv Belgium As world market leader, CNUD-EFCO offers you state-of-the-art technical solutions in terms of both engineering and equipment for forming and annealing glass. CNUD-EFCO Romania srl. Romania F.I.C (UK) Ltd - UK

94 Glass division GLASS ENGINEERING Solar glass

95 Glass division GLASS ENGINEERING Annealing lehrs

96 Glass division GLASS MOULDS OMCO International nv - Belgium Leading manufacturer of glass container moulds for the glass packaging industry 7 mouldshops worldwide that make moulds for container glass as well as for pressed glass (Austria, Belgium, Croatia, Romania, Turkey, UK, USA) 2 foundries in Belgium & Slovenia which supply glass mould castings to the OMCO Groups, as well as mechanical castings to the off-road automotive industry and the machine-tool industry 1 trading office in Russia

97 Glass division GLASS MOULDS Glassware, tableware, kitchenware

98 Glass division GLASS MOULDS Hot glass handling

99 Glass processing GLASS PROCESSING Kite Glass Ltd. - UK Supplier of toughened and laminated safety glasses in the architectural glazing industry. Kite Glass was started in 1987 as Efco Glass processing and in 1988 invested in a toughening plant to support the sales efforts (as a demonstration plant) of the sister business. Kite Glass prides itself on its reputation for On Time Delivery and Quality Products. The markets we service command a High Degree of Quality, Technical backup and Excellent Consistent service.

100 Glass processing GLASS PROCESSING Agriculture

101 Glass processing GLASS PROCESSING Specialities

102 Gears division GEARS Aerospace 4 companies in 3 countries Industrial gears & transmissions 4 companies in 4 countries

103 Gears division AEROSPACE BMT Aerospace International nv Belgium BMT Aerospace provides global aerospace companies with solutions to meet expectations in today s business environment. They aim to be a market leading gear and gearbox supplier specialised in leading edge devices, complex actuations, turbine engine and helicopter drive systems. European Aerospace Company nv (Eurair) BMT Aerospace USA Inc USA BMT Aerospace Romania srl Romania Belgium

104 Gears division AEROSPACE Rotorcraft

105 Gears division AEROSPACE Accessory gearbox

106 Gears division INDUSTRIAL GEARS & TRANSMISSIONS IG Watteeuw International nv Belgium In house design, engineering, sales, project management, production of components, assembly and service for the supply of gears & transmissions Unique ground gears and component solutions for leading customers in all main markets of both developing and mature economies IG Watteeuw CR sro Czech Republic IG Watteeuw (Suzhou) Co Ltd. PR China IG Watteeuw Romania srl Romania

107 Gears division INDUSTRIAL GEARS & TRANSMISSIONS Components

108 Gears division INDUSTRIAL GEARS & TRANSMISSIONS Components

109 Worldwide activities USA UK Belgium Austria Croatia EMCO USA LLC BMT Aerospace USA Inc Slovenia OMCO FENIKS Slovenija doo F.I.C. UK Ltd OMCO UK Ltd KITE Glass Ltd Czech Republic IG Watteeuw CR sro BMT Group nv BMT Aerospace International nv OMCO International nv CNUD-EFCO International nv EURAIR nv IG Watteeuw International nv OMCO GMA Austria GmbH Romania CNUD-EFCO Romania srl IG Watteeuw Romania srl BMT Aerospace Romania srl OMCO Romania srl OMCO Croatia doo Turkey OMCO Istanbul KSvTAS PR China IG Watteeuw (Suzhou) Co Ltd

110 Some references

111 Key values and normes BMT is definitely not the first in the world, others are bigger, maybe stronger but never better. BMT s group spirit and value is to be summarized in a few words : Learning, Innovation, Excellence, Efficiency Responsibility and Win/Win. The groups philosophy of Stronger together in an innovative and green world will be key for the future. All who is involved in one way or another in the BMT group should be guided by the following principles : Thoughtful Ideology, Global Vision, Strategic Philosophy, Scientific Methodology, Honest Service and Quality First. We need all to be in the future multi-cultural, multi-lingual, multi-tasking, to summarized it multi-flexible.

112 HR philosophy BMT Corporate As the aim is to get the BMT group with its various organizations ready for the future on human organizational level, a strong, HR strategy is key. HR is managed mainly locally but within a groupsframework. As a group, BMT wants : to help to bring local HR strategies to a higher level to search for more synergy between the various divisions : a similar and professional approach towards the human capital for all activities and for all countries. No limitation of the freedom of the local management and the local HR department.

113 Constraints CORPORATE (New since 2008) VERSUS LOCAL Making the corporate role and the local role clear Corporate role NOT directive but supportif Field of tention between local freedom and the need for structure, the search for synergies and the emphazis of BMT on core values and core aimes DIVERSITY WITHIN OUR GROUP 4 different business units 15 different countries 20 different cultures Organizations in a different life cycle faze Different company sizes Different organizational structures Different HR structures Different business strategies Different HR strategies

114 HR framework : HR areas Reward management Organizational requirements Workforce HR FRAMEWORK Performance Career Learning & development

115 HR framework : the levels in the BMT group Several levels can be identified in an organization : 1. Blue collars 2. White collars 3. Technical experts 4. Sales management 5. Plant management team (reporting to CEO local) 6. COO local CFO local 7. CEO local 8. Division management (reporting to Division CEO) 9. Division CEO Blue White Core competences Plant management team Senior management

116 HR framework : the focus of HR CC Organizational requirements Reward management CEO Learning & development HYPO SENIOR MANAGEMENT PLANT MANAGEMENT Performance HYPO CORE COMPETENCES Workforce SALES TECHNICAL EXPERTS Career WHITE BLUE BELGIUM 400 # INTERNATIONAL 2600 #

117 Workforce : R&S as shared responsibility BMT s choice to outsource Why? BMT s diverse structure micro Corporate structure Smaller organizations with limited HR staff and more general HR competences War for technical talent in niche environment : employer branding of BMT too narrow How? Not exclusive 1 Strategic partnership on grouplevel Culture fit International On all HR and organizational areas (not only talent)!! Relationship to be build up on corporate and local level = challenge for the future

118 R&S BMT s choise to structure R&S Organized by local HR with own partners For blue collar workers For white collar workers Administration co-workers Professional co-workers Technical profiles : breeding pond Temporary co-workers Organized by local HR within the BMT framework Technical experts Middle management Either with or without the assistance of HR Corporate Organized by HR Corporate within the BMT framework Top Managment International profiles Blue White Core competences Plant management team Senior management