Retour d'expérience de la mise en place d'un RSE chez Givaudan

1. Retour d’expérience du lancement du RSE interne Givaudan
Janvier 2014

2. Sommaire

Présentation de Givaudan

Emergence des usages sociaux en entreprise

Offres du marché – processus de sélection

Stratégie de lancement

Retour d’expérience après 2 ans – « success stories », tendances.

3. A global industry
Fragrances and flavours are used in consumer products …
FOOD
PERSONAL CARE
CONFECTIONARY
FINE FRAGRANCES
BEVERAGES
DAIRY PRODUCTS
ORAL CARE
HOME CARE
LAUNDRY CARE
Corporate Presentation 2013
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4. Our presence today
A global company with a local presence and more than 9,000 talented employees to
meet consumer preferences
Geneva
HEADQUARTERS
33
PRODUCTION SITES
9,124
EMPLOYEES
81
LOCATIONS
WORLDWIDE
FY 2012 figures
Corporate Presentation 2013
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5. A flourishing business
Our solid position is reflected in the sustained growth we have enjoyed in recent years
SALES
SALES GROWTH
NET INCOME
5.5%
411
4.3
CHF BILLION
(+6.6%*)
CAGR* 2008-2012
EBITDA MARGIN
512
CHF MILLION
(9.7% of sales)
REINVESTING
20.4%
FREE CASH FLOW
~10%
OF SALES
INTO R&D IN 2012
CHF MILLION
SALES
44%
IN DEVELOPING
MARKETS
* Like-for-like basis. Excludes impact of currencies, acquisitions and disposals
FY 2012 figures
Corporate Presentation 2013
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6. Sommaire

Présentation de Givaudan

Emergence des usages sociaux en entreprise

Offres du marché – processus de sélection

Stratégie de lancement

Retour d’expérience après 2 ans – « success stories », tendances.

7. Oct 2012
Value Potential and Challenges
of adopting Social Technologies for Collaboration
«28 hours each week is spent by knowledge
workers in writing e-mails, searching for
information, and collaborating internally»
«We estimate that social
technologies can raise the
productivity of knowledge
workers by 20-25%»
«The value creation potential
within and across enterprises
to improve communication and
collaboration is largly
untapped»
«Capturing the full potential will require
transformational changes in
organizational structures, processes
and practices and may take years»
«The greatest benefit will
be realized by
organizations that can
develop open, nonhierarchical, knowledgesharing cultures»
Source (July 2012):
SHAKE status - October 2013
7

8. Social Networking Opportunities
Crowd
Customers
Suppliers
and
Partners
Gain consumer insights
Company Image
Recruiting
Improve customer relationship
(co-creation, sales, customer service)
Improve productivity with suppliers and
partners
(e.g. recruitment, vendor collaboration, etc.)
Empower people and Increase agility and
productivity by:
Employees
Collaborating efficiently across geographical and
organizational boundaries
Leveraging existing knowledge and stop
reinventing the wheel

9. Sommaire

Présentation de Givaudan

Emergence des usages sociaux en entreprise

Offres du marché – processus de sélection

Stratégie de lancement

Retour d’expérience après 2 ans – « success stories », tendances.

10. Enterprise Social Networking – Market Overview

Crowded market, with dominant position
of large brands together with new players

Jive, IBM and Microsoft confirmed their
Leader position in Gartner magic
quadrant

Niche players and visionaries change fast
because the # of deployed users is also
part of evaluation

Available features on the product are very
similar

Key is to focus on expected business
outcomes
Source: Gartner Magic Quadrant Social Software for the Workforce

11. Vendor Selection Criterias









Gartner magic quadrant
Number of users / Market share
Growing trend
Solutions features
Solution usability
Startup- ready to go time
Possible enhancements, scalability of solution
Costs: infrastructure, implementation effort, support & maintenance
Support

12. Sommaire

Présentation de Givaudan

Emergence des usages sociaux en entreprise

Offres du marché – processus de sélection

Stratégie de lancement

Retour d’expérience après 2 ans – « success stories », tendances.

13. Fundamental Ideas of a Social Network
 bringing
people closer together
 establishing trusted relationships
Connecting is good!
SHAKE status - October 2013
Sharing is good!
Discovery is good!

14. The Connected Givaudan: Expanding local networks globally
with high performance collaboration capabilities
 Everyone has the right information at
hand to get his/her job done
Public
 Knowledge is shared openly leading to
more innovation
Customers
and
Partners
 Expertise is easily and globally accessible
 Self-organizing «cells»
Givaudan
Employees
 Fast problem solving processes
The Givaudan Network provides everyone with the resources necessary to be as
productive and efficient as possible.
SHAKE status - October 2013
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15. True Social Business Means….
A company is open to let it’s
employees discuss strengths and
weaknesses in “public”*…
… knowing that not everything
people will talk about will be
positive…
.. and understanding that it’s
managers will have to learn how to
transform “negative” discussions
into positive ones.
*public in this context means: within an enterprise social network, not on the internet

16. SHAKE Rollout

Change Management


Self service education tutorial & video


Onboarding program
Roadshow to main sites (to build advocate network)
Community Managment

Establish permanent enterprise community managemet role (business
owner of Shake) within corporate communications

Develop and maintain a strong global advocate and community
manager network

Foster and animate productive usage of Shake
SHAKE Evolution LB Presentation
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17. SHAKE Rollout

Design


Move from pilot design to a final design that encourages usage and
supports Givaudan Brand
Integration & Security

Integration with OpenText

Integration with employee master data

Security audit

Jive 6 Update

Establish Permanent IT support
Governance

Establish permanent governance framework, policies, guidelines and
analysis of engagement metrics

Establish permanent roles required.
SHAKE Evolution LB Presentation
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18. Sommaire

Présentation de Givaudan

Emergence des usages sociaux en entreprise

Offres du marché – processus de sélection

Stratégie de lancement

Retour d’expérience après 2 ans – « success stories », tendances.

19. SHAKE status - October 2013
19

20. 6000+ registered users
50% are active
Corporate Presentation 2013
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21. 180 active groups with more than 100 views
FOOD
PERSONAL CARE
CONFECTIONARY
FINE FRAGRANCES
BEVERAGES
DAIRY PRODUCTS
ORAL CARE
HOME CARE
LAUNDRY CARE
Corporate Presentation 2013
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22. Groups classification

Formal, top down

Events support
Official
Enabling collaboration
Strong Collaboration
Limited Collaboration



Formal information

Knowledge sharing

One or few motivated
advocates pushing a lot
of information
Peer to peer
discussions
Sharing
SHAKE status - October 2013
22

23. xavier ansiaux
xavier.ansiaux@givaudan.com
EIM Day Paris - June 4th, 2013
23

24. Disclaimer
No warranty and no liability: While Givaudan is making great efforts to include accurate and up-to-date
information, we make no representations or warranties, expressed or implied, as to the accuracy or
completeness of the information provided on this hand-out and disclaim any liability for the use of it.
No offer and no solicitation: The information provided on this hand-out does not constitute an offer of or
solicitation for the purchase or disposal, trading or any transaction in any Givaudan securities.
Investors must not rely on this information for investment decisions.
Forward-looking information: This hand-out may contain forward-looking information. Such information
is subject to a variety of significant uncertainties, including scientific, business, economic and financial
factors, and therefore actual results may differ significantly from those presented.
Copyright © 2013 Givaudan SA. All rights reserved.
Corporate Presentation 2013