Archroma-Sustainability-Report-FY2018 - Page 70



ENHANCED
A STRONG SENSE OF OWNERSHIP
Compensation and Benefits
Archroma commits to provide competitive and fair compensation that includes all pay and benefits,
providing a “Total Compensation” package consistent with the varied practices in different regions of the
world. The employee package typically includes base pay and, as appropriate, variable pay. In order to
support the group’s growth goals, the variable pay plans will make clear distinctions between high and
low performance, resulting in different levels of pay-out.
All of our compensation and benefits for permanent and temporary employees are in line with local
legislation.
Our family support policies include maternity and paternity benefits and provide additional leave over
and above the stipulated leave entitlement by local law to ensure that are employees can focus on their
children and not have to make sacrifices between the needs of the workplace and home.
Archroma has two variable pay plans in place: The Group Incentive Plan (AGIP) for non-sales employees
and the Archroma Sales Incentive (ASIP) for the sales force. Targets are established and communicated
in the beginning of each financial year.
Chess and
mahjong
enthusiast Orion
Wu puts his sharp
strategic mind
to work as Head
of Business
Development
in China.
The market may have changed a lot since Orion Wu
first joined Clariant in 2007 as a lab technician,
but Orion believes Archroma is continuing to adapt
effectively. He is now Head of Business Development
in China, and the business he oversees has shifted
its strategy profoundly in recent years.
Archroma is well suited to this kind of flexibility,
Orion suggests: “Archroma is more open and
efficient” than a larger organization. It also has a
culture that nutures “a strong sense of ownership.”
He describes the company culture in six powerful
words.
Before the company became Archroma, Orion
explains that ”our regional business development
followed the global product portfolio and strategy.”
But today, the focus has moved towards an e
mphasis on local market and customer focus: local
solutions to local challenges. He cites the Lanasyn®
M-CFL and Foron® Black RD-GWF dyestuff ranges,
and the upgrade of the Umidol® chemical range as
examples of products carefully tailored into system
solutions to increase productivity or create value
for local markets.
Orion’s strategic mindset is nourished by the
ancient games of chess and mahjong. Chess makes
you think about what will happen next, while
mahjong reminds you not to forget about your
rivals. Both are important lessons in sustainable
growth, which, as Orion explains, “comes through
either innovation or competition.”
Competition may be crucial, but for Orion,
Archroma is like a family. Working together is
fundamental to its success, as the best and most
original ideas stem from great teamwork.
In the FY2018, the bonus payout for AGIP has been established at a rate of 58% of target.
We globally use survey data from Mercer and Aon Hewitt to ensure that we have competitive market data
for building salary market ranges. Our usage of this data helps us have checks and balances, in place to
ensure that the always stay above minimum local wage and in most cases be very competitive in our
compensation and benefits. We do not have workforce that is paid majority at or below minimum wage.
Average
Gender
Compa-Ratio
Female
Male
Total
Senior Executive
N/A
N/A
N/A
Senior Management
77.2
80.6
80.1
Middle Management
100.8
109.6
107.8
Junior Management
100.6
105.9
104.0
No Management
95.5
117.1
114.0
Total
98.8
112.4
109.4
That sense of ownership at Archroma is key:
it “encourages us to keep improving ourselves –
and Archroma as well.”
“SEE IT, OWN IT, DO IT.”
70
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