Archroma-Sustainability-Report-FY2018 - Flipbook - Page 76
The Archroma people management philosophy works on the guiding principle to attract, manage and
develop talents, fit to Archroma’s culture and capable of fulfilling the company’s goals and objectives
in the most effective and efficient manner
There are three aspects to talent management at Archroma: talent acquisition, performance monitoring
and talent development.
This tends to be generated throughput the organization based upon the current and future business needs.
The total number of Archroma employees grew by 30 from 2 954 in FY2017 to 2 984 in FY2018, as a result of
retirement, voluntary resignations and termination.
We hired a total of 205 employees in FY2018, 59% of which were under 35 years old, and 27% were female.
Of these new employees 74 % were employed with permanent contracts. Overall 97% of all employees are
employed with permanent contracts.
This has two components; the tangible or “what” component, describing a specific desired result, and
the behavioral component used to achieve the results, based on our ACTS culture pillars and leadership.
Performance management is run on an annual cycle. Employees are initially rated by their managers and
this is then followed by a company-wide calibration process. This is then reviewed both at a local level
by local leadership and also at a global level by the global leadership team. A final presentation to the
board of directors allows input regarding future direction and focus for Archroma management. This is
then cascaded throughout the organization in order to ensure consistency throughout our organization.
% with Review
% with Review
Capability covers to be those organizational skills that are required in order to fulfil the organization future
objectives. They are much broader in scope and address such aspects as periodic Code of Conduct training
or those programs run under the Archroma Academy, focused on improving functional efficiency, for
example for procurement, operational or commercial excellence, such as negotiation skills or value-based
Both of these requirements tend to be linked. If we identify that a large number of individuals requires the
same or similar skills improvements, then we address it under organizational capability, rather than individual
skills, and organize the training scope accordingly. An example of this in FY2018 was the global program on
English language training, which was escalated to the whole organization from a local training initiative.
Performance Reviews Data
Skills requirements are assessed at the country level, where the performance management process
identifies skills gaps for individuals. Specific local programs are initiated to provide the training require
to bridge the skills gap, these can be for individual employees or groups. These training initiatives tend
to be sources locally and managed by the local leadership..
Our development process addresses four aspects:
Within our cultural pillars we believe that feedback is essential to drive alignment within our organization.
Goal setting at all levels of the organization is driven by the annual operating plan, and this is a combination
of what needs to be achieved and the behavior in how we achieve the results as guided by the ACTS cultural
* All senior executives employed for the complete financial year have had performance reviews.
Leadership is considered as a key capability for the organization. Assessment of the organization’s current
leadership skills level and delivery of improvement training is done by the Human Resources (HR) teams.
In FY 2018, the HR team designed the leadership model and its detailed associated behavior with the
global leadership team. In addition, a 360° tool was developed to provide insight to our leaders and help
participants move forward with their development action plans.
We promote an outward Mindset in our organization. In the reported year, we focused specifically on the
C of the ACTS: Customer & Market Focus, as we introduced a new commercial strategy based on customer
intimacy and system selling, and it was crucial to help the whole organization understand how all employees
are instrumental in delivering the commercial strategy and how the ACTS culture helps us towards this
goal, with Accountability for Performance and Customer & Market Focus. We therefore dedicate a substantial
amount of time in the introduction of the commercial strategy and its objectives to the entire organization
and resultant monitoring and reporting on progress.
The Archroma Leadership Team is deeply involved in all four aspects with input from the Board