being faurecia' begins
TRANSCRIPT
Faurecia spotlights its industrial excellence in three countries
GM truck program wins award for FECT
2015 Chrysler 200 charts new course for midsize sedans
North America
THE JOURNEY TO
‘BEING FAURECIA’ BEGINS
2014
2 3 7
4
M AY/J U N E
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G R O U P N E W S
FAURECIA REAFFIRMS ITS COMMITMENT TO UN GLOBAL COMPACT Faurecia has just ratified the United Nations Global Compact for the
seventh time since 2004. In doing so, Faurecia is reaffirming its
commitment to progress in four areas: human rights, working
conditions, the environment, and efforts to combat corruption.
Each year, participating companies must complete a Communication
on Progress report that describes the progress they have made over
the preceding year. In this year’s report, Faurecia spotlights its
performance on behalf of the environment and better working
conditions. The Global Compact was introduced in 2000 as a means of
encouraging companies around the world to act in a more socially
responsible way. Its signatories currently include 7,000 companies in
145 countries.
Read Faurecia’s report online
at www.faurecia.com
FAURECIA SPOTLIGHTS ITS INDUSTRIAL EXCELLENCE IN THREE COUNTRIES
THE AUDI A3 ON STAGEAn international jury of 69 journalists elected the Audi A3 as the 2014 World
Car of the Year during the New York auto show. It is also a marvelous
recognition for Faurecia, which contributed its expertise to the seating
comfort, the acoustic quality and the design. The seats are assembled at the
Neuburg (Germany) plant and are equipped with high-end functions and
upholstery. As for the instrument panel and the inner dash insulator, they are
produced in the factories in Hlohovec (Slovakia), Mlada Boleslav (Czech
Republic) and Legnica (Poland).
Through numerous activities, such as visits organized for high school and college students, round
tables, best practice sharing, producing a video and an art workshop using exhaust system sections,
nine of Faurecia’s sites in France showcased their activities to the general public. “It is a great way to
promote Faurecia’s excellent expertise and to make young people aware of the career possibilities
offered by our enterprise,” said Victor Neto, Director of Human Resources in France.
In a similar spirit, 12 German sites opened their doors on March 27 for “Boys’ and Girls’ Day,” a day when
more than 120 young people visited plants and took part in practical workshops. And in the United
States, it was the “Take Our Daughters and Sons to Work Day” (celebrated each year on the fourth
Thursday of April), organized at several Faurecia sites. For more details, see the story on page 3.
Could they be Faurecia’s future employees? Thanks to all the sites that opened their doors around
the world:
ss In France: Audincourt, Bavans, Montbéliard, Cercy-la-Tour, Magny-Vernois, Messei, Méru,
Brières-les-Scellés and Poissy.
ss In Germany: Augsburg, Hagenbach, Ingolstadt, Lindau, Neuburg, Neuenstadt, Peine, Peiting,
Reinsdorf, Sassenburg, Stadthagen and Sterbfritz.
ss In the United States: Southfield Customer Center and Auburn Hills Technical Center.
Faurecia responded impressively to the 4th edition of Industry Week in
France: between April 7-13, nine sites opened their doors to the public.
Similar events took place in Germany and the United States. This event
is a terrific way to promote the manufacturing industry’s image and
feature the jobs it offers.
1. Germany 2. France 3. United States
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S I T E L I F E
s New EVP for Automotive Exteriors appointedNiklas Braun has been named Executive Vice
President for Faurecia Automotive Exteriors
(FAE). He began his induction process in April
and has worked closely with Hervé Guyot,
Executive Vice President of Group Strategy, to
ensure a smooth transition.
Braun was previously CEO of the Rehau
Automotive Business Division, a Tier 1 supplier,
and member of the Rehau Group Executive
Board.
He is based in Nanterre and reports directly to
Yann Delabrière, Faurecia Chairman and CEO.
s New FAS Tech Center opens in Auburn HillsThe move to the new North America
Headquarters and FAS Tech Center in Auburn
Hills has begun. The FAS employees, who were
formerly located in Troy, Michigan, have
completed their move. The Design and
Development activities for FAS in North
America are now situated in the new building.
The address is:
2800 High Meadow Circle
Auburn Hills, MI 48326
248 724 5100
Next up to move will be the Country
Coordination team for North America. A flag
raising celebration is scheduled for the
summer.
s New Manager in ArlingtonRobert Skene has been named Site Manager of
the Arlington, Texas Plant (FECT). He was
previously the Senior FES Manager with FAS in
North America. He replaces Max Jones who has
accepted a position at the Spartanberg, South
Carolina Plant (FECT). Skene reports to Clint
LeBeau, Plant Manager in Dexter, Missouri.
SOUTHFIELD, AHTC CELEBRATE KIDS AT WORKRecently, the Southfield, Michigan Customer Center (FIS), Auburn Hills, Michigan Technical Center
(FIS), and other tech centers took part in “Take Our Daughters and Sons to Work Day.”
At AHTC, about 20 children between the ages of 5-16 attended. Olivier Boinais, Industrial Design
Manager, presented the Design team’s roles and responsibilities. The team then gave
demonstrations on design tablets, and gave the special visitors an opportunity to try them.
Jay Hutchins, Director of Marketing and Product Planning for FIS in North America, gave a short
marketing presentation. He covered the target market including: place, price, products and
promotion. Hutchins split the group into teams and they thought about what they would like to
see in cars. AHTC provided a light breakfast for the visitors.
In Southfield, engineers volunteered to show a CAD (computer-aided design) / CAE (computer-
aided engineering) demonstration, including 3D animation with full dummy simulation. They also
had a CAD station set up with a space ball so the kids could move the data around the screen, cut
sections and change colors.
During the Senior Management Meeting for the top 300 executives in the
company worldwide, held March 24-26, top management shared their road
map and vision for the future. They also took time to recognize successes
from the past year. They honored Best Plants, Best Acquisition, Best
Program, Best Innovation, Best Customer Management, Best Division and
awarded a special Coup de Coeur prize.
North America was well represented with several nominations, including the
FUELS program for the Coup de Coeur prize.
Champion performance Sharing the honor of Best Program was the FECT K2XX program (Chevrolet
Silverado and GMC Sierra pickup trucks) and the FAE Audi A9 program. The
Group noted the financial performance of the programs and the high level of
GM TRUCK PROGRAM WINS AWARD FOR FECT customer satisfaction for both. Kevin Kimmet, Vice President of Sales and
Program Management for GM and the GM Customer Business Unit for FECT
North America, accepted the award for North America.
The K2XX program is the largest program for FECT and GM. FECT supplies the
production from five Faurecia plants. The launch of the program went well;
FECT was not late on parts delivery and there were no serious complaints
about quality from any of GM’s four assembly plants that we supply.
“One of the most important factors in this successful launch was having a
stable team with experience in place,” said Mike Virtue, Director of Program
Management. “Another key was good communication and cooperation
within the entire FECT/GM team.”
Employees from the Southfield Customer Center brought their children to work on April 25 as part of a special event. The children had special activities, demonstrations and a breakfast while they visited.
The new culture, called “Being Faurecia,” gives us a purpose, values to guide
our actions and a common language that will come to define what Faurecia
means in terms of creating value for all of our stakeholders – employees,
customers, suppliers and our local communities.
“During this very rapid globalization and growth period, our emphasis was on
developing systems and processes that delivered quality and performance
to all of our customers around the world. The Group focused strongly on
short term results both to achieve a sustainable financial performance and
to manage the cycles of the automotive industry,” said Yann Delabrière,
Chairman and CEO of Faurecia. “The company is re-defining its mission and
cultural model so that managers can act with the mindset and values to drive
our performance.“
Our new DNA Now, all employees are needed to start the journey and stay with it to see
it through. It won’t be quick, but in the end Faurecia will be a company
committed to creating long-term profitable growth through customer
intimacy, innovation, leadership positions and engaging all of its teams.
Focusing on day-to-day performances remains a priority, because it fuels
our development and ensures customer satisfaction. Faurecia is also a
responsible company dedicated to a safe and healthy workplace, staying
involved with local communities and transparency.
“Being Faurecia is our company vision. It will enable future generations to
rapidly integrate the company and facilitate self-sustainable growth in all of
our regions,” Delabrière said.
Day-to-Day roadmap The Group has published several tools as the journey begins. It will take time
to implement things, but if every employee is on the journey together,
results will be seen and felt. To start with, look for:
ss New mission statement
ss New values
ss New code of ethics
ss New or revised Faurecia Core Procedures (FCPs)
ss A list of green and red behaviors
A series of books have been published that details the plan, these tools and
more. Each employee will receive a copy. Electronic copies are also available
on the Faurecia intranet.
Expectations The new culture will encourage employees to be more autonomous and
accountable for their actions. It will foster the entrepreneurial spirit,
especially when people demonstrate respect, energy and strive to be the
best. In short, it plainly tells us what is expected.
How will that be put into practice? You should be able to look to managers
as role models for how to behave. In addition, the Group has a list of actions
that can serve as concrete examples of acceptable and unacceptable
behavior. They are included in the “Code of Management,” one of the books
available. This list will also be updated and reviewed regularly online.
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THE JOURNEY TO BEGINS
During the Senior Management Meeting in April, a movement began. For the past year, the Board of Directors
and Executive Committee have been working to define a change in culture that Faurecia needs to make.
Faurecia is a young company, and with two significant acquisitions in 2010 (EMCON and Plastal Spain and
Germany), it became clear that a new mission and cultural model was needed to help us as we grow.
VALUE CREATION
A SHARED CULTURE
PRAGMATIC
OPERATIONAL
SYSTEMS
DECENTRALIZED
ORGANIZATIONAL
PRINCIPLES
EFFECTIVE
PEOPLE
DEVELOPMENT
A SHAREDCULTURE
EXEMPLARITY
RESPECT
ENERGY
ACCOUNTABILITY
AUTONOMY
ENTREPRENEURSHIP
There are four categories of behaviors, 55 actions in total so far. Many of
them are drawn from the Code of Ethics. An example of a green behavior is:
DO encourage your teams to express opinions freely. Organize regular
brainstorming sessions to improve performance. Implement Improvement
Ideas.
An example of a red behavior is: DON’T react with anger when receiving bad
news. Don’t shoot the messenger and don’t seek to assign blame. Analyze
the situation and look for solutions.
Business behavior(s) To plan the long-term vision and priorities, the company will use the PMT
(Mid-term plan). Faurecia is benchmarking competitors and other players in
the industry, and the PMT planning tool will map how to close the gaps
between where we are and where we want to go. It will determine what
strategic steps to take and the budget for moving forward.
The FCPs have been simplified to speed up decision making and increase
autonomy. For example, today it takes seven approvals to hire a serial buyer
in China. With the new strategy it will take three. The new FCPs are online in
the library on the intranet.
In terms of developing our people, managers will be autonomous and
accountable. “Decisions will be more decentralized as a result of ‘Being
Faurecia’ as we will be empowering managers through new and simplified
procedures,” explained Jean-Michel Renaudie, Executive Vice President
of FIS. “With this in mind, managers are to be held accountable for the
performance. Transparency and management escalation are essential.”
Being Faurecia will change the way talent is developed to fill these roles.
It will also change the review process, to make it more objective and fair.
In addition, the company is putting in place more training. The goal
is to recognize good performance but also not accept repeated poor
performance. Managers and Professionals will be assessed on behaviors in
line with red and green, leadership competencies, as well as objectives.
Being Faurecia is not something that will happen overnight, or even in a week
or a month. But with these tools and guidelines, the change can be felt and
will be noticed. We want to shift to something more open to the world and
our customers, approach our business with more energy that will drive
innovation. We have to think about what’s next.
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MISSION STATEMENTFaurecia generates profitable long-term growth through
ss Sustained partnerships with all our customers
ss Clear anticipation of customer needs
ss Value-creating innovation
ss Market leadership positions
ss Federated and motivated teams managing our global deployment
Faurecia delivers strong day-to-day performance thanks to
ss Solid, product-driven systems and methodologies
ss Excellence in engineering, program management and manufacturing
ss Relentless focus on quality and costs
Faurecia is committed to social and environmental responsibility and fosters
ss A safe and healthy workplace
ss Positive involvement in the local communities
ss Internal and external transparency
OUR VALUESBehavioral Values
Respect Building long-term partnerships with all stakeholders and treating
them fairly and with respect. Developing employees from all
cultures to their full potential and recognizing good performance.
Examplarity Acting as role models, using the Code of Management as a guide
for behavior. Apply the Group’s systems and methodologies
pragmatically to achieve engineering and manufacturing excellence
through continuous improvement.
Energy Harnessing the drive and passion of employees to achieve goals and
develop value-creating innovations. Reacting to changing situations
with agilty and speed.
Managerial Values
Entrepreneurship Being entrusted with the management of the company’s tangible
and intangible resources. Taking initiatives for business development
and value creation to become the industry benchmark.
Autonomy Being empowered to manage within one’s scope of responsibility
and within a system of auto-control. Respecting Group rules and
acting with transparency at all times.
Accountability Taking full responsibility of one’s scope of responsibility. Committing
to business performance and people development.
THE JOURNEY TO BEGINS
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P R O G R E S S R E P O RT
In the months that have followed, progress has been made in several areas.
Human Resources Through simplified recruiting procedures, several key strategic positions
have been filled. New Directors are in place for Information Systems,
Communications, and Management Development and Recruiting. This will
reinforce the administrative support functions within the Country
Coordination Group.
Several new programs are in place now to address retention. For example,
there are new training programs and a rotational program that gives more
visibility to skills and jobs within departments. In addition, for the first
time, the team did a “People Review” for all North American Managers and
Professionals. This process looks at individual performance and develops a
more precise action plan for the future.
For our college recruitment activities, the list of partner schools has been
refined. The schools on the list have programs that are now much closer to
our needs. “This will improve and accelerate the recruitment process,” Mauge
explained. “We will be able to propose the right candidate for the right job
more often.”
Faurecia University One of the major wins for the new region is the successful launch of Faurecia
University North America. This regional offshoot of the global program has
already trained more than 300 people in the first few months of existence
MOVES IN HR, FAURECIA UNIVERSITY, MEXICO STRENGTHEN NORTH AMERICA
and is aimed at 1,400 trained people for the year. Classes were launched in
Mexico and the United States. Each month there are more and more classes.
The first Orientation Day was held May 5-6. The next major module to launch
is the PC&L trainings, where the resources need to increase dramatically
because of the recent growth. The new website has launched, with a
calendar, registration information and course descriptions.
Mexico The team in Mexico has changed in the past few months. According to
Mauge, “We have an excellent team in place now – with a strong HR Country
Manager and new General Managers for FIS and FECT.” He said the first
Mexico Country Coordination meeting was recently held, including
attendance from IT, HR, Non Production Purchasing and the regional BG
managers.
The team in Mexico also launched GlobalView in April. “This is an important
achievement,” Mauge said. “It’s a major milestone for precise management of
our workforce in Mexico, according to FES.”
Customers and Finance Two of the other areas where it has been important to improve is with
customer relations and with the Finance organization. Changes to the
structures and the new NA organization have led to a stronger Finance team.
They have a more unified approach and, with the new Mexico organization,
have a more common approach throughout the region, especially focused
on better managing international trade, taxes and banking. They also have
reviewed their team through the People Review process, new classes have
been added within Faurecia University and a task force has been created for
improving our Internal Control Basics rating all over the region.
Customer relations is also being strengthened. With the help of all of these
steps and events like the Tech Day at General Motors, held in April (see story
on page 8), we are working to create closer ties to our important NA
customers.
There is more work to do, Mauge stressed. But our roadmap is in place and
these wins set the foundation for a more autonomous North America
moving forward.
The Faurecia University NA website can be found on the intranet:
http://group.intranet.faurecia/sites/ia_University_North_America
Last summer, changes were made to strengthen North America.
Jacques Mauge was brought in as Chairman of the region, and he
quickly began working with the business groups and support
functions to address several issues. In September, Mauge rolled out
an action plan that would lead the NA organization to be stronger
and more nimble and autonomous.
Jacque Mauge, Chairman of Faurecia North America.
The first class of Faurecia University North America Orientation Day.
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A show stopper since its debut this winter, the all-new
2015 Chrysler 200 has leapfrogged expectations for a midsize car. New from
the ground up, the 200 has an elegant exterior design, a thoughtful and
beautifully crafted interior, and an exceptional driving experience. Of its
accolades, most recently it was named one of the 10 Best Automotive
Interiors by WardsAuto.
“Designers paid extraordinary attention to detail in the new Chrysler 200C
interior design and it shows. Specially engineered wood veneer sweeps
across the instrument panel and has a wonderful natural feel,” said Drew
Winter, Editor-in-Chief of WardsAuto World magazine.
I N N OVAT I O N
Dimensionsss Length: 192.3 inches s Width: 73.6 inches
ss Height: 58.7 inches ssWheelbase: 108 inches
ss Cargo volume: 16 cubic feet
Enginesss 2.4-liter Multiaair2 Tigershark SOHC I-4 that delivers 184 hp and 173
lb-ft of torque, with an EPA estimated fuel economy of 23/36 mpg
(city/hwy)
ss 3.8-liter DOHC Pentastar V-6 that delivers 295 hp and 262 lb-ft of
torque, with an EPA estimated fuel economy of 19/32 mpg
ss Front-wheel drive and all-wheel drive available
ss Four models available: Chrysler 200 LX, 200 Limited, 200S and 200C
Exteriorss Timeless American design based on simple elegance with sensual lines
and fluid surfaces
ss Grille and headlamps are integrated for the first time
ss Comes with signature light pipe, or available full-LED daytime running
lamps, LED fog lamps and standard LED tail lamps
ss New body structure, including laser-brazed roof welds, delivers
increased torsional stiffness
ss Available 17," 18" or 19" wheels in steel or cast-aluminium
ss 11 exterior color choices
For more information about the 2015 Chrysler 200, check out the video on myFaurecia.com.
Interiorss Hand-sculpted, fluid shapes and clean expressive surfaces
ss Open pore wood trim was design to “hold” the IP in place visually
ss Furniture-like mechanisms like the sliding cup holders
ss Innovative center console, featuring a rotary shift knob that doesn’t
need the mechanical linkage of traditional shifters
ss Open pass-through storage accessible by driver and passenger, opening
at the rear of the console allows wires and cables to connect directly to
power supply
ss 7-inch LED full-color instrument cluster in a format similar to an iPhone
ss Available UConnect with 8.4-inch touchscreen command center
ss Interior colors inspired by American locations – New York City, Sausalito
and Detroit
Safetyss Most available safety and security features in the segment with 60
ss Adaptive Cruise Control-Plus, Full-Speed Forward Collision Warning-
Plus, ParkSense Park Assist
ss Standard electronic parking brake with SafeHold
ss Electronic stability control, electronic roll mitigation, four-wheel
anti-lock disc brakes, rear back up sensors and camera, blind-spot
monitoring, LATCH child seat anchors, rear cross path detection
ss Constructed with approximately 60 percent advanced-technology
steel, for a strong safety cage and robust crashworthiness
Faurecia supplies the instrument panel, door panel and center console from
the Sterling Heights Plant, Fraser Plant and Masonic Plant, all in Michigan.
The complete seat is produced at the Sterling Heights Plant (FAS) and the
front-end module is produced at the Sterling Heights Plant as well.
In addition to an interior with a “wow factor,” the Chrysler 200 offers an
innovative all-wheel-drive system, two world class engine options, the most
available safety and security features (60) in its segment, a Alfa Romeo-
based chassis and all around value for the money.
It’s produced at Chrysler Sterling Heights Assembly Plant and will be
available before summer.
2015 CHRYSLER 200 CHARTS NEW COURSE FOR MIDSIZE SEDANS
All four of Faurecia’s Business Groups recently gathered at General Motors’
Tech Center in Warren, Michigan, for a Tech Day. The event, held April 2-3,
highlighted innovations from Faurecia’s Automotive Exteriors, Automotive
Seating, Emissions Control and Interior Systems groups. Close to 300 people
attended the event, which featured dozens of innovations, including:
ss Composite Future (FAE)
ss Seat Mechanisms (FAS)
ss The Bio Wall (FIS)
ss Adaptive Valve Technology (FECT)
The event also featured a VIP tour and design event.
Faurecia holds Tech Day events around the world each year. It is an
opportunity to give customers an exclusive, close-up look at what the
company can offer now and the direction of future products.
“The importance of this can’t be understated,” explained Kevin Kimmet, Vice
President of the GM Global Division, FECT, “because it’s what GM looks for
in order to maximize their value proposition in the marketplace and it also
provides Faurecia a similar opportunity to maximize our value proposition as
we sell innovation to this key customer.”
Tech Days are crucial for not only showcasing Faurecia’s innovations, but
also learning first-hand what the customer needs. “Tech Days are valuable as
business development showcases for our innovations to the customer, but
we also benefit by getting early feedback on new concepts. Guided by this
feedback, our innovation teams can continue to progress ideas in directions
that will create value for Faurecia, the OEM and the end user,” said
Matt Benson, Advanced Innovation Manager at the WestWorks Innovation
Center.
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S P OT L I G H T
Faurecia infos North America is a bimonthly newsletter published for Faurecia employees in the region. It provides and extends knowledge about the company, its people and activities. It delivers information about Faurecia’s processes, goals, performance and culture.
May/June 2014 Copyright 2014. All rights reserved.
Printed on recycled paper and uses soy-based, environmentally friendly ink.
For questions, comments or article suggestions, please write to [email protected].
Editor-in-chief: Tony Sapienza Managing Editor: Christina Wootton Contributor: Christian Furmanski
wha
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Thanks to the Cleveland, MS Rotary Club for being a captivated audience this week! The group of business and community leaders invited Keith Kirk (Plant Manager at Faurecia’s Cleveland Plant) and Mark Boldin (VP of Operations for Automotive Seating) to speak about our local activities. We’re grateful for a chance to share our recent work with the local community
The final piece is in! Here’s a first look at Faurecia’s new North America HQ.
Twitter/FaureciaNA
@FaureciaNA: 1 vehicle every second: bit.ly/1gYabQr #Faurecia #Innovation
@CleanAirMedia: Faurecia supplying parts for 2015 VW Golf | just-auto.com | ow.ly/w032T
@Lynn_K: @AuburnHillsCC @FaureciaNA thank you for your support of Excellence in Education and specifically Manual! Way to go.
GM TECH DAY SHOWCASES INNOVATIONS, START CONVERSATIONS ABOUT THE FUTURE
A B OV E Mike Twork speaks about the latest products from FIS at the GM event.
B E LOW John Perraut demonstrates live one of Seating’s innovation, a bonus for a small group during a Tech Day.