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Business Partner – Organisation und Kompetenzen

Stefan Schnell, Leiter Corporate Controlling, BASF SE

Achieving more with less – Wirkungsvolles Controlling3. – 4. März 2016, Hilton Vienna

36. Österreichischer Controllertag

Agenda

1 BASF – We create chemistry

2 Business Partnering approach in Controlling

3 Change Management towards Controllers as Business Partners

4 Controlling 4.0 – new requirements on Business Partners

Mar 4, 2016 36. Österreichischer Controllertag 2

Demographic challenges set the stage for the future of the chemical industry

In 2050: More than nine billion people but only one earth

Resources, Environment and Climate

Food and Nutrition Quality of Life

Chemistry as enabler


Our purpose

We create chemistry for a sustainable future


Platzhalter für Bild

We add value asone company

We innovate to make ourcustomers more successful

We drive sustainablesolutions

We form thebest team

Our strategic principles


BASF – We create chemistry

Our chemistry is used in almost all industries

We combine economic success, social responsibility and environmental protection

Sales 2014: €74,326 million

EBIT 2014: €7,626 million

Employees (as of December 31, 2014): 113,292

6 Verbund sites and 353 other production sites


Data for 2015 will be published on press conference February 26, 2016.

BASF segments

Crop Protection

PerformanceProducts

Dispersions & PigmentsCare Chemicals

Functional Materials & Solutions

AgriculturalSolutions

Nutrition & HealthPerformance Chemicals

Oil & Gas

Oil & Gas

Chemicals

Monomers

Intermediates

Petrochemicals

Functional Materials & Solutions

ConstructionChemicals

Coatings

Catalysts

Performance Materials


Organization of BASF Group

Combined into five segments,13 divisions bear operational responsibility and manage the global and regional business units

The operating divisions develop strategies for the different strategic business units

Regional divisions contribute to the local development of the business, help to exploit market potential and are responsible for optimizing the infrastructure for our business

Three central divisions, six corporate units and ten competence centers provide services for the BASF Group such as finance, investor relations, communications, human resources, research, engineering, site management or environment, health and safety


BASF worldwideSites

Regional centers

Selected production sites

Verbund sites

Selectedresearch sites

6 Verbund sites and 376 other production sites BASF companies in more than 80 countries BASF supplies products in nearly every part of the world


Agenda

1 BASF - We create chemistry strategy





Controlling in BASFMain tasks

Planning & Performance Mgmt. Strategic Planning Operational Planning Forecasting Reporting & Communication Target Setting

Interface Management Systems & Tools Organizational Interface Management Group wide Projects & Initiatives Training/Education/Support

Business Analysis Business Consulting & Analysis &

Recommendations Strategy Definition & Projects

Governance & Compliance Policies & Procedures Internal Control Effectiveness Audits


The global Controlling organization

Decentralized Controlling UnitsCentralized Controlling Units

Strategic Planning & Controlling

Competence Center

VerbundSite

Competence CenterControlling

Operating DivisionControlling

Verbund Site Controlling

CompanyControlling

RegionalControlling

Corporate Controlling

Business Center/ Company

Business UnitControlling

Regional Division

Operating Division

Business Unit

CEO CFO


Controllers’ communication platforms

Global Controller Meeting & Workshop (2-3 times per year)

OD ControllerJour fixes(monthly)

Controlling ExpertGroup

(every two months)

European BU Controller Meeting (3 times per year)

Regional / Functional ControllerJour fixes

(every 2 months)

Global Controller Conference

(every 2 years)

Corporate Controlling

Systematic communication platforms are a key to our successMar 4, 2016 36. Österreichischer Controllertag 13

Business Partnering maturity evaluationin 2009 and 2013


55%

Controlling

45%

11%Asia Pacific

South America6%

29%

North AmericaEurope

54%

Business

Support of CTcon, management consultants

Interviews and questionnaireswith Business + Controlling representativesacross Divisions, Regions and Functions

Year 2013: follow-up to 2009 survey with increased scope

Three areas of assessment of BASF Controlling:- Controlling in general- Controlling Business Partnering roles + skills- Controlling Community & HR measures

Improvement ideas were identified in each area of assessment

Year 2013

4%

21%

34%

56%

47%

48%

4%

3%

6%

69%

19%

24%

58%

4%

31%

22%

56%

31%

65%

4%

3%

14%

53%

18%

38%

65%

Other

Navigator

Policeman

Partner

Administrator

Internal consultant

Architect

Innovator

Change agent

Number cruncher

Sniffer dog

Communicator

Economic conscience

Controller Business Partner Controllers' self perceptiongenerally close tobusiness assessment

Strong development inpartner, internal consultantand navigator roles(double-digit growth vs. 2009)

Trend in line with expectedfuture Controlling roles

Maturity evaluation: favorable development of Business Partnering roles


“Number cruncher” still prominent role from business’ perspective

Year 2013

Scaleaverage

Very high

Personal requirements Interactive skills Commercial attitude

Maturity evaluation: Controllers' Business Partnering skills on good level

Good level of satisfaction with current status, close to target Generally target picture confirmed, high degree of importance for skills Similar assessment of Controlling & business regarding importance & current status Improvement potential especially regarding Forward looking & external awareness,

Constructive challenging, Business acumen & responsibility and Initiate and drive changeMar 4, 2016 36. Österreichischer Controllertag 16

Maturity evaluation: strengths and development opportunities

High satisfaction with Controllingsupport

Favorable development of Business Partnering related Controlling roles

Controllers' Business Partneringskills on good level

Strong Controlling Community

Controllers' role perception and fulfillment

Optimization of Controllingactivities and processes

HR-related measures

Strengths Development opportunities


Development opportunities and follow-up measures were defined

Agenda






Controlling in BASF?


From bean counter or number cruncher of former days to…

…sharing and driving the business vision


Change in mind-set


From the vision to concrete examples…

BASF Controller Mission

As a part of the management team, we proactively…

…enforce compliance with group reporting procedures.

…foster dialogue and cross-functional comprehensive understanding within the organisation.

…guide, challenge and consult the organisation towards economical decision-makingand value generation.

… secure management understanding of the economic situation of BASF


Business Partnering in BASF Controlling

…work jointly & proactively with businessas a trusted partner & challenger

…masterfunctional & methodical

Controlling skills

…take responsibility forbusiness performance &

strategic alignmentAs

Business

Partners @

BASF Controlling, we…


Business Partnering: the way to fulfill the BASF Controller Mission

To be a true Business Partner…

Value oriented mindset Forward looking & external awareness Business acumen & responsibility Initiate & drive change

Commercial attitude

"Controllers help you to reach a higher level"

Analytical excellence Integrity & objectivity Standing & backbone Reflection & learning

"Controllers help you to manage complexity"

Personal requirements

Concise communication Constructive challenging Ability to convince Trusted relationship

Interactive skills

"Controllers help you to make the big points"


1st

Controllers’ Excellence

Award

Business Partnering developmentOverview of modules 2009 - 2016

1st

Controlling Leadership

Program

1st

Business Partnering Seminar

1st

Controlling Talent Program

1st

Controllers' Quarterly

2015

Global roll-out of

Business Partnering @ BASF

Controlling

2009 2011 2012

1st

Business Partnering

Award

2013 2014

Bus

ines

s Pa

rtne

ring

Mat

urity

Eva

luat

ion

Controllers' Mentoring Program

Living Business

Partnering Toolbox

2016


Controllers’ QuarterlyThe newsletter for our global community

Provide a platform which informson current projects and initiatives

Give the opportunity to presentideas and best practice approaches

Update on HR development

Bring the global Controlling Community closer together

„Communication

as a key toour success“


All Controllers and other interested BASF colleagues can register

Controllers’ Excellence Award 2016Targets & evaluation criteriaTargets:

Contribute to achieving BASF’s economic goals

Continuously drive Business Partnering in BASF Controlling

Support the development towards Controlling 4.0

Encourage technology trends in industry

Continue in being “world class” (Hackett)

Sharing best practices inside the Controlling Community

Honor best approach with rewards

Evaluation criteria: Innovative ideas to increase effectiveness and efficiency Already implemented Controlling excellence approaches

Impact on Business Partnering in the respective unit

Feasibility and transferability to other units

Economic benefit / value added for BASF High performance team approach


Share best practices globally and honor best approaches

Business Partnering Toolbox


Controllers’ Business Partnering Toolbox expansion in 2015

Business Partnering PyramidPhysical tool for self-reflection

Integrated

Individual

Tangible

Sself-rewarding


Continuous improvement on Business Partnering skills

• Identify stakeholders• Individually locate

stakeholders based on frequency and level of integration

• Define the relationship with your stakeholders

• Identify improvement needs

• Evaluate BP actions to improve the integration into business decisions

Seek for integration

Freq

uenc

y of

coo

pera

tion

Level of integration

ManagementTeam

MarketingSales team

Production

Operations/Supply Chain

OD Controlling

Evaluation of relationship

Controllers’ Stakeholder Matrix


Identify Controlling stakeholders and understand their needs

Talent development in Controlling

Recruiting

Onboarding

TrainingPersonnel Development

• Trainee Program• Key university concept• Graduate marketing• Retention program

• Global Welcome Webcast

• Introduction Package• BASF Campus

seminar• Newsletters

• Business Partnering• Finance &

Controlling Academy

• Global Talent Review• Global Personnel Ticker• Development Patterns• Talent Program• Leadership Program

Comprehensive approach to support talent developmentMar 4, 2016 36. Österreichischer Controllertag 31

Controlling talent management is executed at corporate level

In order to achieve transparency on talents, a Controlling talent pool has been implemented. Controlling talents have the potential to qualify for a key positionand/or become part of the pool of executive candidates.

Controlling talents

3.62.1

DevelopingReady

Inexecutivepositions

Developing

In keypositions

Ready

All Controlling employees

Executive candidates


Controlling FinanceBusiness: Marketing, Sales, SCM, ...

GeneralManagement

Ste

ps w

ithin

dev

elop

men

t pat

tern Getting Controlling

know-how as preparation for career development intogeneral management

Career development in Controlling also enables a business career

Deepening Controlling knowledge to supporta functional career (e.g. finance)

Focusing at Controllingcareer development by taking various positions in Controlling functions

Various development patterns possible and desired

Talent development in ControllingDevelopment patterns


Controlling Community Mentoring Program

Enriching the Controlling Community with a relation-based personnel development instrumentObjectiveObjective

Controlling employee w/o leadership responsibility driving own development

Level 5 Controller with minimum 3 years leadership experienceMentee Mentor

Scope

Matching

Scope: Cross-unit exchange within the

Controlling Community Optional: cross-regional / cross-

cultural

Matching: Questionnaire covering

preferences based on individual development needs

Validated by Controlling Senior Management

12 m

onth

s


First year of mentoring program successfully conducted

Finance & Controlling Academy


BASF's Finance and Controlling function is World-Class

"The Hackett Group" has given the Finance and Controlling processes the highest efficiencyand effectiveness rating

BASF is the only European company, which has been rated “world-class” three times in a row

Hackett Value Grid™

High

World-Class

Effe

ctiv

enes

s

High

EfficiencyLow

1Q

1Q

BASF 2010

BASF 2005

BASF 2006

BASF 2007

BASF 2013

Other Companies

Hackett BenchmarkBASF Controlling & Finance World-Class


Agenda






We add value asone company

We innovate to make ourcustomers more successful

We drive sustainablesolutions

We form thebest team

Shared Controlling Services & Reporting Excellence at BASF

Efficiency hikes via harmonization, automation and bundling

One common reporting language, less complexity without added value

Focus on Business Partnering

Bundling ensures high data quality

Further professionalization in reporting activities, enhanced knowledge management

Take advantage of industry best practices


Bundling of Controlling tasks:Controlling Services support Business

Quality Bundling of report generation steps ensures consistency and data quality Better practice reporting solutions at BASF spread across units

Efficiency Efficiency gains will be achieved through economies of scale and scope

Business Partnering

Controllers remain main contact for business and management Increased focus on Business Partnering Controllers start from a provided reporting basis (no initial production)

Business reporting

Shared Service Ctr.Controlling

Business Partnering

Business

Future set-up

Controlling Services


Quality of reporting will be enhanced and efficiency will be raised

Big Data & Analytics in Controlling

“During the last 2 years more data has been created then in the last 2014 years”

“BASF has created 9,5 Peta Byte but we are only using 10% actively”

Big Data is said to have five dimensions: volume, velocity, variety, veracity & value

Big Data requires new approaches (technology, tools & architectures and methods) to solve new and old problems in a better way


Leverage technology for better Controlling and Business Partnering

Controllers’ role and organization are changing, as will do employee profiles

Source: Horvárth & Partners


…but to the better, and towards more Business Partnering

Change in the role of Controllers: Share of machine decisions

Source: Horvárth & Partners


Significant changes to the role of Controllers are yet to come…

Achievements 2015Direction defined

Milestones 2020Controlling 4.0 in place

Milestones 2025Controlling driving agility

Active Change Management Target Picture “Controlling 2025” in BASF


Implementation of "Reporting & Analytics Strategy“ and "Future Consolidation" initiated

Operational Planning and SBU strategies aligned

Market oriented business steeringand target setting enabled

Business Partnering establishedin Controlling

Controlling Services set up Comprehensive personnel

development in Controlling Community in place

“Big Data” usage rolled-out and change management in full swing

Users excited about fully inte-grated cross-functional reporting and business analysis

Operational and market view consolidation combined

Target setting supported by driver based scenario planning

Controlling Community collabora-ting across well defined roles inbusiness, governance and services

Effective cross-functional personnel development implemented

Use of “Big Data" technology and concepts is standard in Controlling

Driver based planning and forecasting based on predictive analytics

Controlling Community pushingfor permanent innovation,driving speed and maximizing value impact for BASF Group

All career development patternsin different Controlling roleshighly recognized

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