HR Square November Conference 2014

2. HR meets Finance
Nathasja Van Bael
29 november 2014

3. Inleiding
 Voorstelling ZNA
 4 stellingen
 Uitdagingen
 Ervaringen

4. Voorstelling ZNA
4

5. 5
ZNA vandaag

6. 2.500 bedden
7.000 personeelsleden
130.000 opnames per jaar ruim 60 % in dagziekenhuis
Meer dan 800.000 ambulante contacten per jaar
Meer dan 11 miljoen prestaties per jaar
100 medische diensten, 600 artsen
6
ZNA vandaag

7. Drie algemene ziekenhuizen
Zes gespecialiseerde ziekenhuizen
Twee ambulante centra
7
Onze ziekenhuizen

8. ZNA Middelheim ZNA Jan-Palfijn
ZNA Hoge
Beuken
ZNA Sint-
Elisabeth
ZNA Joostens
ZNA Koningin
Paola
Kinderziekenhuis
ZNA Universitaire
Kinder- en
Jeugd-psychiatrie
ZNA
Psychiatrisch
Ziekenhuis
Stuivenberg
ZNA Erasmus ZNA Stuivenberg ZNA Regatta ZNA MCAH
8

9. 9
ZNA 10 jaar geleden

10. Geaccumuleerde korte termijn schuld: 300 mio €
Jaarlijks verlies in 2002: 50 mio €
Indien geen actie: faillissement
10
Toestand in 2003

11. ZNA:
Naar een financieel
slagkrachtige organisatie

12. 12
in mio euro
Exploitatieresultaat

13. Stelling:
Moeten Finance en HR meer samenwerken?
13

14. Vanuit de taak:
CFO: Efficiënt inzetten van middelen en maximaal in functie van
de strategie
CHRO: Resources maximaal waarde laten leveren
14
Waarom HR en Finance moeten samenwerken?

15. Vanuit de uitdagingen:
Talent wordt schaars
Stijgende loonkost
Snelle wijzigingen in strategie, creatie van producten en diensten
15
Waarom HR en Finance moeten samenwerken?

16. Vanuit de complementariteit:
“Finance people deal with the actual things more specific,
measurable and tangible. HR is more art than science, more the
right brain than the left brain”.
Lucy Dimes, CEO UK and Ireland, Alcatel Lucent.
16
Waarom HR en Finance moeten samenwerken?

17. 17
Samenwerking HR-Finance binnen ZNA
Fundamentele hefbomen in de ommekeer binnen
ZNA:
 Integratie van departementen
 Leiderschap
 Nieuwe bedrijfscultuur

18. Samenwerking HR-Finance binnen ZNA - Beleidscyclus ZNA
juli:
doel-stelling
en
juli:
budgettair
kader
september:
beleidsplan
site
december:
goed-keuring
budget
februari:
toelichting
beleids-plannen
mei:
waarde
ren
juni:
toelichting
financiële
resultaten
ambities
2020

19. Samenwerking HR-finance binnen ZNA - 7000 medewerkers kostenbewust maken
INSERT BEELD
19

20. Samenwerking HR-Finance binnen ZNA - Efficiënte & gezonde uurroosters
Inzet van medewerkers volgens de zorgvraag
Gezond roosteren
Voorwaarts roteren
Onderbroken diensten
Afbouw urensaldo

22. Samenwerking HR-Finance binnen ZNA - aanwezigheidsbeleid

23. 23
Samenwerking HR-Finance binnen ZNA – Performance management

24. Stelling:
Spreken HR en Finance dezelfde taal?
24

25. 25

26. “ Conflicts between finance and HR often arise as finance needs
rational or quantifiable elements to measure ROI decisions while HR
focuses more on longer-term programmes with few quantifiable short
term benefits, thus creating potential tensions.”
Philippe Gas, CEO Euro Disney
26
Taal van HR versus de taal van finance

27. 27
Taal van HR versus de taal van Finance: uitdagingen
 HR zou de taal van de business
moeten leren en durven
spreken
 HR zou duidelijk moeten
berekenen wat de
impact/return is van bepaalde
kosten/investeringen
 De waarde van “the human
capital” wordt onvoldoende
gekwantificeerd en vaak
onderschat door finance
Finance kan assisteren en HR bijstaan bij opmaak business cases, wijzen op de
impact die HR op de business kan hebben.
Belangrijke rol is weggelegd bij HR om finance continu te herinneren aan de
waarde van “the human capital”.
HR kan een belangrijke meerwaarde bieden aan de beslissingen van de CFO
door die te vertalen in een meer menselijke oplossing.

28. 28

29. Stelling:
Is HR verantwoordelijk voor het halen van het
personeelsbudget?
29

30. 30

31. 31

32. Stelling:
Maakt de “payrollbeheer” deel uit van de
kerntaken van HR of hoort dit beter bij finance
thuis?
32

33. HR domeinen met de meeste impact op de omzet en de winst
van het bedrijf zijn:
Rekrutering en selectie
Introductie van nieuwe medewerkers en retentie
Talent management
Employer branding
Performance management en beloning
Leiderschapsontwikkeling
Quid andere HR taken?
33
Kerntaken HR

34. Niet-kerntaken beter verschuiven?
Sluit waarschijnlijk beter aan bij de Finance competenties?
Vanuit functie of vanuit proces toewijzen?
Is natuurlijk loslaten maar meer tijd voor kerntaken
HR van zijn kant meer strategisch kader van het bedrijf
worden geïncorporeerd
34
Kerntaken HR

35. 35
Kerntaken HR - ZNA Lean

36. Vragen?

39. HR Square Conference 2014
Keynotes by Chris Van Doorslaer
CEO Cartamundi Group

47. 1. Corporate Presentation Cartamundi
2. Organizational Culture
3. External Growth
4. Evolution of the Internal Organization
5. HR Tips
6. Innovation
Agenda

48. 1. Corporate Presentation Cartamundi
2. Organizational Culture
3. External Growth
4. Evolution of the Internal Organization
5. HR Tips
6. Innovation
Agenda

49. PURPOSE
Sharing the Magic of Playing Together

50. AMBITION
Cartamundi would like to become the world reference
in innovation, production and sales of playing cards
& cards for games

51. VALUES
Reliability
Entrepreneurship
Cooperation
Involvement

52. STRATEGY

53. Manufacturing
Excellence
STRATEGY

54. Customer
Intimacy
Manufacturing
Excellence
STRATEGY

55. Customer
Intimacy
Internal Growth
Manufacturing
Excellence
STRATEGY

56. Internal Growth External Growth
Customer
Intimacy
Manufacturing
Excellence
STRATEGY

57. INNOVATION
Internal Growth External Growth
Customer
Intimacy
STRATEGY
Manufacturing
Excellence

58. HISTORY

59. 14th century 16th century 18th century 1796 1834 1875 1970
HISTORY

60. HISTORY

61. WORLDWIDE

62. Belgium (Turnhout) Germany (Altenburg) UK (Canvey Isl., London)
USA (Dallas, TX) Brazil (Manaus) Mexico (Mexico City)
Poland (Cracow)
India (Pardi) Japan (Saitama-ken)
France (Paris) Switzerland (Neuhausen) Sweden (Stockholm) Hungary (Budapest) Spain (Barcelona)
Singapore (Singapore) Austria (Vienna) USA (Miami, FL) Brazil (Sao Paulo) Germany (Kiel)
USA (Los Angeles, CA) India (Mumbai) Italy (Venice) Turkey (Istanbul)
10 PRODUCTION SITES:
14 SALES OFFICES:
WORLDWIDE
France (Nancy)

63. KEY F IGURES

64. KEY F IGURES
KEY FIGURES
190 mio EUR 1.450 people
400 mio decks/year 90.000 m²

65. BUS INES S UNITS

66. PROMOT IONAL S ERVI C E S

67. PROMOT IONAL S ERVI C E S

68. THE CASE
2. EVM
Example: McDonald’s France (April 2014)
+

69. THE CASE
2. EVM
Example: McDonald’s France (April 2014)

70. G AME S MA N U FA C T U R I N G
S E R V I C E S

71. GAMES MANUFACTURING SERVICES
Cards for games Cardgames Collectables
One Stop games (incl Boardgames)
Trading Cards
Games services

73. G AME S MA N U FA C T U R I N G
S E R V I C E S

74. CONSUMER PRODUCTS

76. 1. Corporate Presentation Cartamundi
2. Organizational Culture
3. External Growth
4. Evolution of the Internal Organization
5. HR Tips
6. Innovation
Agenda

77. Organizational culture

78. Quinn’s model – alternative description
Flexibility and discretion
Stability and control
Internal focus and Integration
External focus and Differentiation
CLAN
Extended family
Mentoring
Nurturing
Participation
Adhocracy
Dynamic
Entrepreneurial
Risk-taking
Values innovation
Hierarchy
Structure
Control
Coordination
Efficiency
Stability
Market
Results oriented
Gets the job done
Values competition
Achievement

79. Quinn’s competing value framework

80. Cartamundi’s values
Cooperation
Reliability
Entrepreneurship
Involvement

81. Overall results
Innovation Goal Rules Support
Actual 13,07 12,17 11,23 12,46
Desired 12,13 15,00 4,27 8,11

82. Top 12 desired values
40,24
39,02
39,02
37,80
32,93
30,49
29,27
36,59
62,20
62,20
59,76
71,95
Clear objec ves
Flexibility
Efficiency
Searching for new markets
At the forefront of new technology
Responsibility for your own performance
High performance
Mutual support in solving workproblems
Performance measurement
Mutual trust
Job reward
Procedures driven
0,00 10,00 20,00 30,00 40,00 50,00 60,00 70,00 80,00 90,00 100,00

83. Top management
Innovation Goal Rules Support
Actual 13,61 11,98 10,46 13,2
Desired 15,00 14,09 3,18 7,73

84. Future top management
Innovation Goal Rules Support
Actual 12,98 12,20 11,35 12,34
Desired 11,86 15,36 4,50 8,29

85. Belgium
Innovation Goal Rules Support
Actual 13,05 11,95 9,51 11,43
Desired 14,55 14,55 2,95 7,95

86. United Kingdom
Innovation Goal Rules Support
Actual 14,03 13,58 12,42 12,96
Desired 13,00 17,00 4,00 6,00

87. Poland
Innovation Goal Rules Support
Actual 12,44 13,45 13,09 10,46
Desired 11,67 15,00 7,50 5,83

88. Germany
Innovation Goal Rules Support
Actual 10,04 11,62 11,18 14,45
Desired 15,00 13,33 3,33 8,33

89. USA
Innovation Goal Rules Support
Actual 13,93 12,93 12,15 12,28
Desired 9,09 16,36 6,36 8,18

90. Brazil
Innovation Goal Rules Support
Actual 13,12 10,11 10,83 13,39
Desired 13,08 12,69 3,85 10,38

91. India
Support 13,19
Rules 13,64
Innovation 14,08
Goals 12,84
Support 7,00
Rules 6,00
Innovation 9,50
Goals 17,50
Innovation Goal Rules Support
Actual 14,08 12,84 13,64 13,19
Desired 9,50 17,50 6,00 7,00

92. Sales and Marketing
Innovation Goal Rules Support
Actual 13,09 12,24 11,43 12,83
Desired 12,30 15,54 4,05 8,11

93. Operations
Innovation Goal Rules Support
Actual 13,07 12,09 10,94 11,91
Desired 12,29 15,21 5,00 7,50

94. Other
Innovation Goal Rules Support
Actual 13,02 12,16 11,19 12,42
Desired 12,25 14,50 4,00 9,25

95. 1. Corporate Presentation Cartamundi
2. Organizational Culture
3. External Growth
4. Evolution of the Internal Organization
5. HR Tips
6. Innovation
Agenda

97. 1. Process
2. Examples
3. Failures
4. Lessons learned

98. 1. Process
2. Examples
3. Failures
4. Lessons learned

99. Acquisitions: process
1. Define strategy / criteria
2. Organize study of the target ---> DIY
guerilla-approach : small team close to the shareholders
3. First contacts
• who to contact
• what to discuss : cooperation
4. Evaluation of target
5. Integration plan : personnel aspect
6. Negotiations
7. Due diligence and contract
8. Integration

100. 1. Process
2. Examples
3. Failures
4. Lessons learned

101. AGM AGMüller - 1999
• Swiss market leader in retail / premium playing cards with a strong
local brand
• European market leader in tarot cards
• Founded in 1828
• Located in Neuhausen (N. of Zürich)
• Turnover : 3,3 mio EUR - Cartamundi : 0,4 mio EUR
• Personnel :
 23 in production
 5 in administration 34 persons
 6 in sales

102. AGM AGMüller - 1999
• Post – acquisition plan :
 close factory : 4 months --> Turnhout
 administration : 4 months --> Turnhout
 keep logistics : 2 persons
 keep sales/strengthen it : 6 persons + 2 apprentices
 keep prepress : 1 person
 keep local brand / add Cartamundi-brand
 growth : new products ; center of competence tarot ; e-com

103. • Most recent acquisition
• Founded in 1959
• Located in
• Nancy : playing cards
• Oyonnax : plastic accessories
• Nantes : e-commerce
• Bordeaux : promotional cards (sales)
• Turnover : 13 mio EUR - Cartamundi : 7 mio EUR
• Personnel : 100

104. • Post – acquisition plan :
 close sales office Bordeaux: --> Nancy / Paris
 move warehouse e-commerce Nantes --> Nancy
 integrate CM France in France Cartes : sales & marketing
 Synergy :
• purchasing
• sales terms
• complementary ranges
• financing
 growth : new products from Cartamundi --> better distribution
 France Cartes products --> selected range --> Cartamundiom

105. 1. Process
2. Examples
3. Failures
4. Lessons learned

106. Deal not done :
- Spain
- China
Deal done :
- Mexico
- Switzerland
(Urania)

107. 1. Process
2. Examples
3. Failures
4. Lessons learned

108. Lessons learned
 Stay within your niche
 Quickly realize real synergies
 People / culture aspect
 Contact / communication in all fields

109. 1. Corporate Presentation Cartamundi
2. Organizational Culture
3. External Growth
4. Evolution of the Internal Organization
5. HR Tips
6. Innovation
Agenda

110. Evolution
of the
internal organization

111. Supply Chain Manager

112. Customer Care Officer

113. Chief Technology Officer

114. Creative Services

115. Digital Services

116. Chief Strategy Officer

117. 1. Corporate Presentation Cartamundi
2. Organizational Culture
3. External Growth
4. Evolution of the Internal Organization
5. HR Tips
6. Innovation
Agenda

118. 7 tips

119. One above one

121. Bad news needs to travel fast …

123. No JOBS – But PROJECTS

125. Train people well enough,
so they can leave.
Treat people well enough,
so they don’t want to.
Richard Branson

126. 1. Corporate Presentation Cartamundi
2. Organizational Culture
3. External Growth
4. Evolution of the Internal Organization
5. HR Tips
6. Innovation
Agenda

127. INNOVATION
The Future is Now

128. INNOVATION

129. CARD RECOGNITION
INNOVATION

130. AUGMENTED REAL ITY
INNOVATION

131. TOUCHCODE
INNOVATION

132. X-RAY CARDS
INNOVATION

133. DIGI TAL ST ICKER CARD
INNOVATION

134. NFC CARDS
INNOVATION

137. Thank you !