ANNUAL TRAINING REPORT 2019 · PRESENTATION 1,014,0189 2 — RCU ... of the group Keramik Holding...

ANNUALTRAININGREPORT2019

HIGHLIGHTS

1,048

9.2

21,203

310,654

NUMBER OF PROGRAMMES

TRAINING HOURS

SATISFACTION

PARTICIPANTS IN PROGRAMMES

PRESENTATIONHIGHLIGHTS

2 — RCU 2019

WORLDWIDE COLLEAGUES

GAVÀ (SPAIN)

Roberto RalloInstallation Systems Platform

“I was delighted to participate in a training course as bold as Corporate Athlete.Today, we live in a hectic world, one in which we must be ready and trained for any situation.”

Skills p. 20

NANHAI (CHINA)

Angy YangHuman Resources Manager

“Managers with an in-depth knowledge of all skills can lead

teams as if they were artists, ensuring team members enjoy

their work and are motivated in all they do, helping the team achieve all its objectives and good results.”

Skills p. 13

DUBAI (USA)

Katrina TasbazProject Design

“It was a great pleasure to take part in the ‘Helping Clients Succeed’ training in Dubai with colleagues and Roca partners from the Middle East. We are all so busy ‘doing’ our jobs that we rarely take time out to consider and review ‘how’ we are working.”

Skills p. 19

PRESENTATIONQUOTES

RCU 2019 — 3

PresentationWelcome p. 6

Training Needs and Training Given p. 8

Quality Indicators p. 10

SkillsIntroduction p. 12

Anecdotes p. 14

KnowledgeIntroduction p. 22

Anecdotes p. 24

GlobalizationIntroduction p. 26

Methods & Processes p. 28

RPM Overall p. 32

StrategyIntroduction p. 34

Training p. 36

Motivational and Leadership Programmes p. 40

Projects p. 48

DataTotal Hours, Participants, Programmes p. 60

Total Hours, Participants,

Programmes by Geographical Area p. 65

6-11

12-21

22-25

26-33

34-57

58-73

PRESENTATIONINDEX

RCU 2019 — 5

FUTURE CHALLENGES

As you already know, last October the Roca Group Board of Directors announced the appointment of Albert Magrans as its new CEO, following the retirement of Ramón Asensio, who had been in the position since December 2010.

Albert Magrans joined the company in 1990 and has held a number of different roles related to Group strategy, the most recent being the SMD of the Central Europe, Eastern Europe and Nordic Countries Division since 2009. In this role, he has consolidated integration of the group Keramik Holding Laufen AG—a leading international operator in the sector—into the Roca Group, following its acquisition in 1999.

At the Roca Group World Conference on 17 December 2019, Albert set out a clear path to follow over the coming years to deliver a company with sustainable and profitable results across all our businesses. To achieve this, we must create an organisation that learns quickly, is more agile and practices Lean thought. A global transformation is needed to build an organisation with optimal performance. This means simplifying processes, rationalising our resources and standardising the way we work.

This is why we have decided to implement the Kaizen philosophy throughout the organisation to ensure a more structured and standardised working culture over the next ten years, allowing us to set standards that will make us a more agile global operator. The Kaizen philosophy will be used to build a culture founded on creating value for the customer (external and internal), ensuring efficiency in the flow of processes to generate a pull on customer demand and solve problems at their root cause and where they are generated (Gemba). However, this can only be done with the help of everyone in the organisation, creating high-performing teams that are

aligned with the company strategy and have the skills to analyse, learn and continuously improve.

As you can see in some of the articles in this and previous reports, RCU has been running Kaizen projects since 2015, with great success in various plants and countries where the Group is present. We want to be a tool that offers support through training, which will be a key aspect of this project, to help achieve this strategic objective.

Another important point in our CEO’s message is that the strategy for the coming years will need to chart a digital transformation in the organisation, one that can fully support this new working culture. Since the launch of our Moodle platform in 2013, RCU has been working to develop an agile learning environment to maximise its reach among staff with a view to creating a training resource that can support and promote continuous improvement in the Group. For this reason, in 2019 we began work to give new impetus to the platform, with a new design and new administration. The project, which is due for completion in 2020, includes a collaboration agreement with an external expert on online training to help create and generate more online content over the coming years.

Finally, as always, I hope that the 2019 training report in this document provides information that helps you better understand and value what we do through RCU projects and the various Roca Group training departments, and I would like to express my gratitude to all members of staff.

Many thanks for your trust,

Xavier AguileraSenior Managing Director Human Resources

PRESENTATIONWELCOME

RCU 2019 — 7

As in previous Annual Reports, one of the Corporate University’s main objectives is to

respond to the Group’s training needs through programmes and projects. Every two years, RCU

carries out an exercise involving managers of departments to detect training requirements.

TRAINING NEEDS AND

TRAINING GIVEN

PRESENTATIONTRAINING NEEDS AND

TRAINING GIVEN

8 — RCU 2019

The most recent exercise to detect training requirements took place in 2017 and identified five key training areas for the period 2018–19. The areas are listed below, together with the level of demand. The figures show highest demand for the skills and technical areas, on which the company continues to focus its efforts. The figures show highest demand for the IT, skills and technical areas, on which the company continues to focus its efforts.

RCU also analyses training provided throughout the Group in line with the five areas above. This provides information on training trends to ensure corporate training remains closely aligned to the needs of the business. The following chart shows the distribution of hours of training provided in 2019.

TRAINING NEEDS

TRAINING GIVEN

The information on the training requirements that have been detected and the number of hours of training provided have been used to establish three main objectives for the coming years.

The bottom chart shows that, ofthe five training areas mentionedabove, two main areas (technical and skills) make up 85% of totaltraining hours for the Group.

Observation

01 Continue with technical training among staff (the area with the highest demand).

02 Continue promoting skills training (that will increase the ability to respond effectively to change).

03 Promote other areas that also have a significant impact on the organisation and for which fewer hours of training have been provided.

Objectives

6.3%25%

39.2%

SkillsSales & Marketing

1.5%

28%

IT FinancesTechnical

Sales & Marketing

7.01%32.11%

53.08%

Technical

2.13%

5.67%

IT FinancesSkills

% Training requirements

% Hours of training

RCU 2019 — 9

QUALITY INDICATORS

RCU is committed to quality measurement as a means for continuous improvement in the

department. We are constantly working to make our indicators more accurate and adapt to the

continuous evolution of the Roca Group.

PRESENTATIONQUALITY INDICATORS

10 — RCU 2019

The department uses the following quality management indicators:

Implemented in 2016 and consolidated in 2017, all Executive, Open and Technical programmes are evaluated via an online questionnaire on our Moodle platform. Questionnaire is sent three months after finishing a course and It is based on self-assessment of different areas of the job, such as the ability to achieve results, efficiency, improving technical knowledge, service quality, relationships with colleagues, reducing costs and quality.

The indicator shows what percentage of the knowledge acquired during the training is applicable in the workplace.

Satisfaction is evaluated after each online or in-person programme via a questionnaire. The first step is to take care that training has a positive impact, ensuring the content, trainers and conditions of the training meet participants’ expectations and taking corrective measures when assessment in this area does not reach our standards.

This indicator captures the percentage of corporate training throughout the year and has been measured since 2014, reflecting how the efficient use of resources has become a key strategic priority. Corporate training is offered in quarterly catalogues via open, executive and technical options, which are complemented by languages. Our training catalogues allow us to reach the largest possible number of students and optimise all our training initiatives. All activities that are successful are offered internationally for professional development.

2018

2018

2018

2016

2016

2016

2019

2019

2019

2017

2017

2017

64.0%

62.0%

9.1 / 10

35.0%

64.0%

8.9 / 10

35.0%

67.0%

9.2 / 10

46.0%

62.0%

9.1 / 10

EFFICIENCY IN TRAINING

WORKPLACE TRANSFER

PARTICIPANTS SATISFACTION

Workplace transfer

Participant satisfaction

Training efficiency

RCU 2019 — 11

Skill

s

SKILLS

Professionals with management responsibilities should notonly know how to manage processes, they should also getinvolved in the development of their teams. The function of a manager should be to motivate and generate commitment towards the new challenges, a skillthat can and should be transmitted. The RCU is aware of theimportance of these skills, whose development is inspired bythe culture and values of the Roca Group.

We often say that management is a kind of art. However, we can also go one step further to understand art as the perfect skill. Managers with an in-depth knowledge of all skills can lead teams as if they were artists, ensuring team members enjoy their work and are motivated in all they do, helping the team achieve all its objectives and good results.

In recent years, Roca China managers have attended a number of RCU management skills training courses. We also encourage managers to transmit training to their team through the training transmission process. It is a win–win for managers and their team members alike: managers win by becoming artists and team members win by becoming “potential” artists.

Angy YangHuman Resources ManagerAsia Bathroom Products Roca China Co. Ltd.Nanhai (China)

WHAT RCU COURSES

MEAN TO:RAQUEL SARMIENTO

PAU FERRER

SARAH ZHANG

KATRINA TASBAZ

ROBERTO RALLO

FERRAN VILACLARA

SKILLSANECDOTES

14 — RCU 2019

This year I attended the ‘Ah!’ Effect Persuasion Workshop run by Alejandro Hernández. The course was surprising, both in terms of its content and execution. Alejandro is a true professional and was able to engage the attention of the participants so that we all ended up saying the key word of the course: Ah!

The content is extremely powerful and directly applicable to your life and day-to-day work. The most useful aspect for me was the phrases we received on flashcards, some of which I have incorporated into my work, significantly improving the performance of the team and reducing anxiety and stress.

Productivity Project Manager Human Resources

Roca Sanitario, S.A. Alcalá de henares

RAQUEL SARMIENTO

TRAINING PROGRAMME

Ah! Effect Persuasion Workshop

SKILLSANECDOTES

16 — RCU 2019

TRAINING PROGRAMME

Intercultural intelligence

We are all aware of the importance of concepts like empathy and respect, as well as local aspects like religion and culture, in our personal relationships.

We also know that, when it comes to doing business, we are acting on a global stage.

If our end goal is to establish long-lasting relationships with our customers in a framework of mutual trust to deliver satisfactory agreements, we need to combine the two previous aspects for both parties.

It is here that intercultural intelligence comes to the fore.

It is a discipline we unconsciously internalise during our career. However, this course offered by RCU helps assimilate these concepts clearly and concisely in record time.

Intercultural Intelligence is a highly recommended training programme for all those whose responsibilities within the group mean they are involved in activities at the corporate level.

Corporate Quality Manager Innovation and Corporate Operations

Roca Sanitario, S.A. Gavà

PAU FERRER

SKILLSANECDOTES

RCU 2019 — 17

The 7 Habits of Highly Effective People training course was extremely impressive. On the two-day course we learned how to achieve success, both personally and as a team. It helped us understand the transition from dependence to independence and from independence to interdependence.

The trainer drew out the core content of each habit with his own story and colleagues also shared their experience. The course as a whole was very interesting. Most importantly, more than just a two-day training session, it also included a subsequent tracking period to help us develop and strengthen the habits in our lives.

Finance Manager Asia Bathroom Products

Roca China Co, Ltd. Nanhai

SARAH ZHANG

TRAINING PROGRAMME

The 7 Habits of Highly

Effective People

SKILLSANECDOTES

18 — RCU 2019

TRAINING PROGRAMME

Helping Clients Succeed

It was a great pleasure to take part in the ‘Helping Clients Succeed’ training in Dubai with colleagues and Roca partners from the Middle East. We are all so busy ‘doing’ our jobs that we rarely take time out to consider and review ‘how’ we are working.

Our trainer was very engaging and made the training enjoyable, relaxed and very informative.

As sales force it is always a good moment to review our paradigms.

Some of things I took away from the training:1. The importance of always asking the effective questions to ‘peel the onion’.2. To know how to identify the customer needs properly and ensure I understand them clearly, no second guessing.3. The mind is fragile.4. Do not compete, play and enjoy.5. Ensure I am talking to the decision maker6. To prioritize and follow up, check list and to do lists.

This training will significantly encourage me to help my clients succeed!

Project Design EMEA Bathroom Products

Roca Sanitario, S.A. Dubai

KATRINATASBAZ

SKILLSANECDOTES

RCU 2019 — 19

I was delighted to participate in a training course as bold as Corporate Athlete.

Today, we live in a hectic world, one in which we must be ready and trained for any situation. However, do we really make the most of all our skills? Do we know how to balance the fundamental aspects (mental, physical, nutritional and spiritual) to perform well every day?

The course has given me the keys to train and balance the fundamental aspects to ensure I have the energy and can perform on a daily basis and successfully improve, thanks to the experience of experts in psychology, nutrition, physical preparation and meditation.

Installation Systems Platform Innovation and Corporate Operations


TRAINING PROGRAMME

Corporate athlete

ROBERTO RALLO

SKILLSANECDOTES

20 — RCU 2019

TRAINING PROGRAMME

Key accountThe last few years have seen continuous change in Roca’s strategy. The financial crisis that began in the construction sector has had a direct impact on both our business model and that of our customers.

The effects on the distribution sector have been especially pronounced, together with the appearance of new channels, which has required the new position of Key Account Manager in our organisation.

The mixed conference+workshop format combines the incorporation of highly specialised knowledge imparted by a consultant with the materialisation of the latent knowledge already present in our own teams.

Commercial and Marketing Director EMEA Bathroom Products

Roca Sanitario, S.A. Barcelona

FERRAN VILACLARA

SKILLSANECDOTES

RCU 2019 — 21

Kno

wle

dge

KNOWLEDGE

Facing the organization’s day to day challenges through capable professionals is the main objective of the RCU. In this sense, the RCU sets the trend in the different knowledge areas constantly cooperating with reputable professionals, introducing new methods and techniques, and striving to make a high impact in order to obtain maximum return from the training. In summary, continuously linking knowledge to the organization’s strategy.

I strongly believe in The Right people occupying The Right Place. But the world is changing really fast and sometimes we do not know what would be the right place for the company. In order to know The Right Place and bring my people there I have de RCU.

Our Supply Chain transformation is planned for the next 4 years, hand with hand with our people’s Development Programme. This programme will ensure full end to end understanding of our processes. Including complex knowledge as Integrated Business Planning or Category Management and analysis tools as Value Stream Mapping it will help us to detect and improve the Value Creation of the department and achieve organizational goals.

Ladislav DvořakCorporate Supply Chain DirectorInnovation and Corporate Operations Roca Sanitario, S.A.Gavà (Spain)

WHAT RCU COURSES

MEAN TO:CECILA MAMILONNE

KNOWLEDGEANECDOTES

24 — RCU 2019

The Category Management training has changed how I see my role in the Global Sourcing Department. It has pushed me to increase my sense of ownership and confirmed there is far more to purchasing than price negotiation. It was a challenging learning process that equipped us with a clear structure and tools and reminded us that we need to master both external insight (market knowledge, global trends, awareness of total cost of ownership), as well as internal cross-functional relationships (internal communication and change management). Unlike other traditional training courses, it was very hands-on, with the trainers providing business-oriented case studies. We worked for several weeks in a team of two purchasers, giving us the opportunity to build a relationship and better understand the commodities managed by our colleagues. The end result of the course was a real category management strategy, which we could implement in our jobs.

Lead Buyer Innovation and Corporate Operations


TRAINING PROGRAMME

Category Management

CECILIA MAMILONNE

KNOWLEDGEANECDOTES

RCU 2019 — 25

Glo

baliz

atio

n

GLOBALIZATION

One of the main characteristics of the Roca Group is its international focus. The plurality of nationalities and cultures within the Roca Group is one of its most important assets. Aligning these teams requires a good command of the universal language: English. On a global stage, it is essential to use a common language in order to have a fluid and clear communication between all members of the organization.

The professional training from RCU represents a new opportunity for the Cosmic China team to learn more about the Roca Group. The value, vision and mission of Roca make the team feel much closer to the Group. The RPM training clarified all our previous doubts. RPM is a strong tool for linking communication between our team and management and is important for career development in the Roca Group.

Stella LiaoDeputy Managing DirectorEMEA Bathroom Products Cosmic Bathrooms Accesories, Ltd.Foshan (China)

14TH METHODS

AND PROCESSES MEETING

For the 14th year in a row we organised the International Methods and Processes Meeting to continue bringing the M&P team together to ensure its alignment and share knowledge and best practices.

This year’s event was held in Burgos for the second year in a row, allowing attendees to enjoy contributions from Miguel Ángel Munar, SMD of EMEA, and Miquel Crisol, MD of Burgos (Gala Ceramics). During the visits to Gala Ceramics, Ricardo Torre introduced the new production process for Senceramic shower plates.

Taking advantage of the proximity of Burgos to Navarra, the M&P team was also able to visit the Vitrometal steel bath plant (Cortes de Navarra), with Zeferino Neto (MD Vitrometal) and José Luis Silva (Plant Manager).

The 14th meeting also included training on lean manufacturing, with the Kaizen Institute, focusing on improving the process for the manufacture of the new Vitrometal shower screen production line and skills training where members of the M&P team could experience the different roles of a company in a simulated working day.

Burgos, Spain

GLOBALIZATIONMETHODS AND PROCESSES

28 — RCU 2019

RCU 2019 — 29

2006

2007

2008

2009

2010

2011

2012

For 14 years, the meetings have been held at many different locations:

SEVILLE (SPAIN)

Alcalá de Guadaira FactoryCeramic technics · Activity appreciation · Krontime

PRAGUE (CZECH REPUBLIC)

Bechynè FactoryActivities evaluation and Method improvement · Working cells and Control · Krontime

VALENCIA (SPAIN)

Cerámicas BellcaireLean manufacturing · Efficiency training

BURGOS (SPAIN)

Cerámicas GalaTrain the trainer · Changing

molds pressure machines (SMED) · Krontime

LISBOA (PORTUGAL)

Leiria FactoryActivity appreciation · Krontime

KRAKOW (POLAND)

Roca PolskaLogistics · Warehouse · Customer service and Quality management · Effective communication

BARCELONA(SPAIN)

Automotive Factory (SEAT)Interpersonal excellence · Overall equipment efficiency

30 — RCU 201930 — RCU 2019


2013

2014

2015

2016

2017

2018

2019

MOSCOW

(RUSSIA)

AkvatonCoach manager · Project management

BURGOS (SPAIN)

Cerámicas GalaBest practices of M&P · Technological training: Porous resin moulds · Know-how: Presure Casting · Know-how: Warehouse Management System · Krontime · The 5 choices to extraordinary productivity · Leadership with horses

PORTO(PORTUGAL)

Sanitana FactoryM&P best practices · Current issues and Solutions at factories · Training process and evaluation for new M&P technicians · Training: Visualise! How to represent numeric data in presentations

KUALA LUMPUR(MALAYSIA)

Roca Malasia SDN BHDSanitaryware manufacturing · Process: Technical approach · Change Management · Methods and Process Improvement

RECIFE (BRASIL)

Vitória Santo Antão and Recife Sanitary Ware FactoryBest practices of M&P · Advanced Kaizen training: Flow Management overview, Flow management · Operations and Equipment Sizing thru EPE · Flow management synchronization · Standards, Pull Planning Models, Leveling, Supply Chain, Synchronization and Faucets business · Faucets business and Production process overview

BURGOS (SPAIN)

Cerámicas GalaBest practices of M&T. · Kaizen philosophy: continuous improvement · The five-minute meeting · SAP Fusion trainingHealth and safety in the workplace · Current situation, new challenges · BI reports settings · K2 project

BURGOS (SPAIN)

Ceramicas Gala y VitrometalM&P Overview · K2 project · Efficiency Workshop · Lean

Manufacturing training · Organization workshop training

· M&P best practices · Current situation, new challenges

RCU 2019 — 31 RCU 2019 — 31


RPMCOMPETENCIES

The RCU proposal is based on bringing together all corporate training activity in our quarterly catalogue and matching it up to the corresponding competencies. This allows staff to associate training

activities with any gaps in their skill set and develop their skills.

In 2019, two overriding competencies were identified to be a key for improving the performance in our workplace. These were the ability to achieve results and initiative and proactivity.

For this reason, during 2019 we have focused the skills training on working through these competencies which are closely linked to the corporate values of having an enterprising spirit and professionalism.

The top two competencies are followed by another three, which have also received considerable attention: self-management (ranked third), impact and influence (fourth), and cooperation (fifth). These three

competencies have been covered with the 179 skills programmes conducted in the Roca Group and are linked to the corporate values of leading by example and commitment.

We can conclude that there is considerable interest in training staff to be proactive in anticipating change and doing things differently. This shows that teams

and professional staff are committed to continuous improvement and the efficiency of processes which is reflected in close alignment with the Roca Group vision.

GLOBALIZATIONRPM OVERALL

32 — RCU 2019

4065

7491

90RANKING OF RPM COMPETENCES

Ability to achieve results

Impact and influence

Cooperation

Initiative and Proactivity

Self-management

Number of programmes

GLOBALIZATIONRPM OVERALL

RCU 2019 — 33

Stra

tegy

Having qualified professionals for positions of responsibility and leadership is an indispensable requirement that we must not lose sight of at the Roca Group.

RCU’s new Management Development Programme, provides managers with innovative and engaging learning opportunities that will broaden their mindset and provide the challenges needed to accelerate their growth and development.

It is a unique programme that gives emerging leaders the opportunity to train in all areas of the company, as well as to work collaboratively with other colleagues in the Roca Group to enhance and build their leadership skills.

I am proud to be part of this innovative initiative and to be able to support the programme as a mentor, helping develop our managers to achieve their full and extraordinary potential.

STRATEGY

Diego JolisManaging DirectorAsia Bathroom Products Roca Malaysia Sdn BhdSelangor (Malaysia)

Achieving better results and creating a relevant competitive advantage is the main challenge of the initiatives and training offered by the RCU. Regarding the motivational operations carried out within the strategy framework, combining competencies, merging human talent and fostering a sense of belonging to the group are elements of vital importance.

THE IMPORTANCE OF HEALTH IN

ORGANISATIONSIn this article, RCU would like to highlight the importance of health and its impact on the efficiency of organisations.

Investing in healthier working environments makes people feel safer, directly contributing to the efficiency of their work.

STRATEGYTRAINING

36 — RCU 2019

Diego GarciaTraining ManagerHuman ResourcesRoca Sanitario, S.A.barcelona

A healthy working environment means more motivated staff, reducing absence and downtime and making the company more productive. Managing health has become a priority for many organisations, with corporate programmes to promote healthy habits that help improve the health of their employees and thus their competitiveness.

This is why more and more companies are investing in the health of their employees and implementing programmes to promote healthy habits, helping avoid the main preventable illnesses. Additional benefits associated with these prevention programmes include improved performance of tasks, better relations between members of staff and thus benefits for members of staff and the company alike.

RCU understands this and our annual catalogue of training courses always includes programmes designed to equip participants with tools that allow them to change everyday habits related to certain aspects of their personal health.

“By including programmes like this, companies can improve staff performance and quality of life, reinforce a sense of belonging, strengthen the commitment of employees and help improve the talent retention and reputation of companies.”

The Workplace Wellness Alliance world economic forum

Many of the illnesses we currently suffer can be avoided by changing our lifestyle. According to a study by the Mapfre Foundation in 2015, poor diet and lack of exercise are the causes of the main preventable illnesses in Spain: heart disease, diabetes and unintentional falls. “Taken together, these three causes make up 13.4 percent of illnesses in Spain (disability-adjusted life year).”

The World Health Organisation defines health as “a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.”

In recent years, our range of training has included courses to develop skills or create routines to promote

“Many of the illnesses we currently suffer can be avoided by changing our lifestyle.”

“Additional benefits associated with these prevention programmes include improved performance of tasks, better relations between members of staff and thus benefits for members of staff and the company alike. ”

STRATEGYTRAINING

RCU 2019 — 37

physical well-being. Programmes such as METS (2011) provide participants with physical training session with a trainer in 20-minute maximum-intensity aerobics sessions. The same programme also included various sessions with a nutritionist and an individual coach to improve the three components of well-being (physical, mental and social).

RCU has always been keen to develop training to improve the personal productivity of participants, since creating productive habits can significantly improve results, delivering a higher level of well-being and making people more efficient in the workplace, with a healthy level of stress.

This section of our training catalogue includes three programmes that are fully designed to develop personal productivity habits.

1. 7 Habits of Highly Effective People The first is 7 Habits of Highly Effective People, based on the book and model by the American author Stephen Covey. Participants in the programme learn seven healthy habits that form a set of independent parts or fragmented formulas. The approach is designed to work in harmony with the natural laws of growth and the gradual, sequential and highly integrated approach to effective personal and interpersonal development. It allows us to gradually progress along a continuum of maturity, from dependence to independence and then interdependence. Concepts like being proactive, developing a personal vision and always having an end in mind form part of the continuum of personal independence designed to improve effectiveness within a paradigm of improved well-being.

2. Getting Things Done (GTD) The second programme is Getting Things Done (GTD), a productivity method developed by David Allen and internationally accepted as one of the most efficient methods of personal organisation. The model is based on the principle of freeing our minds of outstanding tasks and storing these in a specific place. The result is that we no longer need to remember the things that need to be done and can instead concentrate on getting them done. David Allen proposes developing a state of perfect alertness he calls “mind like water”. This means keeping our mind transparent and clear, allowing us to be relaxed and focus on the important things that need all our attention.

3. Mindfulness for the Workplace The third programme in this range is mindfulness for the workplace, which perfectly complements the objective of personal productivity. Mindfulness is based on meditation, an intellectual activity that seeks to attain a state of attention focused on a thought or feeling (happiness, peace, harmony), an object (a stone), concentration itself or an element of perception (heartbeat, breathing, body heat, etc.). This state is recreated in the present and aims to free the mind of harmful thoughts. As mindfulness is closely related to our attention, it is also known as awareness.

We have developed this trilogy over the last few years to provide participants with more productive tools with a view to improving personal well-being in the workplace in the belief that this will have a positive impact on the results of the organisation. I would like to take this opportunity to encourage anyone who has not set out on this path to do so and to pursue it over the next few years.

In addition to these programmes, RCU has also developed training programmes to improve the health of participants. These include personal meditation programmes, others to promote better diets and healthy eating, and even programmes to help staff stop smoking. Some centres have also run programmes to develop both the physical and mental health of employees. Examples include physical exercise programmes in Brazil to warm up the body before starting work, since many accidents occur at the start of the working day and these exercises can help prevent them. There is also a yoga course at a plant in India, a practice that strengthens the body and mind and helps us keep our minds in the present. At HR, we understand the importance of the well-

SOCIAL

PHYSICAL MENTAL

STRATEGYTRAINING

38 — RCU 2019

being of workers and the impact this can have on the organisation. Many workplaces are now providing these types of programmes.

Corporate Athlete Programme Our training catalogue for 2019 includes a programme entitled the Corporate Athlete, designed in partnership with an expert in emotional intelligence. The main goals of the programme are to increase energy and capacity for commitment, to improve well-being and to make participants more effective in their personal and work lives. The Corporate Athlete programme is a commitment to oneself and in-depth learning of strategies to develop a sustainable commitment in all areas of our lives. The programme seeks to mobilise the physical, mental, emotional and spiritual energy of employees to ensure they are aligned, focused, connected and energetic. At the start of the course, participants commit to one or two areas of improvement and will provide feedback on the commitments based on their development and implementation and level of satisfaction.

Finally, I would like to end by mentioning the importance of happiness in the workplace. Great Place to Work is a multinational company that helps organisations to create trustworthy working environments. According to its statistics, 40 percent of the world’s three billion workers (that’s 1.2 billion) are unhappy at work. According to the company, businesses with happy workers report three times higher growth in earnings. Workplaces do not just have happy people because they provide nice environments, a gym or allow employees to bring their pets to work. It is about the relations between their managers and colleagues. These trustworthy companies share three important aspects: trust and respect, equality and knowing how to listen.

The health of the organisation is undoubtedly a matter for everyone: employees need good, healthy habits and the organisation itself needs to promote them to make it more trustworthy.

“The Corporate Athlete programme is a commitment to oneself and in-depth learning of strategies to develop a sustainable commitment in all areas of our lives.”

“Workplaces do not just have happy people because they provide nice environments, [...]. It is about the relations between their managers and colleagues. ”

“The World Health Organisation defines health as a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.”

KNOWING HOW TO LISTEN

TRUST AND RESPECT

EQUALITY

STRATEGYTRAINING

RCU 2019 — 39

33

16

27

2

3

12

MOTIVATIONAL AND LEADERSHIP

PROGRAMMESA look at longstanding

programmes and the newest

1. VascodaGama2. Kronos3. Nereus4. Penyagolosa5. Lusitania6. KhanKubrat7. GS18. GS29. CID10. Most111. Most212. Aconcagua13. Enxaneta14. Polímero15. MarkoPolo16. TremdeMinas17. Atlántico18. Koperniko19. Rubicón20. Aigua21. LatarniaMorska22. Farol23. ZawiszieCzarny24. DragonRising25. Mancomeet26. Complutum27. Gente+28. Gagarin29. Vallamkali30. Caravane31. BluePheoras32. Cosmicos33. Opará

GalateaHespéridesOrippoPigmaliónRumaniaManagement

19922004200520052011

2002200320032004200520062006200620072007200720072008200820082008200920092009-201220102010201120112012201320142014201520152006-2009/2016201720182018

33 ACTIVE PROGRAMMES

5 CLOSED PROGRAMMES

PARTICIPANTS

America: North, Central and South

155

33PROGRAMMES

(ACTIVE)

TOTAL

STRATEGYMOTIVATIONAL AND

LEADERSHIP PROGRAMMES

40 — RCU 2019

4

51

32

21

28

2318

1110

8 7

15

6

13 19926 2014

17

22

30

31

29

25

24

PARTICIPANTS

Western Europe, Africa and the Middle East

408

PARTICIPANTS

Central Europe, East Europe, Nordic and Baltic Countries

262

PARTICIPANTS

Asia-Pacific

110

935PARTICIPANTS

TOTAL

32,592HOURS

TOTAL



RCU 2019 — 41

KAIZEN DEPLOYMENT

Since the launch of the first motivation operation in 1992, the format has helped many factories to achieve exceptional results, with some programmes reaching a phase of high maturity and performance.

As we reached this point, RCU began to ask how our leaders could continue improving.

The answer came in 2016, with a methodology we had not used in-house and which would allow us to roll out the programme to all levels of the plant, taking advantage of the knowledge and potential for improvement among all members of staff. It also facilitated the development of self-leadership and helped ensure everyone was personally involved.

The Kaizen methodology (from the Japanese word Kai-Zen, which means “change for better”) was born in Japan in the Toyota factories after the Second World War. The methodology was a response to the pressing need to take full advantage of resources and bring about cultural change by modifying everyday habits to create an orientation toward continuous improvement by everyone in all parts of the plant.

The first pilot in the company took place at Roca France Customer Service in 2016. It aimed to improve responses to customers and reduce service response times. Two more pilots were carried out in parallel at the faucets plants of Gavà and Suzhou (China). Following the resounding success of the projects in 2017, 2018 and 2019, the methodology has been rolled out across the EMEA division and pilot projects are under way in other divisions.

Define value

Change processes and

work habits

Eliminate waste and variability

Add value to activity

Create natural work teams

Change for better

KAIZEN METHODOLOGY PROCESS



42 — RCU 2019

1

42

5 678

9

10

11

12

PLANT PROJECT

1. Customer Service Roca France Cergy (France)

Daily Kaizen level 1

2. Gavà Faucets Gavà (Spain)

Daily Kaizen levels 1 and 2. Value stream design, ideal future situation.

3. Suzhou Faucets

Suzhou (China)

Daily Kaizen levels 1 and 2

4. Gala Ceramics

Burgos (Spain)

Daily Kaizen levels 1 and 2

5. Furniture and screen platform

Gavà (Spain)

Lean Project Management

6. Gavà Porcelain

Gavà (Spain)

Daily Kaizen

Value stream design, ideal future situation.

7. Roca Portugal Faucets

Cantanhede (Portugal)


8. Roca Portugal Porcelain

Leiria (Portugal)


9. Roca Morocco

Settat (Morocco)


10. Sanitana

Anadia (Portugal)


11. Roca Argentina

Buenos Aires (Argentina)

Start pilot of daily meetings

12. Corporate Supply Chain

Gavà (Spain) Current situation vs ideal situation.

PROJECTS

Western Europe, Africa and the Middle East

10

PROJECTS


01



44 — RCU 2019

3

PROJECTS

Asia-Pacific

01



RCU 2019 — 45

The different Daily Kaizen levels seek to improve the efficiency of teams:

LEVEL 1 Daily meetings: Flexible 5–10 minute meetings to review the department’s critical indicators and establish steps for improvement or corrective measures with specific managers and a fixed duration. This involves everyone in improvement and ensures inferences are based on data

LEVEL 2 Organisation of physical and digital workspaces using the 5S methodology.

LEVEL 3 Standardisation of processes and work plans.

LEVEL 4 Improvement of processes: Value stream design.

Based on the principles of the EMEA philosophy:

• Creating value for customers.

• Going for the “gemba” (workspace).

• Eliminating waste.

• Involving people.

• Visual management.

Team Organization

LEVEL

1

LEVEL

2

LEVEL

3

LEVEL

4

Workplace Organization

Standardization of Work

Process Improvement

VALUE STREAM DESIGN DIAGRAM



46 — RCU 2019

The process we follow for implementation of level 1 is summarised in the diagram below.

A pilot team is trained until reaching maturity. The team then produces the Kaizen good practice manual and trains other teams, which begin implementation, feeding back to the pilot team. The process is repeated until the whole plant is involved, at which point an audit is performed to receive the certification.

In 2020, various Kaizen projects will be launched in the faucets division, alongside the consolidation and inclusion of projects already under way.

LEVEL 1 IMPLEMENTATION PROCESS

Training and Pilot Workshop

1 3

Training Manual

2 4 5

Tream Leader Training

Implementation by Leaders

Monitoring and Certification



RCU 2019 — 47

The Asia division has experienced sustained growth in recent years, contributing 16.4 percent of the Group’s gross earnings, with 18 plants and around 6,000 members of staff, making it a key part of our business strategy.

This strength has led to it being chosen for a new training programme called the Management Development Programme (MDP). This innovative Group programme aims to prepare participants for the challenges the company will face over the coming years. The first edition has involved 18 people chosen from subsidiaries in China, Malaysia, India and Australia.

Its primary objective is to develop the key skills, knowledge and experience for managers at the Group. It is also important for the programme to include projects that are significant to the future development of the organisation in Asia and that help to implement a networking community that generates synergies between the participants of the various countries.

Management Development Programme Asia

The MDP programme is based on 192 hours of training split across four weeks and four cities, three in Asia (Kuala Lumpur, Chennai and Shanghai) and the final week at the

Group headquarters (Barcelona).

Soft Skills Training

1. Personal Development

2. Leadership

3. Teamwork

4. Communication

Technical Skills Training

1. Strategy, Culture and Change

2. Finance

3. Marketing and Sales

4. Production and Logistics

Best Practices that will be shared by Group Managers.

Final Project whose elaboration will be shared with the rest of the participants.

9 h

64 h

72 h

48 h

THE COMPETENCIES TO BE DEVELOPED:

#1

STRATEGYPROJECTS

48 — RCU 2019

These seek to provide:

• Key management skills, technical knowledge and essential experiences for managers.

• Projects that prepare them for the organisational challenges of the future: (1) Margin improvement strategies; (2) Smart toilets (competitor analysis, growth plan for APAC Region); (3) Pull sales strategy for markets with traditional distribution; (4) Introduction of the Roca Brand in the new Asia Pacific market.

• Integrating with the culture and values of Roca.

• Creating a networking community and synergies.

The first block was launched in Kuala Lumpur in September. Participants attended various training courses and master classes given by internal and external experts.

The programme included an overview of Malaysia, including the situation of the Roca business, delivered by Diego Jolis (MD of Roca Malaysia). This was followed by an analysis of a best practice in the Group, based on the sales policy in the Indian market, introduced by Ranganathan KE (MD of India).

After an introduction to the business, the programme continued to work on the personal development of the individual participants (organisational understanding, personal change, development levers, feedback peers, development tools, talent and potential, learning styles, self-management). To align the participants with the industrial principles of the company, the programme included a session on the production process and a visit to the porcelain plant in the country, where the participants could see the creation of an artefact first-hand.

As globalisation is extremely important, there was also a session on culture and change (systematic approach, business case, circumplex model – 12 cultural patterns, planning for cultural transformation). To give a practical focus to the session on culture, Joan Armenter, former Corporate Development Manager led a session on internationalisation based on a case study of Roca and the afternoon was dedicated to the projects scheduled to kick off this year and in 2020.

At RCU, we would like to express our gratitude for the collaboration and support of all the members of the team in Malaysia for organising the event and Diego Jolis, Ranganathan KE, Joan Armenter and Anura Gaspe for participating as trainers.

STRATEGYPROJECTS

RCU 2019 — 49

The project was named “Let’s make a deal” to reflect the fact that it was based on an agreement between We Are Water, RCU and Roca staff. As an industrial organisation in which the use of water plays a fundamental role, we believed the best way to help was to involve the teams of our motivation programmes in different activities in this area to ensure the change was real and improve the use of this scarce resource.

The first step was to propose the project to all the plants via a promotional explanatory video. Once we had the names of all the plants that wanted to take part, we started working with them on our goals. These kinds of initiative are much more effective if they are not imposed and come from the plants themselves. We obtained a total of 15 projects to be carried out at 18 plants.

The first goal was to improve the visibility of the foundation and all the projects being undertaken. To do so, we created a “standard workshop”, which explained the foundation and the “Let’s make a deal” project. The workshop was delivered by the components of the programmes (plant middle management and team leaders), as well as other staff who were important for its correct development at other locations. Another important aspect was raising awareness of the issue of water. The majority of the figures are alarming: for example, just 0.007% of water on Earth is drinkable,

Let's Make a DealAs promised in the annual training report for 2018–2019, RCU undertook a global project with the We Are Water foundation to work on different aspects related to the foundation and the mission it has been carrying out since 2010 via our motivation

programmes in plants and at outdoor events.

a figure that is decreasing every year due to pollution and improper use. Similarly, over 768 million people do not have access to drinking water. At the end of this workshop, participants worked on specific measures to improve their day-to-day activities. It is not just the industrial consumption of water at plants that is significant but also water used in showers and toilets.

After the workshop, we replicated the Water Film Festival, adapting it and creating a lip dup competition called the Water Music. During the traditional outdoors, teams produced a lip dub on the theme of water. The best videos will be awarded a prize at the end of the project.

Continuing with the idea of involving teams in specific activities, the first step was to establish an individual goal. To do so, we first needed to understand the situation of individual locations, which meant plant managers and environmental or quality managers sending information on water consumption for the last year at the same time as the activities were taking place. This allowed us to help the Gava environmental department to set a challenging but achievable goal to reduce consumption for the period December 2018 – May 2019. A “water” team also began its activities in December, meeting monthly and helping raise awareness or undertaking a project to improve industrial consumption.

#2

STRATEGYPROJECTS

50 — RCU 2019

STRATEGYPROJECTS

RCU 2019 — 51

Finally, from the end of January, a number of factories will put up adverts and posters to continue the drive at this key point when it comes to personal motivation and keeping up the project. They will also receive emails with relevant information.

RCU has been promoting the idea that projects have visible and specific objectives for years. Motivational programmes have their own name, coat of arms and many even have a slogan. However, they lacked a good cause. To achieve this, the plants that managed to achieve their goal will fund a hand-operated well in another country and the well will have a plaque with the name of the team that supported its construction.

The project was extremely popular, largely thanks to the idea that taking small steps like reducing the time spent in the shower or improving the plumbing at a plant can help achieve something as visible as a well. Many people called the project “Let’s make a well”. The involvement and enthusiasm has been incredible. Before the start of October, we already had numerous emails with proposals to improve the production process.

In the end, seven out of 14 plants were able to achieve their goal. Some came extremely close but did not make it due to production changes required in plants during the final months. In faucets, the installation of PVD prevented the objective being met but this is justified by the long-term benefits of this installation.

STRATEGYPROJECTS

52 — RCU 2019

The construction of reservoirs will make a decisive contribution to the development of the families living off agriculture in the area, helping capture, store and distribute water to allow the survival of the agricultural sector, on which over 80 percent of the local population depends.

At RCU, we would like to congratulate staff at the plants of Alcalá de Henares, Gavà Porcelana, Belcaire, Sanitana, Roca India Alwar, Roca India Dewas and Incepa for achieving this incredible figure, in spite of all the obstacles and challenges.

The Alcalá de Henares plant achieved the highest percentage saving, followed by Roca India Alwar and finally, coming extremely close third, Gavà Porcelain.

An event will take place in December to mark the end of the project.

Link to the projects:

https://www.wearewater.org/es/construccion-de-dos-embalses-en-settipalli-y-d-k-thanda4-india_316797

In the end, it was possible to save 25.6 billion litres between December 2018 and May 2019, equivalent to 11 Olympic swimming pools and a cost saving of around €40,000.

The collaboration will be made effective through the construction of two reservoirs to collect rainwater in Settipalli and D.K.Thanda, with capacities of 33,000 m3 and 48,300 m3, in partnership with Vicente Ferrer. The project began in July 2019 and is due for completion in July 2020. The initiative will supply water to a total of 26 surface wells (five in Settipalli and 21 in D.K.Thanda).

In India, the states of Andhra Pradesh and Telangana are home to the most vulnerable groups of the population. The day-to-day life of farmers is conditioned by the chronic drought in the areas and the social inequalities that need to be addressed.

The people who live in the area have fought all their life against the endemic adversity of sterile land. They have also had to deal with low levels of groundwater and the unpredictability of monsoons, leading to erratic harvests in an area that is suffering the negative effects of climate change.

The poverty of those living off the land is the main reason for people deserting the countryside and migrating to the big cities, where they end up crowded together in slums. The water stored in the new structures will be used to refill aquifers, helping to protect the environment.

PROJECT LOCATION

Enxaneta Gavà, Barcelona

Aigua Gavà, Barcelona

Cosmicos Caldas de Montbui, Barcelona

Polimero+Lusitania Anadia, Portugal

Atlantico Cantanhede, Portugal

Complutum Alcalá de Henares

Penyagolosa Castellón

CID Burgos

VascodaGama Leiria, Portugal

Cronos+Nereus+Gent Incepa, Brasil

Aconcagua Buenos Aires, Argentina

Vallankali Dewas, India

Perundurain Perundurain, India

Alwar Alwar, India

DragonRising Suzhou, China

STRATEGYPROJECTS

RCU 2019 — 53

RCU decided to accept the challenge of transmitting these crucial values through teambuilding exercises at different plants. We believe that rugby is one of the best sports for cultivating and maintaining these values. For years now, we have also been trying to link these events to society, working with a local club (including the use of facilities, materials and coaches) and donating equipment. The exercise was mutually beneficial and the result was highly satisfactory.

The event was divided in two parts: the first was training on the sport and its values and in the second colleagues were able to try out some of the different moves.

Passing, tackling, charging, scrums, touches, conversions, third halves… All concepts that go beyond the rugby pitch and can be used to foster values like effort, acceptance, control, mutual respect, teamwork and above all fun and happiness in the company.

Values covered • Inclusiveness

Everyone has a space in their team because any skill or personal trait has a position and a role.

• Respect Only the captain can speak to the referee and his voice is the voice of the team, avoiding conflicts between players.

• Building the unity of the team It is a sport that develops an exceptional connection with the team, since players depend on each other.

• Developing emotional intelligence It is important to develop personal self-control to respect the rules of the game and the decisions of the captain.

• Capacity for resilience The sport teaches us how to take blows then get up and reinvent ourselves to continue moving forward.

• Pursuit of continuous improvement Players must always be personally motivated and develop perseverance to ensure they are able to compete.

• Teamwork There is always a shared goal, namely making progress on the field, which requires coordinated, motivated and effective work from all members.

Outdoor 2019

Sport is synonymous with commitment, teamwork, responsibility, effort, sacrifice, constance, respect, humility, tenacity, knowledge of self, perseverance,

getting on with others, obedience and staying healthy.

#3

STRATEGYPROJECTS

54 — RCU 2019

STRATEGYPROJECTS

RCU 2019 — 55

The Corporate Marketing department was created with the mission of listening to the market and leading the positioning of the Roca brand.

Since the financial crisis in 2007, which had a major impact on the construction sector, the business model has seen rapid changes, which have required the organisation to react and transform with them.

Some of these changes, like the introduction of retail as one of the fastest growing channels (to the detriment of the traditional distributor/installer channel), represent profound transformations in the way our business has operated until now.

Like any organisation, the marketing department is involved in these changes and must lead the company’s strategies for consumers and products, defining the actions needed to connect brand, product and consumers in the various channels.

This training programme, delivered in partnership with EADA, provides the components of the marketing and communication department with the development and knowledge necessary to tackle the challenge of a changing market: new channels and new demands from consumers and customers, the need to make decisions…

The programme includes the development of a business project to directly transfer and implement learning outcomes and facilitate the growth of cross-cutting teams.

Marketing Development Programme

Ever since Roca was established in 1917, markets have been continually evolving and how we relate to customers has undergone various transformations in different periods.

Students that obtain 80% of the available credits receive a postgraduate certificate in marketing from the EADA business school. A total of 38 students have taken part in the programme.

The learning process also includes additional activities, such as visits to external companies that stand out for their use of innovation (Moritz, Mediamarkt, Mango and Desigual) and a retail tour to allow students to put themselves in the customer’s position when it comes to the Roca retail channel.

#4

STRATEGYPROJECTS

56 — RCU 2019

Objectives1. Develop a vision to allow understanding of and participation in the design of the Roca marketing strategy.

2. Detect market opportunities based on analysis of the environment and the organisation itself to produce a feasible, realistic and viable marketing plan.

3. Analyse and understand the key variables that condition the level of acceptance of products or services by the market.

4. Understand the new process for relations and distribution based on current trends in the retail sector.

5. Understand the competitive environment to design strategies based on real competitive advantages.

6. Learn to manage the complexity generated by the changes needed to adapt the organisation to its environment.

7. The programme includes intensive training in the areas of expertise and innovation in marketing:

• Strategy and strategic marketing

• Identifying value

• Knowing the consumer

• Marketing and sustainability

• Complexity management

• Where’s the profit? Finances

• Trade marketing

• Pricing

• International marketing

• Digital marketing

• Transformative retailing

• Consumer & shopper

• Branding

• Analytics

• Digital transformation.

STRATEGYPROJECTS

RCU 2019 — 57

Dat

a

58 — RCU 2019

RCU 2019 — 59

HOURSPARTICIPANTSPROGRAMMES

Skills Knowledge

Globalization

DATA TOTAL HOURS PARTICIPANTS PROGRAMMES

60 — RCU 2019

PARTICIPANTS

PROGRAMMES

PR

OG

RA

MM

ES

100

20

05

00

30

04

00

PA

RT

ICIP

AN

TS

2,0

00

2,5

00

1,0

00

50

03

,00

01,

50

03

,50

06

,00

06

,50

05

,50

05

,00

04

,00

04

,50

0

HO

UR

S2016

SKILLS2017

Skills

20192018

2019

66,120.83 Hours

2019

253 Programmes

45

,00

06

5,0

00

70,0

00

40

,00

06

0,0

00

35

,00

05

5,0

00

30

,00

02

5,0

00

20

,00

015

,00

05

,00

010

,00

05

0,0

00

HOURS

2019

5,454 Participants

RCU 2019 — 61

PROGRAMMES

HOURS

PARTICIPANTS

PR

OG

RA

MM

ES

PA

RT

ICIP

AN

TS

HO

UR

SKNOWLEDGE

1,0

00

90

08

00

40

05

00

60

070

0

Knowledge

2017 2018

2019

15,014 Participants

2016 2019

2019

629 Programmes

2019

213,167.45 Hours

20

0,0

00

22

0,0

00

140

,00

016

0,0

00

180

,00

012

0,0

00

100

,00

08

0,0

00

60

,00

02

0,0

00

40

,00

0

30

,00

02

0,0

00

25

,00

015

,00

010

,00

05

,00

00

62 — RCU 2019

PROGRAMMES

PARTICIPANTS

HOURS

PR

OG

RA

MM

ES

PA

RT

ICIP

AN

TS

HO

UR

SGLOBALIZATION

Globalization

2019201820172016

2019

31,366.13 Hours

2019

735 Participants

2019

166 Programmes

28

,00

03

2,0

00

30

,00

02

6,0

00

24

,00

02

2,0

00

20

,00

018

,00

016

,00

014

,00

012

00

010

,00

08

,00

06

,00

04

,00

0

80

06

00

700

50

04

00

30

02

00

25

02

00

50

150

100

RCU 2019 — 63

64 — RCU 2019

BYGEOGRAPHICAL

AREA

Western Europe Africa and

the Middle East Morocco Portugal

Spain Turkey


Argentina Brazil

Central Europe, Eastern Europe, Nordic and Baltic Countries Austria Bulgaria Croatia Czech Republic Germany Poland Romania Russian Federation Switzerland

Asia-Pacific China India Indonesia Malaysia Taiwan

RCU 2019 — 65

DATA GEOGRAPHICAL AREA

66 — RCU 2019


Western Europe, Africa and the Middle EastMOROCCO · PORTUGAL · SPAIN · TURKEY

ȝMOROCCO ȱ Nº Programmes ..........................................32 ȱ Nº Participants .........................................729 ȱ Nº Hours .............................................. 24,410

ȝPORTUGAL ȱ Nº Programmes ........................................ 103 ȱ Nº Participants ........................................ 860 ȱ Nº Hours ............................................... 21,018

ȝ SPAIN ȱ Nº Programmes ....................................... 330 ȱ Nº Participants ..................................... 2,080 ȱ Nº Hours ........................................... 36,491.5

ȝTURKEY ȱ Nº Programmes ...........................................15 ȱ Nº Participants .......................................1,412 ȱ Nº Hours .................................................7,452

RCU 2019 — 67


68 — RCU 2019


Central Europe, Eastern Europe, Nordic and Baltic Countries

AUSTRIA · BULGARIA · CROATIA · CZECH REPUBLIC · DENMARK · GERMANY · POLAND · ROMANIA· RUSSIAN FEDERATION · SWITZERLAND

ȝAUSTRIA ȱ Nº Programmes .......................................... 29 ȱ Nº Participants ...........................................80 ȱ Nº Hours ..............................................1,708.5

ȝBULGARIA ȱ Nº Programmes .......................................... 12 ȱ Nº Participants ........................................... 26 ȱ Nº Hours ....................................................306

ȝCROATIA ȱ Nº Programmes ........................................... 11 ȱ Nº Participants ........................................... 96 ȱ Nº Hours .................................................5,484

ȝCZECH REPUBLIC ȱ Nº Programmes .......................................... 66

ȱ Nº Participants .........................................398 ȱ Nº Hours ............................................. 6,583.5

ȝGERMANY ȱ Nº Programmes .......................................... 27 ȱ Nº Participants ........................................... 74 ȱ Nº Hours ....................................................835

ȝPOLAND ȱ Nº Programmes ...........................................13 ȱ Nº Participants ........................................... 47 ȱ Nº Hours ................................................... 560

ȝROMANIA ȱ Nº Programmes ............................................ 5 ȱ Nº Participants ............................................21 ȱ Nº Hours ....................................................508

ȝRUSSIAN FEDERATION ȱ Nº Programmes ...........................................31 ȱ Nº Participants ........................................ 260 ȱ Nº Hours .............................................. 21,204

ȝ SWITZERLAND ȱ Nº Programmes ............................................ 9 ȱ Nº Participants ............................................21 ȱ Nº Hours ................................................ 2,344

RCU 2019 — 69


70 — RCU 2019

America: North, Central and SouthARGENTINA · BRAZIL

ȝARGENTINA ȱ Nº Programmes ...........................................14 ȱ Nº Participants ......................................... 192 ȱ Nº Hours .................................................5,583

ȝBRAZIL ȱ Nº Programmes .........................................176 ȱ Nº Participants ..................................... 9, 735 ȱ Nº Hours ..........................................77,930.01

RCU 2019 — 71


Asia-Pacific CHINA · INDIA · INDONESIA · MALAYSIA · TAIWAN

ȝCHINA

ȱ Nº Programmes ..........................................49 ȱ Nº Participants ......................................2,914 ȱ Nº Hours .............................................. 54,667

ȝINDIA ȱ Nº Programmes .......................................... 88 ȱ Nº Participants ......................................1,634 ȱ Nº Hours ............................................14,430.9

ȝINDONESIA ȱ Nº Programmes ............................................ 3 ȱ Nº Participants ........................................... 53 ȱ Nº Hours .................................................... 616

ȝMALAYSIA ȱ Nº Programmes ..........................................20 ȱ Nº Participants .........................................556 ȱ Nº Hours .............................................. 28,402

ȝTAIWAN

ȱ Nº Programmes ...........................................15 ȱ Nº Participants ............................................15 ȱ Nº Hours .....................................................121

72 — RCU 2019


RCU 2019 — 73

PARTNERS ActivlinguaAdecco Iberia AEDIPEAENORAPD Asociación para Progreso de la DirecciónASEM Prevención Associació ESCLATBarcelona Cluster DissenyBizpillsBritish CouncilCambra de Comerç de BarcelonaCEP Centro Español de PlásticosCimworksCol·legi d'Economistes de CatalunyaComunizaEADA Business School BarcelonaEEC Escuela Europea de CoachingEOI Escuela Oficial de Idiomas GavàESADEEURECAT Centro Tecnológico CataluñaFundación Paco Puerto / CEPROMG3 SolutionsHuman organizationsInstituto de Química Avanzada CataluñaIntegral Innovation Solutions Inteligencia Emocional InterpersonalIQS School of ManagementITC Instituto Tecnología CerámicaKaizen InstituteLet's Talk BCN ScpManumMarket & Social Insights Mr. RipleyMRC International TrainingNavarro y Soler CAD PLM SoftwareNELC New Executive Language CentreNeurocryptOpen Escuela de IdiomasPearson Global EnglishPrevencontrolRoca SalvatellaSalesians SarriàSAPSherwin Willams SpainSiemens Industry SoftwareSpeak ItTCM Técnicas de Control MetrológicoTea CegosThe Coaches Leadership & CoachingTraining Providers S.L.UAB Universitat Autònoma de BarcelonaUB Universitat de BarcelonaUniversidad de BurgosUOC Universitat Oberta de CatalunyaUPC Universidad Politécnica de CataluñaUpdate Formació Continua en EnginyeriaVaughan Systems

XAVIER AGUILERA

Senior Managing DirectorHuman Resources

[email protected]

DIEGO GARCÍA SOLANO

Training [email protected]

HELENA CARBONÉ

Learning and [email protected]

ASIA ADRA

Learning and [email protected]

JAVIER ORDOÑEZ

Learning and Developmentfrancisco.javier.ordoñ[email protected]

CHRISTIAN TOCCO

[email protected]

The RCU Team is a warranty to provide a training offer tailored to the needs of the organization and aligned

with the group's strategy.

Get in touch with us if you need more information or to

make us an offer.

EDITION AND PRODUCTION

Roca Corporate University

COORDINATION

Asia AdraComuniza

TEXT

Roca Corporate University

DESIGN

Comuniza

PHOTOS

Roca Corporate UniversityOudú

PRINT

Grafiko

DATA DIRECTORY

74 — RCU 2019

We would like to extend our gratitude to all our colleagues who have

participated with their testimonial in the Annual Training Report.

ANNUAL TRAINING REPORT 2019 · PRESENTATION 1,014,0189 2 — RCU ... of the group Keramik Holding...

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