F&A Training Policy Project @ DSM

Intake note

March 9, 2012

FOR INTERNAL USE ONLY

Maartje van de Mortel and Wil Lemmens, DBA

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Initiation F&A Training Project

Are we ready for the future?

How to create a learning culture?

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Strategic fit Innovative learning @ F&A DSM

• External orientation/Outside-in- F&A learning fully in tune with the external world/benchmarking- Tracking best practices for learning and development

• Accountability for Performance- Create learning and development effectively and efficiently by offering new worldwide learning formats

• Sustainability/People+ - Create life-long learning and development so people keep on delivering high performance

• Diversity- Offering new learning formats with focus on cultural context and/or learning styles of the audience

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Why F&A Training Project?

Reasons for this project

• Alignment with new CSD 2011-2015 respectively Finance Management Agenda (FMA)Please insert outline 3 blocks including the 10 items

• Focus on: - Strengthen Finance Skills - Improve knowledge exchange and collaboration

• Geographic expansion & Diversity; increasing amount of participantsfrom different cultural backgrounds

• Changing roles within Finance community

• Organizational changes e.g. SHAPE and Arjuna

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Why F&A Training Project?

Reasons for this project (continued)

• Need for clear vision on learning policy respectively F&A training curriculum

• New learning formats

• Fast changing world of social media and the impact on learning

• Integration Finance/Control and Accounting training programs (X-factor)

• Many requests for e-learning as an application in training programs

• Alignment with LMS (Training Compass) and learning hubs

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Starting points F&A Training Project

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To train and to align more people, globally behind the strategy

.

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To train and to align more people, globally behind the strategy

FasterFaster

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To train and to align more people, globally behind the strategy

BetterBetter

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To train and to align more people, globally behind the strategy

CheaperCheaper

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To train and to align more people, globally behind the strategy

More ecologicallyMore ecologically

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Starting points

• Keep it concrete

• Learning needs assessment and gap analysis are crucial

• Motivation and availability of people within working groups will determine a great part of the success of this project

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Questions

Questions based on the intake of March 6, 2012

To be discussed on March 15, 2012

• What is the status of: - 1. Strengthen Finance Skills - 2. Improve knowledge exchange and collaboration Appointment with the 2 champions is needed on short term because of ownership and commitment

• What will be the role of the 2 working groups and their chairman?

• What is expected from DBA due to the project management process? Role DBA?

• What is the budget of this project? Support?

• How realistic is the time line and planning?

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Scope• Inventory current status of F&A training programs @ DSM

- FC curriculum DBA- BOA curriculum: please insert overview BOA training programs - status of working groups: 1. Strengthen Finance Skills and Improve knowledge and 2. Exchange and collaboration current working groups (ist – soll; job families etc.)

• View on latest and future developments on learning

• Benchmark with peers

• Create a clear view on F&A learning policy

• Define a sustainable F&A training curriculum

• Communicate the outcome

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Approach

1. GAP analysis - Via job profiles of key roles

2. Needs assessment - Inventory learning needs. - What has been done so far?

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MilestonesMilestone 1 Project Initiation/role DBA

Milestone 2 Scope description and learning concept

Milestone 3 Kick-off project

Milestone 4 Content work by working groups Milestone 5 Inventory learning needs

Milestone 6 Translation learning needs into a draft F&A training curriculum

Milestone 7 Finalizing F&A training curriculum and decision making

Milestone 8 Communicate results

Milestone 9 Define the way forward

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Planning

March 2012 - Preparations- Project initiation - Learning concept- Kick off

Q2 2012 - Content work - Review and approval

Q3 2012 Communication of results and defining the way forward

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Project Organization

• Owner: Loek Radix

• Project Managers: Maartje van de Mortel and Wil Lemmens

• Project support/Supplier: To be discussed

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Project Management

Workstream Description Owner Remarks Supplier Management

Manage partnership and assure procedures

Data Management

Assure issues related to data

ICT Assure issues related to IT

Communication

Manage all projects related communication

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How learning worked so far

‘Ist’situation’

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Current training approach within F&C community

Permanent Education = Keep on learning

Broad Business Understanding

PersonalImpact

Professional Skills

Functional Programs owned by Finance Leadership Team (FLT)

Business Group Controller is Course Director and reference point on behalf of FLT

Ownership

Learning objectives

Sustainability of learning

More focus on regional delivery of training

programs Learning approach

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Overview FC & DBA management training programs

Introduction, Planning, Budgeting and Reporting Program (FC 1&2)

Risk Management (FC 6)

Strategy & Financial Analysis (FC 7)

Legal Entity Responsibility (FC 5)

Business Model Innovation (FC 9)Mergers, Acquisitions & Divestments (FC 8 )

1 year > 12 years2 - 12 years

RC Program (FC 3)

True Impact (FC 4)

Blue programs also meant for other disciplines

DSM Introduction Program

Managing Performance Program

Management Leadership Program 1

Management Leadership Program 2

Management Leadership Program 3

Sequence and importance of the programs might change

dependant on the learning need in the job

Program Experienced Managers

There are other DBA programs that are offering value in terms of increased business understanding (see manufacturing, supply chain, marketing & Sales programs. These programs have not been included in this overview.

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Brief content DBA Management Programs DSM Introduction ProgramTarget group: Employees from all disciplines, countries and businesses approximately 6 months after they join DSM.

Management Leadership Program 1Target group: Employees with an academic degree at job level C38-39 who are in their first full-time job andwho have been working for DSM for 6 to 18 months.

Management Leadership Program 2Target group: Managers at job level C40-C41 in their second or third assignment in their career and those taking on broader responsibilities as a manager, team leader or senior advisor.

Managing Performance ProgramTarget group: Managers at job level C40 or higher with line management responsibilities.

Management Leadership Program 3Target group: Managers (line management responsibilties) at job level C42 – C44.

Program for Experienced ManagersTarget group: Experienced managers and senior specialists in all disciplines, countries and businesses who have been at this level for 4 – 6 years and who are seeking to refresh their views on external and internal (strategic) developments and would like to find and exchange best practices regarding leadership, change and effectiveness in their jobs. Job level: C42 – C43.

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Scope & target group of FC programs

Cat. 1: Finance for Finance

Cat. 2:Non-Finance for Finance

Cat. 3: Finance for non-Finance

Cat. 4:Non-Finance for Non-Finance

FC1/2 (FC3) FC4

FC 5/6

FC9FC8

FC7

FNF

To be hosted elsewhere

Include other, non-FC, programs into standard curriculum for Controllers