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A Saudi Company. Multinational Player. Changing the game!

A Saudi Company. Multinational Player. Changing the game!. Eng . Omar Najjar, VP HR. The “Cristal” Journey. Our Cristal Titanium Businesses - Worldwide. 2 nd Largest Titanium Dioxide (TiO 2 ) producer used to make Paint, Plastics and Paper. PIGMENTS. MINING.

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A Saudi Company. Multinational Player. Changing the game!

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  1. A Saudi Company. Multinational Player. Changing the game! Eng. Omar Najjar, VP HR

  2. The “Cristal” Journey

  3. Our Cristal Titanium Businesses - Worldwide 2nd Largest Titanium Dioxide (TiO2) producer used to make Paint, Plastics and Paper • PIGMENTS MINING 5th largest Titanium minerand the primary feedstock for Titanium Dioxide Production METALS First Producer of CP (Commercially Pure) Titanium and Ti 6-4 Alloy (6% Aluminum/4% Vanadium) Powder for Titanium Metal Parts Production

  4. 5 Mines 8 TiO2 Plants 1 Titanium Metal Plant 2 Global R&D Centers 11 Operational Offices Cristal Locations

  5. The Business Challenges Integration and Globalization High Growth Targets and Multiple Expansions Reliability and Operational Efficiency Cost Efficiency Skill Drain • How did HR Change the game?

  6. 1) Positioning Talent as Key to Business Success • Disciplined Growth • Financial Sustainability • Operational Excellence

  7. Integration and Globalization • Disciplined Growth • Financial Sustainability 2) Transparent and Closely Linked HR Strategy to the Business Challenges • Deliver a full Organization Design • Manage Change across CG • Maximize use of Technology • Introduce the Performance Management System • Maximize the contribution of the Senior Leaders • Talent Management and Succession Planning • Establish Cristal Academy with focus Technical Training • Learning and Coaching Culture • Skill Audit • Re-build HR organization and resource it properly • Partner with Manufacturing to manage the people agenda • Measure and improve Employee Engagement • Develop Competency/Skill Framework for every function • Skill Audit • 5 year CRISTAL Skill Building Plan • Build a strong Talent Pipeline and Recruitment Strategy (80/20) • CRISTAL Young Talent Program • Focus on Site Management teams • Operational Excellence • Skill Drain • People Strategy for every SBU • Workforce plan for every expansion project • Expatriation and re-location Program • Review Reward systems for ITP • Upgrade Recruitment Standards and Efficiency • Review bonus program and link with growth and performance targets • People Growth initiatives • Design people-cost monitoring system with Finance • Control headcount in Yanbu • Consolidate FTE, Contractors and Overtime into one reporting mechanism (e.g. man-hour per site) • maintain people cost to be XX% • Streamline HR processes and improve overall efficiency.

  8. 3) Clarify the roles for all Stakeholders COMMITMENT Executive Team • Motivation • Engagement • Coaching • Development Line Managers • Policies • Systems • Data • Values • Education • Services HR Function

  9. 4) Build an effective HR operational model Family Members Individual, Team and Organization Capability General support and transactional enquires HR Business Partners Service Level and Cost HR Services Solution development and deployment Policy interpretation Policy improvement HR Expertise Team

  10. 5) Establish an attractive Employer Value Proposition (EVP) Genuine impact in a companywith a pioneering spirit, the warmth of family, and the strength of a multinational Signature Warmth of a family Pioneering Spirit Genuine Impact Performance-driven Strength of a multinational Benefits CRISTAL Values Caring Collaborative Passionate Professional

  11. In Summary :


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