Post on 31-Dec-2015
description
British American Tobacco
Leading international tobacco company
Confidence in the future of thecigarette market
Controversial product
A clear vision for success
Our industry
Annual world market consumption:5.5 trillion cigarettes
15 billion cigarettes sold around the world every day
Tobacco provides a livelihoodfor 145 million people
Highly ranked amongst global companies
13% world market share
Gross turnover £24 billion in 1997
British American Tobacco
International cigarette companies
Philip Morris - 17.2%
British American Tobacco - 13%
RJ Reynolds - 5.8%
Rothmans - 3.1%
JTI - 5.1%
CNTC30.3%
Others23.4%
Reemtsma - 2.2%
British American Tobacco world-wide
Operations in 180 countries Manufacturing in 48 countries
Over 100,000 employees
British American Tobacco regions
Asia-Pacific
America-Pacific
Latin America and the Caribbean
*AMESCA
Europe
*Africa, Middle East, South & Central Asia
British American Tobacco
Am esca Asia-Pasific
C entra l Europe Southern Europe
Benelux N ord ic
N orthern Europe
Europe Latin Am erica Am erica Pacific
B ritish Am erican Tobacco
British American Tobacco Nordic
Founded 21.1.1909 under the name of Itämainen Paperossitehdas i.e. Oriental Cigarette Factory
Renamed as Suomen Tupakka Oy in 1931
Renamed as BAT Finland Oy on 1.9.1992
BAT Nordic activities started in North Europe 1995
Renamed as British American Tobacco Nordic Oy in 1997
Net turnover MFIM 250 in 1998
Staff 88
PACE is a key management process for reviewing the past and planning the future.
It is a management tool which aims to:
* Improve the performance
* Enhance the development
Performance Appraisal and Career Enhancement system (P.A.C.E)
Pace is competency based
It is widespread throughout the British American Tobacco World
Pace encourages objectivity
Pace emphasises development
Principles of PACE
PACE Agenda
Competence review
Development plan
Setting objectives for next year
Performance review
Future career preferences
Rating Definition & Description
A Exceptional Performance
The individual has exceeded expected performance criteria by a wide margin in all key result areas
B Excellent Performance
The individual has exceeded performance criteria in most key result areas and has not produced any less than satisfactory results.
C+ Above Target Performance
The individual has either achieved expected performance criteria with one critical area exceeded or has exceeded standards in two critical areas with the result that a lesser priority area is under-achieved.
C On Target Performance
The individual has either achieved the expected performance criteria in all key areas or has exceeded performance in one critical area with the result that a lesser priority area is under-achieved.
C- Below Target Performance
The individual has achieved the expected performance criteria in all but one critical area.
D Poor Performance
The individual has under-achieved in a number of key result areas.
E Unacceptable Performance
The individual has constantly failed to meet the performance criteria in all key result areas.
Performance Review; Rating
Competencies are skills, knowledge and behaviours which underpin effective managerial performance.
There are two classes of competence :
– Management – Technical
Competency Review
Management Competencies
· People Leadership · Resource Management · Business Development · Communicating · Influencing · Creative Thinking · Rational Decision Making · Career Commitment
Development Plan
An agreed plan to address the identified areas for improvement, covering more than one review period
Training courses/seminars
Alternative development methods
Objectives for Next Year
Objectives should be S.M.A.R.T.Specific Measurable Attainable Relevant Time-bound
Key Result Areas (KRAs) and agreed specific performance criteria for the coming year
Future Career Preferences
Career preference
Next job preference, if identified
Special circumstances
Mobility
Career management
Growing talent from within
Graduate recruitment and Management Trainee Programme
Pace discussions
Career development meeting procedure
Career Reviews
Career development meeting procedure
Global approach
Consistency world-wide
Well informed, thoroughly debated and effectively managed judgements and decision making on the future careers of managers
CDM ProcedurePace Guidelines
(November)
ChangesSchedule
Key Capabilities/ CompetenciesKRA- Issues
MT
Preparing of appraisers/ appraisees (December)
HR
PACE(31 Jan)
Performance RatingsCareer Aspirations
Development NeedsStrengths and Weaknesses
ExecuTRACK
Area CDM(End Feb)
Discussions(January)
Head of function with mgrs of target population
(combined with the Mgrs own PACE discussion)
Views and proposalsPrepared by Head of Function
and HR Manager
Local CDM(16 Feb)
Potential DefinitionCareer Plans
Development PlansSuccession Plans
Graduate Recruitment
Local CDM(ASAP)
Feedback from Regionaland Functional CDMs
Update and follow-up of issues
Graduate Recruitment
Functional CDM
Local CDM
Follow-up of PlansUpdate/Review
Graduate RecruitmentFeedback
from Mentors
Regional CDM(22.-23. April)