2015 activity report

2015 AC TIVIT Y REPORT
Accelerating
Transformation
Technical perfection, automotive passion
- 1 -
2015 OVERVIEW
JOINT INTERVIEW
Ya n n D e l a b r i è re
a n d P a t r i c k K o l le r p . 2
2015 HIGHLIGHTS
b y E xe c u t i v e C o m m i t t e e p . 8
KEY FIGURES
S t ro n g P e r f o r m a n c e I m p ro v e m e n t p . 1 0
EDITO
A major automotive supplier and global leader in
its key businesses, Faurecia registered a strong
performance in all major regions in 2015. The
company accelerated its cultural transformation,
launched its digital enterprise initiative and
increased innovation for automotive customers
and consumers throughout the world. Faurecia’s
innovative technologies are enabling automakers to
improve fuel economy, reduce emissions and enhance
comfort while paving the way for the connected and
autonomous car of the future. Faurecia is now well-
DRIVERS OF
T R A N S F O R M AT I O N
I N N O VAT I O N p.14
positioned to invest in new technologies to respond
to the ongoing evolution of the automotive industry.
D I G I TA L I Z AT I O N p.18
C U LT U R E p . 2 2
Follow us at www.faurecia.com, Facebook, LinkedIn,
YouTube, Twitter…
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JOINT INTERV IE W
2 015 , A Y E A R O F A C C E L E R AT I O N
Faurecia showed solid growth and significantly improved its performance in both operating margin
and cash generation in 2015. With its strong customer relationships and global leadership position
in its key businesses, the Group is helping accelerate the automotive industry’s technology transformation.
SOLID SALES
GROWTH OF 9.9%
Faurecia’s sales growth in Europe
more than doubled the pace
of automotive production.
YANN DELABRIÈRE: Our strong sales growth
in 2015 was driven in particular by Europe where
sales grew by 8.7%, more than double the pace
of automotive production. In North America,
automotive production grew 2.7% to reach
a historic high of 17.2 million vehicles sold.
Faurecia again outperformed the market with
sales growth of 5.2%. These two strong regions
more than offset the sudden mid-year drop in
the Chinese market, especially for international
automakers in China. Despite the market
picking up again at year-end, our overall sales
in Asia were flat compared with 2014.
U.S. icon: the Ford F150
OPERATING MARGIN
AHEAD OF OBJECTIVES
YA N N D E L A B R I È R E
P AT R I C K K O L L E R
Chairman and Chief Executive Officer
Chief Operating Officer
OU R SU C CESS HAS BEEN G LOBAL
THE RE M ARK AB L E C O M M IT M E NT ,
AND IS VISIBL E ACR OSS AL L OUR
AC C O UNTA B IL ITY AND AG IL IT Y
ACTIVITIES, WHETHER M ANUFACT URING ,
O F O UR T E AM S A RO UND THE WO R LD
S U PPLY C H AI N, P R ODUCT L AUNCHE S
ARE THE M O S T IM PO RTA NT FACTO R S
OR STRON G COM M ER CI AL MOMENTUM
IN O UR PE RFO RM A NC E . »
WITH OUR C USTOM ER S. »
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5.1 %
Operating margin
in North America
for 2015 second semester
PATRICK KOLLER: Our strong operational
performance in all main regions allowed us
to exceed our objectives. I would particularly
highlight the remarkable turnaround achieved
in North America in 2015. This is a region
in which our operational performance had
been affected in 2013 and 2014 by the costs
associated with our extremely rapid growth.
In 2015, we more than doubled our operating
margin in North America to reach 5.1%
of sales in the second half. In Europe,
our efficient industrial footprint enabled us
to benefit fully from the market’s growth.
We also should note the excellent operational
performance in Asia where, despite
the sales drop in China, the strong reactivity
of our teams helped drive improvement
in our operating margin.
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JOINT INTERVIEW
STRONGER CUSTOMER
RELATIONSHIPS IN ALL REGIONS
ACCELERATING TECHNOLOGY
FOR DRIVING WELL-BEING
PATRICK KOLLER: Our customers’ strong
confidence in Faurecia was reflected not
only through a record order intake, but also
in other ways. For example, Volkswagen
recognized us as a FAST partner for our
three business groups: Interior Systems,
Automotive Seating and Emissions Control
Technologies. We strengthened our
relationship with FCA through two new
partnerships and were named Supplier
of the Year by General Motors.
YANN DELABRIÈRE: The technology
transformation of the automotive industry
is accelerating rapidly, both in environmental
performance to reduce CO2 emissions
and pollutants as well as in developing
the connected car. Faurecia has kept pace
with this trend and throughout the year
and demonstrated its latest technologies
at the major international auto shows.
Starting at the Detroit Auto Show in January,
through Shanghai in April and then at
the Frankfurt Motor Show in September,
Faurecia technologies for sustainable
mobility and enhanced life on-board were
highly visible. In the area of environmental
performance, a special focus was given to
In Korea, we continued to build our relationship
with Hyundai Kia with both our traditional
emissions control business as well as our
more recent seating business. To further
improve our service to this key customer,
we started construction of a new tech center
in Korea, which will open in 2016, while also
reinforcing our country organization.
GERMANY
Named
a Volkswagen
FAST partner
U.S.
Named Supplier
of the Year
by General Motors
BRAZIL
SOUTH KOREA
New partnerships
with FCA in exteriors
and interiors
New tech center and
reinforced country team
to better serve Hyundai Kia
PARTNERSHIPS WITH CHINESE OEMS
YANN DELABRIÈRE: A joint venture signed
last year with Dongfeng shows the importance
of developing customer partnerships in China.
Initially covering our interior and exterior
businesses, this partnership will be extended
to all our businesses and should represent
two billion euros in sales by 2020. This
joint venture is off to a strong start and has
already been awarded significant business for
DPCA, for which a new plant has been built
in Chengdu, as well as for other Dongfeng
brands. A new tech center is being built in
Wuhan to manage all development activities
for this joint venture. Through this joint
venture business model, we will continue to
accelerate sales to Chinese OEMs with an
objective that they represent 20% of our total
sales by 2020.
FAURECIA HAS KEPT PACE
WITH THIS TREND AND
THROUGHOUT THE YEAR
DEMONSTRATED ITS LATEST
TECHNOLOGIES AT THE
MAJOR INTERNATIONAL
lightweight solutions across the whole range
of our products, from lighter seat frames to
biomaterials for interiors to induction brazing
technologies for exhaust lines. Emissions
control systems for both passenger cars
and commercial vehicles were also in the
spotlight as increasing pollution becomes
an important societal challenge, particularly
in Asia but also in Europe. Several important
fuel economy technologies were also
launched into production for new vehicles,
including NAFILean on the Alfa Romeo Giulia, a
composite spare wheel tray for the
Renault Mégane and the start of production
for an energy recovery system for the new
Hyundai-Kia IONIQ hybrid vehicle.
PATRICK KOLLER: As the industry moves
increasingly towards the connected, and
eventually the autonomous car, the interface
between the occupants and the vehicle
becomes increasingly important. Faurecia
is ideally positioned to develop the interior
architecture and user experience for future
autonomous cars. The Human Machine
Interface was a particular focus area
for Faurecia Interior Systems in 2015.
New technologies for integrating screens and
touch-activated content into the cockpit were
demonstrated on our Intuition demonstrator
and attracted great interest from automakers.
Another star in our innovation portfolio
is our Active Wellness™ seat, which captures
information about the occupant’s physical
state such as heartbeat and respiration rate,
is able to detect whether the person is stressed
or drowsy and can then implement corrective
therapies, such as massage or cooling. This
type of personalized interaction between
the passenger and the car will become
increasingly important as autonomous cars
become a reality.
AUTO SHOWS.»
¤2 bn
YA N N D E L A B R I È R E
Chairman and Chief Executive Officer
Projected 2020 sales through Dongfeng
partnership in China
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- 5 -
AS THE INDUSTRY MOVES
INCREASINGLY TOWARDS THE
CONNECTED, AND EVENTUALLY
THE AUTONOMOUS CAR,
THE INTERFACE BETWEEN
THE OCCUPANTS AND
THE VEHICLE BECOMES
INCREASINGLY IMPORTANT.»
P AT R I C K K O L L E R
Chief Operating Officer
JOINT INTERVIEW
BASED ON THE VALUES OF ENTREPRENEURSHIP,
AUTONOMY AND ACCOUNTABILITY, BEING FAURECIA
ENCOURAGES PEOPLE TO TAKE INITIATIVES TO IMPROVE OUR
PERFORMANCE AND INCREASE CUSTOMER SATISFACTION.»
P AT R I C K K O L L E R
Chief Operating Officer
TRANSFORMATION INITIATIVES
FOR IMPROVED PERFORMANCE
PATRICK KOLLER: Two major transformation
initiatives are underway in the Group.
Being Faurecia, our culture for value creation,
was launched in 2014 and fully deployed
in 2015. Based on the values of entrepreneurship,
autonomy and accountability, Being Faurecia
encourages people to take initiative
to improve our performance and increase
customer satisfaction. In March 2015,
all of our sites celebrated Faurecian Day
and demonstrated the enthusiasm and passion
that drives our employees each day.
The “Born to be Faurecian” campaign was
also launched, highlighting our culture and
supporting our drive to attract and integrate
talented new graduates.
Our digital enterprise initiative is already
transforming our working practices and
boosting our industrial efficiency across
the company. The initiative was launched
at the beginning of 2015 with a very broad
scope covering four different areas: product
development and program management,
manufacturing and supply chain, customer
management and human resources and
communications. Through workshops
and pilot projects in over 25 sites and with
30 technology partners, the Group has now
prepared a roadmap with the key technologies
to be deployed within the organization
to improve efficiency and accelerate our
performance. During 2016, 20 production
sites will be fully equipped with technologies
for manufacturing intelligence, logistics
scanning, automated material handling, digital
management control and collaborative robots.
YANN DELABRIÈRE: Towards the end of the
year, we announced the sale of our Automotive
Exteriors business to Plastic Omnium. This
business is over 90% European-based and, given
the high investment necessary for new sites,
there are very few opportunities available for
globalization. As a result, our exteriors business
remains susceptible to European automotive
cycles. In Plastic Omnium we found an excellent
buyer which represents the best opportunity for
development of the exteriors business for both
our customers and our employees.
This divestiture, combined with the convertible
bond conversion completed in January 2016,
will practically eliminate our debt. This will enable
us to accelerate our investment in value added
technologies in our three global businesses:
Emissions Control, Interiors and Seating.
OUTLOOK
Key technologies
identified through
the digital enterprise
initiative are being
deployed
at production
sites in 2016.
Employees celebrated company
values at Faurecian Day events
throughout the world.
- 6 -
SALE OF AUTOMOTIVE
EXTERIORS BUSINESS
YANN DELABRIÈRE: For 2016,
we expect very moderate growth
in automotive production.
We anticipate that Faurecia will
continue to progress, leveraging
the high level of maturity
in our operations and our strong
commercial momentum.
We will pursue our transformation
initiatives and stay on the path
to reach benchmark performance.
With a renewed capacity for
investment, the Group will also
invest in technologies to ensure
that it remains at the forefront
of the accelerating changes
in the automotive industry.
W E W I LL P U R S U E O U R T R A N S FO R MAT I O N I N I T I AT I V E S AN D S TAY ON
T H E PAT H TO R E ACH BE N CH MA R K P E R FO R MA N CE . »
YA N N D E L A B R I È R E
Chairman and Chief Executive Officer
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2015 HIGHLIGHTS
BY E X E C U T I V E C O M M I T T E E
MARK STIDHAM
JEAN-PIERRE SOUNILL AC
Executive Vice President,
Nor th America
Executive Vice President,
Human Resources
This was an outstanding year for North
America as the teams demonstrated their
ability to achieve a performance breakthrough.
We can now move for ward with renewed
confidence and strong customer relationships.
Our Being Faurecia culture took another major step
for ward as we reinforced Faurecia University around
the world in particular through opening a new Campus
in Europe. We developed our diversity initiatives
and introduced collaborative working practices.
New industry-leading technologies, improved financial performance,
accelerated cultural transformation... Faurecia’s leadership team
comments on a momentous year.
MICHEL FAVRE
CHRISTOPHE SCHMITT
Chief Financial Officer
Executive Vice President,
Faurecia Emissions Control Technologies
We accelerated bringing new technologies to market in 2015.
For example, our benchmark Energy Heat Recover y System
has entered into serial production with a leading Asian OEM,
allowing up to 8% fuel savings. We also presented at key Motor
shows our innovative Rankine system, converting exhaust heat
to electricity: this system will be available for production by 2020.
2015 was a breakthrough year
for cash generation, profitability
and refinancing at benchmark
cost. We have recovered a real
financial flexibility. I want to
thank all the teams for their
fantastic contribution to these
key achievements.
HERVÉ GUYOT
Executive Vice President,
Strategy
The disposal of our
Exteriors activity will
eliminate our
indebtedness and
allow us to invest in
new technology
breakthroughs in our
other businesses.
HAGEN WIESNER
NIKL AS BR AUN
Executive Vice President,
Faurecia Aumotive Seating
Executive Vice President,
Faurecia Automotive Exteriors
K ATE PHILIPPS
2015 was a year of record
product launches for
Automotive Seating in all
of our divisions, leading to
a double digit growth in sales.
We managed this whilst also
achieving over 5% operating
margin for the year, bringing
us close to benchmark
performance.
Executive Vice President,
Communications
In 2015 we strengthened our
Being Faurecia culture as was
demonstrated by the enthusiasm
and energy with which our sites
celebrated Faurecian Day, and in the
success of our “Born to be Faurecian”
recruitment campaign.
- 8 -
JEAN-MICHEL RENAUDIE
Executive Vice President,
Faurecia Interior Systems
Through the great work of
our teams in innovating,
reinforcing customer
relationships and supporting
our strategy, we succeeded in
demonstrating our full range
of expertise and technologies
on many occasions such as the
Frankfurt Motor Show where
we unveiled our much noticed
Urban Liftgate demonstrator.
Increased connectivity within vehicles
and the move to autonomous cars is
driving our strategy to integrate screens
and controls into the decorative surface
of the vehicle. The launch of the Alfa
Romeo Giulia is our first concrete
realization of advanced HMI.
- 9 -
Europe
K E Y FIGURE S
54%*
Employees: 57,900
S TRONG PERFORM A NC E IMPROV EMENT
Product sales: €8.6 billion
143 plants and 15 R&D centers
North America
Faurecia’s solid performance in 2015 reflected strong growth and significant improvement in both
operating margin and cash generation. A breakthrough in profitability and confirmed momentum
in the second half enabled the company to exceed its guidance for all targets for the year.
28%*
Employees:
20,700
Product sales:
€4.4 billion
44 plants and 6 R&D centers
SALES
OPERATING MARGIN
(IN €M AND AS A % OF SALES)
(IN €M)
CONSOLIDATED NET INCOME
(GROUP SHARE)
(IN €M)
+9.9%
18,029
913,0
20,690
18,829
(4.4 %)
+35%
370,0
673,0
+123%
(3.6%)
538,3
(3.0%)
166
87,6
2013
2014
2015
2013
2014
2015
2013
2014
2015
Asia
€303m
€963m
3%
UP 40%
DOWN E425m (vs Dec. 2014)
Product sales:
net cash flow
net financial debt
15%*
South America and
Rest of the World
Employees: 15,800
*
Product sales: €2.4 billion
57 plants and 6 R&D centers
Employees:
8,600
€0.5 billion
31 plants and 3 R&D centers
- 10 -
- 11 -
* % of product sales
Drivers
OF
T R A N S F O R M AT I O N
INNOVATION P. 1 4
CULTURE P. 22
Lighter materials, greener vehicles,
intuitive connectivity and comfort…
Faurecia’s innovations are helping to
define the car of tomorrow.
Strengthened training, outreach
in communities worldwide and a
performance culture…Faurecia
employees continue to develop and lead.
DIGITALIZATION P. 18
Faurecia’s Digital Enterprise project
is driving performance improvement
and transforming manufacturing
operations around the world.
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- 13 -
I N N O VAT I O N
New technologies
accelerate
Driving Well-Being
Faurecia on board
Anticipating customer
NEW ALFA ROMEO GUILIA
and consumer needs, Faurecia
is delivering long-term value
Among Faurecia’s contributions
Other innovations include large
to the new Alfa Romeo Giulia
light-weight Ligneos wood substrate
solutions to enhance Driving
is NAFILean, the only injected
surfaces, seamlessly integrated
Well-Being. The result:
material made from natural fibers
DecoDisplay black-panel screens,
and hemp and offering 20-25%
a SlushLite instrument panel covering
weight savings to instrument panels,
and use of cut and sew techniques
door panels and center console.
for a premium finish .
creation through its innovative
sustainable mobility, and
enhanced life on-board
for consumers.
GREEN FIBER WINS JEC INNOVATION AWARD
Flaxpreg™, a Faurecia-developed flax fiber
reinforced composite sandwich was recognized
in March with an Innovation Award at the JEC
Europe 2015 trade show. Composed of renewable
resources, the material offers superior mechanical
properties and significant weight reduction and will
be introduced first in the structural trunk load floor
market.
ACTIVE WELLNESS™ SEAT
restores driver ’ s wellness
VOLKSWAGEN NAMES FAURECIA STRATEGIC
PARTNER
FAST FORWARD ON INNOVATION
F aurecia
at major automotive shows worldwide
Intuitive technologies, seating
systems to restore driver
wellness, on-board connectivity,
energy recovery systems,
ever lighter products and new
materials to increase vehicle
fuel-efficiency, these were a
few examples of Faurecia’s
accelerating innovation on
display at 2015 auto shows in
Detroit, Shanghai and Frankfurt.
Responding to the growing
need for sustainable mobility
while enhancing the on-board
experience for drivers and
their passengers, Faurecia’s
technologies and innovations
create value for automakers
while delivering tangible user
benefits for consumers.
- 14 -
Three Faurecia businesses, Automotive Seating,
Interior Systems and Emissions Control
Technologies, were selected by the Volkswagen
Group as strategic partners within its “Future
Automotive Supply Tracks” (FAST) corporate
initiative through which the automaker is
working together with its suppliers to respond
to the challenges and accelerating technology
changes taking place in the automotive industry.
The designation confirms Faurecia’s significant
performance in the supply of automotive
seat structures and instrument panels for
Volkswagen Group vehicles.
To keep drivers healthier,
Faurecia combined forces with
NASA, Ohio State University and
medical device company Hoana
Medical to develop the Active
Wellness™ seat, the world’s first
vehicle seating system capable of
detecting and responding to drivers’
physical and mental status. Unveiled
in April as a demonstrator at the
Chinese auto show in Shanghai,
the seat employs unique sensors to
detect the heart rate and breathing
rhythm of drivers. Based on the
signals detected, the system
responds with countermeasures
- 15 -
to restore travelers to a healthy
driving condition. For example, a
specific massage pattern and air
flow through the seat’s ventilation
system re-energizes a drowsy
occupant or relaxes a stressed
individual.
INNOVATION
Faurecia on board
RENAULT TALISMAN’S
INNOVATIVE INTERIOR
OFFERS SUPERIOR
COMFORT
INTUITION
T oward
Intuitive Human Machine Interface
(HMI) solutions such as full blackpanel screens, high-resolution
active matrix organic LED (AMOLED)
screens, smart functional surfaces
and functional lighting are among the
features of Faurecia’s next generation
of vehicle interiors. The seamlessly
integrated solutions represent a leap
forward in intuitive technologies and
on-board connectivity. The driver’s
seat adjustable to the “relax” position
and adjustable center consoles offer a
preview of future autonomous driving
in which drivers will have time for
relaxation and work while on the road.
EXHAUST HEAT POWER GENERATION
E nergy
the cockpit of the future
recovery for fuel economy
Faurecia introduced the world’s first
system to directly convert exhaust
heat into electricity and power for
vehicle reuse. The Exhaust Heat Power
Generation (EHPG) system produces
pressurized steam to generate power
or electricity. The system will be first
applied to generate power on trucks,
with a fuel economy savings of 5%
or more. This will be followed by
applications to generate electricity for
hybrid passenger cars, for which fuel
economy savings are estimated at 7%.
The Faurecia-developed innovative
sculpted light panel used in front-seat
backs enables Renault to offer three
centimeters of extra knee room for rear
passengers in its new Talisman Sedan.
URBAN LIFTGATE
V ehicle
rear design moves
to forefront
A showcase of innovations possible for
the rear of vehicles, Faurecia’s Urban
Liftgate Demonstrator demonstrates
a new level of distinctive appeal in
integrating lightweight qualities, space
saving, aerodynamics and smart
functions such as an innovative sliding
liftgate. The concept combines innovative
composite materials, backlighting,
textured paint, laser marking and visible
composites to revolutionize thinking
about the rear of vehicles, from roof to
bumpers.
5 %
fuel economy savings
or more
Faurecia on board
NEW GEELY BORUI GC9
In June, Faurecia received the Concept
Interior Innovation of the Year award
at the Automotive Interiors Expo for
the front seat developed with Renault
for its light but roomy EOLAB vehicle.
The car’s innovative front seat structure
is 35% lighter than comparable seat
structures without compromising on
styling, safety and comfort.
- 16 -
The all-new premium Geely Borui GC9,
INNOVATION OF THE YEAR AWARD
FOR EOLAB SEAT
TWO AWARDS AT AUTOMOTIVE
BRAND CONTEST
Faurecia was honored with two awards
at the 2015 German Automotive Brand
Contest. Its “Less is More” lightweight
concept won in the Concepts category
while the rear-seat folding system on
board the Renault Espace won in the
Parts & Accessories category.
unveiled last December, has won the
2016 China Car of the Year award.
Faurecia supplies the instrument panel,
center console and door panels as well
as hot and cold end emissions control
systems for all engine variants.
- 17 -
D I G I TA L I Z AT I O N
SETTING PRIORITIES
O perations
•C
ustomer Management
Faurecia teams identified four
to increase sales efficiency
priority areas for the first wave
and develop the customer
of digital transformation:
experience;
• Product Development & Program
• Human Resources and
Management to increase agility of
Communications to drive
innovation & product development;
collaboration and prepare
• Operations Manufacturing &
the company for the millennium
Supply Chain to capture and
generation.
leverage plant data, monitor
and control manufacturing
processes;
Leveraging technology
for improved performance
Launched at the beginning of the year, Faurecia’s
Digital Enterprise project is transforming the
company’s ways of working. Increasingly affordable
digital technologies, the rise of big data and a
ACCELERATING CHANGE
D igital E nterprise
digitally mature workforce are combining to enable
significant gains in an industrial environment that
demands increasing speed, quality and reliability.
To enable Faurecia to increase its
agility and efficiency, the company is
leveraging technology and driving digital
transformation throughout the world. As
the cost of technology has come down
and the availability of real-time data has
exploded, the opportunities to harness
and analyze information are multiplying
rapidly. A key driver is the need to operate
at the same level as customers in terms
of global information, speed of response
and decision-making. Equally important
is meeting employee expectations for a
work environment that is as modern and
efficient as their private life.
of the future
FROM PROOF OF CONCEPT
TO EXECUTION
D igital
transformation
During the first months, a global project team
evaluated 42 proofs of concept (POC) across the four
priority areas. Ideas ranged from reducing scrap
in injection molding to 3D prototyping in product
development to the use of RFID (Radio Frequency
Identification) tags to simplify logistics. The team
investigated the feasibility, financial impact and any
potential roadblocks for each POC. The Group is now
deploying these key technologies throughout the world
with a target of fully transforming 20 plants in 2016.
Close-up
SIMULATION PROCESS
Transforming work
processes with digital
technologies
Using simulation tools and
In addition to optimizing processes,
processes, Faurecia teams are
simulation allows work stations to
creating digital plants capable of
be improved, increases agility across
simulating critical processes such as
Faurecia’s global network and
machine installation and transport
provides a better or faster view of
flows. Leveraging software and new
upcoming developments.
tools, digital simulation shows what
will be done in real life 3-4 months
later and enables assumptions to be
tested.
Increasing operational
speed and agility
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DIGITALIZATION
Manufacturing 4.0
Through networked manufacturing, a plant-specific focus on
improvement and shared best practices, Faurecia continues to
increase the performance, quality and agility of its production
processes throughout the world.
Examples of Manufacturing 4.0 in action
1
1
Manufacturing Intelligence
and Predictive Maintenance
Captured data, for example, temperature,
are analyzed using algorithms to correlate
data with certain outcomes. Applied on
sites, this information enables equipment
failures to be predicted and prevented,
inefficiencies to be corrected and
productivity to be increased.
MOTHER PLANTS
Advanced manufacturing
A KEY DRIVER IS THE
AVAILABILITY OF REALTIME DATA AND OUR
Flow Control
2 Quality
and Tracking
Radio Frequency IDentification (RFID)
tags enable labels on products to be read
remotely, eliminating scanning by hand for
each individual item. Automated tracking of
components simplifies logistics and allows
real-time management of inventory flows
and quality.
3
Smart automation
and collaborative robots
Use of robots to perform non-ergonomic,
complicated and/or repetitive tasks,
optimizing the automation of manufacturing
linked to vehicle production flows.
ABILITY TO LEVERAGE
IT. WE ARE MOVING
FROM PREVENTION
TO PREDICTION IN
OUR PROCESSES AND
LEARNING MACHINES
WILL SOON BE ABLE TO
RAPIDLY ADJUST ON
THEIR OWN TO OPTIMIZE
EFFICIENCY.»
D AV ID D EG R A N G E
4
Visual management
Real time on-screen monitoring of
production replaces manual intervention,
freeing employees to perform higher value
added, more rewarding work.
- 20 -
Group Digital Enterprise
Project Director
To effectively support its manufacturing
network, roll-out its digital initiative and
improve its responsiveness to customer
needs across the globe, Faurecia has
developed the Mother Plant concept.
A Mother Plant has a reinforced staff
structure, with additional trained managers
in key positions who can be transferred
to support other plants facing specific
difficulties to help them achieve or return
to full operational performance as quickly
as possible. The managers receive training
to prepare them for these roles and can
be deployed to plants throughout their
region, across all Faurecia business
groups. The Mother Plant also is a venue
for experimentation, piloting and innovating
on advanced manufacturing techniques that
can be applied at other plants. Promising
new digital tools, for example, are piloted
at Mother Plants, facilitating their roll-out
to other sites. The concept is being fully
implemented in 2016, including a formal
certification process for designated Mother
Plants.
Fraser is one of the Group
mother plants for North America.
- 21 -
CCulture
U LT U R E
Deploying
Being Faurecia
Faurecia’s greatest strength is the
commitment and professionalism of its
teams, unified through a performance
culture that empowers them to achieve
results.
FAURECIAN DAY
C elebration
To celebrate the first anniversary of Being
Faurecia, facilities throughout the world held
festive events, including tree plantings,
balloon launches, sports days, lunches
and theater performances. Initiatives undertaken
at every level of the company to support
the cultural transformation were highlighted.
The success of the day’s events and the full
engagement by employees reflected a sense
of shared pride in being part of Faurecia and
the increasingly high levels of teamwork and
cohesiveness at sites worldwide and at all levels.
CULTURAL
TRANSFORMATION
ACCELERATES
C ompany
culture
Faurecia continued to reinforce its
cultural transformation in 2015 through
the further deployment of Being Faurecia
company-wide. Launched in March 2014,
the initiative is continuing to accelerate
the development of a performance culture
with employees demonstrating additional
initiative in taking responsibility for their
results and determining how to achieve
them. In 2015, a renewed focus was placed
on developing people, enhancing talent
management and training to further
support future growth and long-term
value creation.
BE IN G FAU R E C IA IS MOR E
T HAN A SLOGAN . AS
E MP LOY E E S , IT R E IN FOR C E S
OU R SE N SE OF WOR KIN G
TOG E T HE R TOWAR D A
C OMMON OBJE CT IVE .
Celebrating Being Faurecia’s first
anniversary at Kenitra plant in Morocco
MEASURING CULTURAL
TRANSFORMATION
E ngagement
survey
The 2015 Management Survey confirms
the ongoing progress in implementing
Being Faurecia. With 16,000 managers and
professionals surveyed in 24 countries, the
results show confidence and strong buy-in
for the company’s strategy. The high level
of engagement was further reflected in the
high 72% response rate to the survey, an
increase of four points over 2013.
- 22 -
2X
Faurecia’s global headcount
has more than doubled
since 2009
New Being Faurecia
Champions introduced
in China
- 23 -
BEING FAURECIA CHAMPIONS
P romoting
cultural change
On Faurecian Day, 100 new Being Faurecia
Champions were named, taking over from
the previous year’s Champions. Their mission:
helping to accelerate the company’s cultural
transformation, including by identifying Being
Faurecia initiatives deserving recognition and
supporting different company levels in launching
and deploying their own Being Faurecia
initiatives.
CULTURE
Attracting
and developing talent
PROVIDING EMPLOYEES
WITH GROWTH
OPPORTUNITIES
I nternal
People development is at the heart of
the Being Faurecia culture. To retain
its talented employees and enable them
to grow, Faurecia provides multiple
opportunities for career growth,
including through international and
cross-functional mobility.
Whether providing a culture that enables employees to succeed, promoting the role of women
in engineering or expressing respect for personal values, Faurecia’s employer brand continues
to attract and retain talented professionals.
BRAND CAMPAIGN
HIGHLIGHTS
BEING FAURECIA
CULTURE
mobility
Faurecia female managers
confirm the abundant
opportunities in engineering
to students.
54%
of posts filled internally
19%
of managers moved
positions during 2015
24% cross-functional mobility
T alent
To attract top candidates in a
competitive global job market, the
company launched “Born to be
Faurecian,” a new global campaign
that aligns the company’s employer
brand with its Being Faurecia culture.
The campaign features five Faurecia
employees who relate their personal
stories and how the company enables
them to live their personal values at
work.
THE “B O RN TO B E
FAURE C IA N” CAM PAIG N
FEAT URE S RE AL FA URE C IA
EMP LOY E E S B E CAUS E
THEY B E S T E M B O DY O UR
COR PO RAT E C ULTURE .
WOMEN IN ENGINEERING
WHEN YO U ARE TRUE TO
G ender
YOUR S E L F IN HOW YO U
Faurecia continues its longstanding
commitment to raising awareness
of and promoting opportunities for
women in the engineering profession.
Among its numerous activities
in multiple countries during the year,
Faurecia participated in the third annual
Women in Engineering Sciences Day,
held in November at high schools
throughout France. Taking part in the
event were several of the company’s
female managers who discussed their
own careers, the important role women
play in companies and the widely varied
professional opportunities offered in
engineering, in addition to answering
students’ questions.
WOR K , IT B E NE FIT S YO U,
YOUR C O M PA NY A ND YO UR
CUSTO M E RS . »
You’ve always found ingenious ways to reach your goals.
You’re driven by innovation and a passion for solving problems. Be yourself, join Faurecia.
www.faurecia.com/careers
Technical perfection, automotive passion
- 24 You’ve always been ahead of the game.
You have a passion to succeed and a drive for results. Be yourself, join Faurecia.
www.faurecia.com/careers
Technical perfection, automotive passion
diversity
TOP EMPLOYER
STAR
A wards
M anaging P erformance
STAR (Setting Targets, Achieving
Results) is now fully deployed,
providing a more factual and
rational approach to assessing
and managing performance for
Faurecia’s 17,000 Managers &
Professionals. Deployed in tandem
with the company’s Being Faurecia
cultural transformation initiative,
STAR is a fully online process,
accompanied by face-to-face
interviews between the employee
and their manager.
A global approach to assessing
performance, STAR is based on
three components:
• Results versus Objectives;
• Leadership Competencies;
• Behaviors in line with values.
- 25 -
Three Faurecia countries were certified
as Top Employers for 2016. In addition
to Germany, which has received the
certification for several years, the
company was certified in France for
the second year and for the first time
in the U.S. The Netherlands-based Top
Employers Institute, an independent
international body, awards the annual
distinction as a recognition of the
conditions that employers create for their
employees in areas such as performance
management, training and development,
and company culture.
CULTURE
Giving back to
local communities
FAURECIA UNIVERSITY
EUROPEAN CAMPUS
OPENS
D eveloping
training
Faurecia University continued to expand,
opening its new European campus
in November. The campus in Nanterre,
France, joins the existing North American
campus in the U.S. and the Asian campus
in China. All three offer a wide array
of courses adapted to identified business
needs: in addition to specialized subjects
such as Production Control and Logistics,
training programs focus on global themes
such as performance management,
leadership skills and company culture.
Classes are offered to employees at all
levels and are available at beginner,
intermediate and expert levels.
In the countries where Faurecia operates, employees continue
to make a difference in their local communities, raising funds
and collecting donations for those in need. In Europe, employees
extended a helping hand to refugee families fleeing war-torn
C ommunity
More than
school
Digital content, MOOCs, executive
training, a collaborative learning
platform, augmented reality, enriched
interactive content offered via the
web and mobile devices… Digital
learning at Faurecia is on the rise. New
initiatives are underway to increase the
digital content of Faurecia University
learning programs, creating a journey
I nternational R elief
FUELS GIVING PROGRAM EXPANDS TO NEW COUNTRIES
ANYWHERE, ANYTIME LEARNING
D igital
SUPPORTING REFUGEES
countries in the Middle East.
in which the student can be engaged
prior to the course and the impact
of the training continued afterwards.
The technology leveraging is opening
new opportunities for increased
collaboration, data sharing and
real-time problem solving. Another
emerging initiative: increased training
opportunities for Faurecia suppliers.
8,000
employees participated
in training at Faurecia
University in 2015
DRIVE
D eveloping
the managers of tomorrow
To support global deployment of Being
Faurecia, the company launched DRIVE,
a program to enable managers
to improve the leadership skills
needed to perform in a fast changing
environment. The cutting edge
individualized learning offer includes two
core and seven elective courses, which
can be selected according to needs
identified in the manager’s Individual
Development Plan. A new learning offer
that puts Faurecia managers in the
driver’s seat for their own development.
- 26 -
involvement
Faurecia employees and sites around
the world continue to take regular
actions to support local community
needs. The FUELS (Faurecia Unites with
Employees for Local Services) program,
established in North America in 2010, is
now deployed in several other countries,
including France, Spain, India or in China.
- In North America, 48 Faurecia sites
collected the equivalent of 850,000
meals for local food banks. In six years,
more than 4.35 million meals have been
distributed to families in need;
- In France, for the second consecutive
year, Faurecia partnered with Restos
du Cœur, collecting more than 8 tons
of food and winter clothes for children.
The Group and its French employees
also donated more than 45,000 euros to
support the association’s work;
- In Spain, plastic caps were collected
to benefit a foundation assisting sick
children, a toy drive for disadvantaged
families was held in partnership with the
Red Cross and support was provided to
Oxfam Intermon’s fight against poverty
worldwide;
- In India, employees donated school
supplies, books, toys, clothes and food to
help families in need;
- In China, activities were organized
to support people in disadvantaged
areas, including distribution of clothes
and sports equipment and support to
associations for the elderly. Refurbished
computers were donated through a
partnership with NetSpring in Chengdu.
Other activities on sites around the world
include initiatives to promote health,
ecology, sports and employment and
actions to support children and safety.
Faurecia employees demonstrated
Being Faurecia values in action
through their support to the company’s
campaign to assist refugees arriving
in Europe from conflict zones in the
Middle East. A total of 420,000 euros was
donated from employee and matching
company contributions, enabling specific
actions organized by NGOs and Faurecia
sites in host communities to help
integrate refugees. Initiatives on behalf
of the refugees have included language
training classes, offering internships at
Faurecia sites and donations of school
materials, clothes and blankets.
¤ 420,000
were donated by the Group
and its employees to support
refugees
Be yourself, join Faurecia.
www.faurecia.com/careers
- 28 -
Consulting, creation, writing & production:
Photo credits: Faurecia photolibrary, FCA, Ford, Geely, GM, Renault photolibraries, Getty Images.
We would like to express our thanks to our employees at all Faurecia sites worldwide.
Group Communications
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92735 Nanterre
France
10-31-2629
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Technical perfection, automotive passion