st convention rari · r& group’s sope 5 1 ... (sales, production, purchase, finance, ......
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28 YEARS OF RARI – Tribute to the founders
The beginning of the industrial era
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From left to right: Custódio Ramos,
Vítor Caçador and Gracinda
Caçador
R&C GROUP’S SCOPE
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1 – Group R&C's value proposition for Customers and Market is:
• Reliability
• Professionalism
• Sustainability
• Capacity
• Smart Solutions
2 – Group R&C is present in the following businesses:
• Mobility
• Environment
• Energy
• Additional areas such as HR and infrastructures.
WELCOME MANUAL
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Contents:
• Where are we
• Our clients
• Projects undertaken
• Mission
• Quality policy
• Values
• Company chart
• Glossary
RARI’s CORPORATE BOOK
Contents:
• Fundamentals
Identity Statement
Vision
Mission
Values
Quality Policy
• Management Process
Strategy
Strengths
Critical Success Factors
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SPEECHES
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Theme Speaker
Equation of new methods in each work and continuous improvement in the production process
Henrique Adão
Quality and Self-control, a strategic challenge for 2016 Artur Miranda
Qualification and training of HRAna Borges
Hugo Madeira
Project management and team work João Santos
Our offer to the market based on continuous improvement Ricardo Pérez
The importance of financial control for the success of a project João Cêncio
Partners with RARI for 18 years Nuno Saraiva
RARI’S evolution inside Group Volkswagen since 2000 Cármen Aldino
HENRIQUE ADÃO – OPERATIONS DIRECTOR
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Equation of new methods in each work
and continuous improvement in the production process
“THE EQUATION RARI”
“In math, an equation is an equality that involves one or more variables” Why the equating?
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“ANALYSIS OF RARI’S VARIABLES”
Our capacity is
always
associated with
time!
The two fundamental variables
in operations are:
Time
Capacity
The time dilemma
cannot be
suspended.
It’s in Time that we
can have profit or
losses.
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“RARI’S CAPACITY”
“We are all valid to win! But it’s the leader’s responsibility to
put the right persons on the right races”!
The operations are based in capacity
management and their correct allocations!
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OBJECTIVES FOR 2016
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1º To assure the alignment of HR policies and practices with the organization’s strategy.
2º Attract and retain qualified workers.
3º To promote competencies return to Portugal by hiring qualified technicians.
4º Continuous qualification of our HR.
5º Facilitators of an “open and honest” communication, one of RARI’S pillars.
ACTION PLAN – RECRUITMENT & SELECTION
Requirements:. CHARACTERISTICS. QUALIFICATIONS. SPECIFIC SKILLS. EXPERIENCE…
ORGANIZATION’S NEEDS ANALISYS
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Tasks Model Competencies Model
Requirements:. Competencies. Organization
. Planning. Responsibility…
RECRUITMENT AND SELECTION MODEL
EVALUATION / FEEDBACK
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ACTION PLAN – PERFORMANCE EVALUATION
OBJETIVES
EVALUATION
- Previously
defined
objectives
TECHNICAL
COMPETENCIES
EVALUATION AND
OTHERS
- Evaluate the level
of accomplishment
of the
performance
critical
components
PERSONAL
ATTITUDE
- Evaluate
interest, effort,
commitment,
responsibility…
TEAM SPIRIT
- Collaboration,
commitment in
creating team spirit
- Commitment and
responsibilities in
the Group’s
objectives
IDENTIFICATION IN TRAINING AND DEVELOPMENT NEEDS
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ACTION PLAN – TRAINING NEEDS
BASED ON:
1. Company’s
objectives
2. Feedback
and
performance
evaluation
results
3. Annual
inquiry to
satisfaction
Who to train?
How?
In what?
When?
Who will give
the training?
Program
Application
Measure results
Compare the
results with the
objectives
SITUATION DIAGNOSIS
ELABORATION OF THE TRAINING PLAN
EXECUTION OF THE TRAINING PLAN
TRAINING AND EVALUATION
CONTROL
INSTITUTIONAL PROTOCOLS – TEACHING
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RARI has been materializing several partnerships with teaching institutions that will give potential to the company’s future, we highlight the following:
• Protocol with “Escola Profissional da Moita” – Welding Course
• Approval of two degrees with “Instituto Politécnico de Setúbal”
• Protocol with the “University of Chemnitz” to receive trainees (Germany)
• “ATEC” – Training Academy
• “Instituto de Emprego e Formação Profissional”, IP
• CENFIM
• FCTUNL – “Faculdade de Ciências e Tecnologia da Universidade Nova de Lisboa”
• “Escola Profissional Bento de Jesus Caraça” – Barreiro
• “Estaca – École D’ Ingénieurs”
FINAL POINT
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The Future of RARI is depending on our team workWe’re counting on you, our success depends from all of us
Thank you
CONCEPT
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THE MAIN PURPOSE OF “PROJECT MANAGEMENT” IS TO GUARANTEE THE
SUCCESS OF A PROJECT
A successful project is the one that meet the CLIENT and STAKEHOLDERS expectations
CONCEPT
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Project Management incorporates Processes, Systems, Planning, People…
It’s always, and is 1st place, a TEAM WORK
This TEAM WORK has to be TRANSVERSAL TO ALL THE COMPANY
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1º – To guarantee the Satisfaction and Expectations of CLIENTS
We can guarantee Success satisfying our CLIENTSneeds with expertise
“A satisfied client is the best business strategy” Michael LeBouef
CHALLENGES FOR 2016
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2º – Deepen a culture of collaboration between all the company departments (Sales, Production, Engineering,
Purchase, Quality, HR, Finance) and our Suppliers/Partners
We know that the success of the Project depends on a team work culture, commitment and responsibility of all
the team
“Our TEAM is RARI”
CHALLENGES FOR 2016
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3º – To add value to the Project through constant contact with the CLIENT
4º – To guarantee to the TEAM the maximum level o stability and good communication because each member has
objectives, commitments, responsibilities and his/hers engaging in the Project is relevant and important since the
beginning
CHALLENGES FOR 2016
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5º – To promote a “Proactive” culture among the members of the Team
BEING REACTIVE IT’S NOT PART OF THE SOLUTION
CHALLENGES FOR 2016
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6º – To be more and more rigorous in Processes.Bigger detail in Project Planning (Sales, Production,
Purchase, Finance, Engineering) and PROJECT MONITORING
• Without a good planning there cannot be good control, without control there is no management
• Without this, the only thing that’s left for us is to be reactive, that is a culture that we want to ban
CHALLENGES FOR 2016
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7º – Lessons Learned: Evaluate, Discuss and Learn not to commit the same mistakes
How?
• Feedback from Client
• Project evaluation of the team, its performance and Results
• Openly discuss, in a proper local, the work developed by each Company Department and the Team
• Lessons for the FUTURE
CHALLENGES FOR 2016
PROJECT DEVELOPMENT
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Good relationship with the CLIENT, Suppliers and Partners
CONTROL PROACTIVITY
TEAM WORK
Budget Planning Engineering
SubcontractsPurchasing
Production Expedition Assembly
Delivery
After Sales
OFFER
OUR OFFER TO THE MARKET AND TO OUR CLIENTS
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RELIABILITY
PROFESSIONALISM
SUSTAINABILITY
CAPACITY
SMART SOLUTIONS
MARKETS
But in which markets are we going to offer all of this? In which markets we want to focus our efforts?
● MOBILITY
● ENERGY TECH
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VALUE OFFER
How are we going to present our offer to our clients?
PRODUCTIVE CAPACITY
OUR MANAGEMENT
OUR ENGINEERING
OUR KNOWLEDGE OF THE PROCESS
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PRODUCTS
AND OUR PRODUCTS
PRODUCTS FOR THE AUTO SECTOR (TRs, ME, EL, AP, DIAG, SKIDS…)
MACHINE TO POLISH PISTON RINGS
PHOTOVOLTAIC STRUCTURES
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SALES PROJECTION
AND FINALLY: OUR SALES OBJECTIVES FOR THE NEXT TRIENNIUM
2015: 20M
2016: 21M
2017: 22M
2018: 23M
CONSOLIDATION!
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• Foundation of RARI
1988
• Foundation of CEDI
1990
• Foundation of R&C Group
• Joint Venture between ESE and R&C,creation of a new society called OTTOMultiservei S.A. New facilities at Moita.
2009
• Foundation of RARI GMBH (Germany)
2012
• OTTO Multiservei changes its name to OVO Solutions and its shareholder structure belongs 100% to R&C and its partners.
2013
HISTORY
• Foundation of RARI UK Ltd (United Kingdom)
• Foundation of R&C Spain SL (Spain)
2014
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COMPANY CHART R&C SGPS
R&C, SGPS
80%
RARI SA
100%
RARI Gmbh
80%
CEDI Lda
85%
OVO Sol. SA
100%
R&C Spain SL
100%OTTO Provider
80%
VSD 100%
RARI Uk Ltd
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ORGANIZATION RARI SA
Portugal• Accounts & Project
management• Product development• Engineering• Production• Purchase• Turnover: €13,9M
Germany• Accounts & Project
management• Purchase• Turnover: €3,7M
United Kingdom• Accounts & Project
management• Turnover: €1,5M
Spain• Accounts & Project
management• Purchase• Turnover: €2,8M
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RARI SA EVOLUTION
2008 2009 2010 2011 2012 2013 2014 2015
Vol. Direct Exports 1.107.159 1.413.968 1.534.998 1.707.329 9.622.255 5.298.695 6.804.333 6.255.023
Vol. National Businesses 7.241.345 8.342.490 6.483.243 6.169.286 2.924.740 4.405.486 4.669.414 7.645.027
Vol. TOTAL 8.348.504 9.756.458 8.018.241 7.876.615 12.546.995 9.704.181 11.473.747 13.900.050
% Vol. Exp. Im comparison to VN.
13% 14% 19% 22% 77% 55% 59% 45%
EBITDA 510.362 1.205.512 888.474 684.814 1.142.803 825.665 873.909 1.142.518
0
2.000.000
4.000.000
6.000.000
8.000.000
10.000.000
12.000.000
14.000.000
16.000.000
2008 2009 2010 2011 2012 2013 2014 2015
Vol. Negócios TOTAL
Vol. de exportaçõesDirectas
EBITDA
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Vol. Total
Vol. Direct Exports
Data 2009 Data 2015
Sales per sector
55%27%
3%3%
3%
9% Nacional
Alemanha
França
Mexico
Espanha
Reino Unido
72%
6%
6%
1%
2%
3%
11%Automovél
Ambiental
Energia
Firbas sinteticas
Outros
Vidreira
T.Informação
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RARI SA EVOLUTION
Environmental
industry
Automotive industry
and other vehicles
Public and
semipublic entities
Glass industry
IT
Others
National
Germany
France
Mexico
Spain
United
Kingdom
Automotive
Environment
Energy
Synthetic fibers
Others
Glass
IT
THE IMPORTANCE OF FINANTIAL CONTROL
The growth of RARI has to be followed with the bestmanagement skills, we highlight financial management withthe purpose of:
* Set goals to motivate the organization and set benchmarks for performance evaluation.
* To ensure the profitability of the company's projects through timely reporting and management tools.
* To provide useful and crucial information to support decisions.
* To support the financing decision and investment policy.
* To ensure national and international tax rules.
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INVESTMENT IN I&D
The investment in I&D activities is crucial for the sustainable development of the company and its placement in the global market. In this process we highlight:
* Patent registration for the functionalism and software of the Polish Ring Machine.
* To obtain of a internationalization subsidy of this functionalism.
* Creation of an I&D autonomous department.
* Application of 2 projects under the program “Portugal 2020”, for two more projects (individual project – lifting tables, consortium project – automatic unloading platform.
* To obtain two new patents for 2016.
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A SET PAST, A SHARED SUCCESS
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1998• Beginning of
partnership
2002• VW AE – 3A
system, layout change
2007• VW AE –
Transp. CP8
2011• VW AE –Painting line
2013• Audi Ingolstadt –
transp. and elevators
• BMW Regensburg – transp.
2015• BMW
Oxford transp.
• VW AE –transp. and elevators
2000• VW AE – 23
bench system
2005• VW AE – SKID
Lines
2010• VW AE –
transp. cockpits
2012• BMW
Oxford –Skillet Lines
2014• BMW Munich
– transp. • Audi
Neckarsum –elevators
SPECIALIZATION
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RARI has highly specialized and qualified technicians that develop in partnership with SEW EURODRIVE PORTUGAL technicians complex solutions integrating electro mechanic drivers.
For instance: RARI was the 1st Portuguese company to install the decentralized system for SEW’s model MOVIPRO® in the automotive industry.
THE FUTURE OF RARI SA
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Just like SEW, RARI is a family company which was founded over 30 years ago and has more than 15 years of experience as suppliers for the automotive industry.
The strength of RARI consists on the capacity of production which is supported in highly qualified personnel, being specialists in management and implementation of turnkey projects fully adapted to the client’s needs.
O FUTURO DA RARI SA
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Therefore, RARI is a company with a large margin of progression inside the internal and external markets, it’s solidly based in a sustainable growth.
The strength of RARI consists on the capacity of production which is supported in highly qualified personnel, being specialists in management and implementation of turnkey projects fully adapted to the client’s needs.
Currently, RARI is recognized and respected internationally by all players of the automotive industry.RARI has a team highly specialized and motivated to whom the obstacles represent always a challenge to be overcome and learning opportunities.
With a dynamic leadership and a medium-term strategy, RARI will be a fundamental partner for SEW to consolidate its brand as key player in the automotive industry.
RARI evolution in Volkswagen Group since the year 2000
• Rari is a supplier for Volkswagen Autoeuropasince the beginning.
• It is a reliable supplier commercially andtechnically, recognized by VW Engineering.
• During the crisis period, Rari preparedthemselves for the internationalization.
• In the year 2012, Rari became a very importantsupplier for other plants of the group, namelyAudi (Ingolstadt) and SEAT (Barcelona).
• Rari is now a well-known supplier for the group,biding processes at the same level than majorinternational companies of the sector.
• It was fundamental for this growth inside VWgroup, that the “Project Manager” strategy wasadopted, this was part of the success.
Cármen Aldino 05/02/2016
CARMEN ALDINO – VOLKSWAGEN
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