Speakers
Julius James, Executive Director, Human Resources, UBS
Kim Lorenzen, HR Manager for Denmark, Nokia
Bjarte Bogsnes, Vice President - Performance Management Development, Statoil
Rob Veersma, Former Commercial Academy Learning Manager, Shell
Sari-Ek Petroff, HR-Director, Sanofi-Aventis
Liz Raczi, Head of Cultural Transformation, BNP Paribas
Jenny Arwas MBE, Director, BT Group Functions HR, BT
Fabio Comba,HR Director, Italy, NH Hotels
Agenda
08.00 Registration And Morning Coffee
09.00 Opening Keynote
Successfully Managing Organizational Culture
- How to successfully interact different organizational culture into the corporate communication one
- Channeling the power of organizational culture to the advantage of the business
- Creating a corporate culture where employees crave to do well and aim to succeed
- What will the future bring for organizational structures and cultures? Recognizing the opportunities and challenges that diversity presents to the organization
- Creating a two-way communication for employees
- How to merge the different perspectives and approaches to work
Sari-Ek Petroff, HR-Director, Sanofi-Aventis
Sari Ek-Petroff has been working in the pharmaceutical industry in Sanofi-Aventis Finland as HR Director for more than 6 years. She is charge of the overall HR starting from strategy to business partnering and development of organization and employees.
The main focus in her work during the past two years have been organizational changes for the challenges and changes in the environment. In those changes employee retention and engagement are crucial for the future success of the company. In that work Sanofi-Aventis Finland have succeeded both in internal surveys as well as external benchmark.
Before joining to Sanofi-Aventis she worked as HR Manager in one of the biggest Law Firms in Finland, Hannes Snellman. During that time their work in people development was rewarded by "European Award for Best Life Long Learning". Before that her experience is from People Development in Coca-Cola and Mercuria Business Schoolissa.
09.45 Connecting Our Future Leaders Through Training, Development And A New Leadership Mindset
- What the future brings for our leaders and helping them adjust to it
- What leaders should focus on as a priority, what do key talent employees need from today's leaders
- Preparing an approach to developing your key talent employees
Julius James, Executive Director, Human Resources, UBS
Julius James has worked in number of industries such as: Aero Space, Winery, Publishing, and Financial Services. For most of his career he has concentrated on HR generalist work, training and key talent development, M&A, Diversity and International. Julius is currently based in London with UBS. He is an Executive Director within the Executive Development and Key Talent group of UBS Business University. Here he focuses on the development and retention of key and high potential talent. Prior to UBS, Julius worked with Moody’s KMV in San Francisco. He also ran the International HR department for Gallo Winery in California. While living in San Francisco, Julius spent about 10 years at Charles Schwab, during the latter 5 years at Schwab he focused on mergers and acquisitions and international business development. He is a graduate from Seton Hall University and has HR accreditations from both Cornell University and Harvard Business School.
10.30 Networking And Refreshment Break
11.00 Motivating Your Staff in Times Of Downturn And Redundancies
- How can you motivate your workforce in times of redundancies?
- Different strategies to deal with downturn in your company
- Enhancing your company reputation through targeted employee engagement
- A Nokia case study
- Organizing and preparing your staff for redundancies
Kim Lorentzen, HR Manager for Denmark, Nokia
Kim Lorentzen is an HR Manager with Nokia based in Copenhagen. Kim's generalist HR career started with, global healthcare company, Novo Nordisk where he managed HR metrics and forecasting before joining Nokia in 2008. Since then Kim progressed quickly to his current role in which he partners with the Nokia Corporate Functions and plays a pivotal role in the big change projects run by the business. Most notably he ran the implementation of Nokia's HR service centre in Denmark and is part of the team that is closing down Nokias 1000 person R&D operation in Copenhagen. Kim holds a Masters in Commercial Law and Business Administration from Copenhagen Business School.
11.45 The World Has Changed - What About The Way We Lead And Manage?
- The problems with current management practices - the need for radical change
- Beyond Budgeting - a coherent, credible and effective alternative management model
- Statoil's "Ambition to Action" model
- Management and leadership principles reflecting a complex and competent knowledge organisation
- Redefining performance - through dynamic and relative targets and a holistic and values based performance evaluation
- Agile management processes - like a dynamic resource allocation and no budgets - because the world is turbulent and unpredictable
- The Finance/HR partnership - why HR must be on board to secure a fully integrated performance management process
- Implementation experiences
Bjarte Bogsnes, Vice President - Performance Management Development, Statoil
Bjarte Bogsnes has a long international career, both in Finance and HR. He is currently heading up the Beyond Budgeting implementation in the oil and gas company Statoil, Scandinavia’s largest company with operations in 35 countries and a turnover of USD 80bn. Bjarteis Chairman of the Beyond Budgeting Round Table in Europe (BBRT). He is the author of “Implementing Beyond Budgeting - Unlocking the Performance Potential”, where he writes about his experiences from heading up major change projects both in Statoil and in the European petrochemicals company Borealis. Both companies realised that traditional leadership and management practices no longer works in today’s competence organisations operating in a business environment more complex, dynamic and unpredictable than ever. They both implemented innovative and agile alternatives to traditional management, which also included abolishing traditional budgeting.
12.30 Running A Successful Virtual Team In The 21st Century
- The benefits of the future; What is virtual leadership and will it work for your business?
- Leveraging the virtual challenges into your benefits
- Best opportunities for your team processes and technology
Rob Veersma, Former Commercial Academy Learning Manager, Shell
Rob J.H. Veersma (1955) is working for Shell International and is based in The Hague.He is the Commercial Academy Learning Manager and in that role he is overall responsible for all aspects of global capability building that enables world-class deal making capability (large and complex deals). He is responsible to create globally integrated, accelerated learning experiences for the assigned population and to integrate learning into the deal making community. He applies organizational effectiveness experiences to enable business performance improvement. Rob joined Shell in 2001, and over the years he was focussing on global onboarding, virtual working, leadership development and portfolio management.Prior to this he was head of Training and Development with Randstad Nederland B.V. He has published often, and given many public speeches on among others, Performance Improvement, Just-in-time-learning, Learning and Ethics, Virtual Working, and ROI of Learning.
13.15 Lunch For Speakers And Delegates
14.15 Interactive Exercise
14.45 How To Become The Employer Of Choice: Attracting And Retaining Star Employees
- Linking your brand and business values to the recruitment process
- How to find the type of employee you want to attract
- Creating a branding strategy that clearly shows your vision
Liz Raczi, Head of Cultural Transformation, BNP Paribas
Liz joined BNP Paribas in 2000. Over the last year her role has been to lead a cultural transformation programme for the Securities Services business in the UK. The focus of the programme covers both cultural transformation and employee engagement. Liz is a member of the UK Executive Committee.Liz’s career has been focused on Human Resources, with 20 years experience across various industry sectors. Prior to joining BNP Paribas Liz worked for EDS within their outsourcing sector, and prior to that spent 10 years in the surveying and property management sector at both Jones Lang La Salle and Grosvenor Estates. She is Fellow member of the Chartered Institute of Personnel and Development (CIPD), an Affiliate Member of the Chartered Securities and Investment Institute (CSII) and is a qualified Part 1 and Part 2 CTT practitioner (Barrett Culture Transformation Tool).
15.30 Responding To Turbulent Market Conditions
- Commercial and technological changes
- Adapting the HR model to the new market conditions
- Setting up the way from recovery to growth
- What can you do in your company to make any transition easier?
- British Telecom Case study
Jenny Arwas MBE, Director, BT Group Functions HR, BT
Jenny joined BT in 1977 and has enjoyed a varied career in a number of operational and HR roles across the BT Group. She spent the early part of her career in catering.
Since managing the HR interests in BT’s European ventures, Jenny was appointed HR Director, for BT Openworld, BT’s own Internet Service Provider arm. In her present role as HR Director for BT’s Group Functions, she has also managed BT’s talent and executive appointments, and implemented the 10 year HR Global outsourcing contract with Accenture HR Services.
Jenny is a Fellow of the CIPD and was appointed MBE in the 2008 New Year’s Honours, for services to charity. She is a member of the Princes Trust London Council. She holds a non executive appointment in the pharmaceutical industry.
16.15 Networking And Refreshment Break
16.45 Role of HR in embedding sustainability strategy into the heart of the business
- What is the impact of HR on the sustainability of your company?
- Motivating the company to invest in sustainability
- Creating the Best Sustainability Strategy for your business
- How to engage employees towards sustainability
Fabio Comba,HR Director, Italy, NH Hotels
Born in Italy in 1971, with a Degree in Politics, a Master in HR and a recent Degree in Psychology, Fabio has grown up in the field of Human Resources, taking major responsibilities within Selection, Training, Development, Organization and Management in the last 15 years. His professional experience was developed into Multinational Companies and Management Consultancy Companies in Europe. Today Fabio is the Italy HR Director of NH Hoteles, leading Hotel Chain. He lives in Milan.
17.30 Interactive Exercise
18.30 End Of The Croatian HR Experience