An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy

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An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #0 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #1 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #2 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #3 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #4 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #5 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #6 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #7 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #8 An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hierarchy #9

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FMC_2011_Annual_Report.pdf - Adobe Reader Food Machinery and Chemicals newdeserra_100722_0241.jpg 1880s .John Bean invents a spray pump to battle disease in his orchards. 1960s .FMC develops underwater wellhead equipment for offshore drilling. 1970s .Corporate FMC trademark is created and launched. 1980s .FMC makes initial investments in subsea wellhead and completion systems product lines. 1990s .FMC acquires Kongsberg Offshore, National Oilwell Fluid Control Systems, Smith Meter, and CBV Subsea, solidifying its position as industry leader. 2000s .FMC restructures to create two separate, publicly traded companies -FMC Technologies (machinery) andFMC Corporation (Chemicals) .FMC Technologies, Inc. begins trading on the New York Stock Exchange (NYSE: FTI) on June 14, 2001, and becomes an independent company December 31, 2001. 2014 .Signeda joint industry partnership agreement withfour of the world'slargest operators -Anadarko, BP, ConocoPhillips, and Shell-to design the next generation of subsea production equipment for high pressure/high temperature fields 2015 IntroducedForsys Subsea, a 50/50 joint venture withTechnip,to redefine the way subsea fields are designed, delivered, and maintained. Improving the Quality of Life Across the Globe. Feeding the world, providing health, and providing the conveniences of life. ExternalAnd Internal Variables Sociocultural component External Variables Cont.… Internal Variables Uncertainty Matrix .It falls into the fourth quadrant. .Global markets are constantly changing. .Climate change is another major factor that affects the company. .There are multiple and dissimilar components. .There is need for sophisticated knowledge. Setting Meaningful Targets .Set theme based yearly goals and then set strategies to follow those themes. .implemented since 2012 which has shown a tremendous effect in the outcomes of the organization. Introduction of the new technique and methods of sustainability the organization made new and innovative commitments which were achieved successfully and upon which future projections were made. Characteristics Departmentalization Specialty Chemicals Group .an industry leader in functional chemistries that provide innovative customer solutions in .food, .pharmaceutical, .energy storage and .other specialty markets. .employ a collaborative strategy to anticipate customers’ needs, .focusing on technical capabilities to set the standard for quality and performance. .New safety campaign called “Think Safe.” creates a culture in which employees raise their safety consciousness in all areas of their lives –at work, at home and on the road. .Weekly EHS newsletter from the vice president . It includes performance updates ,tips and advice regarding both safety and Environmental Awareness . .Upon an incident , a Learning Review is conducted with senior management after the investigation . Talent .Measuring Employee Engagement .Conducting Internal surveys for measuring our progress. .It also identified specific areas where additional focus might improve workforce involvement. .Sustainability Supports Recruitment .engage with employees even before they join the FMC team. .clear articulated Programme that helps our employees quickly understand and appreciate our program .Broadening Expertise and Diversity .We believe the most critical learning happens on the job and we work to create an environment in which everyone has opportunities to learn, grow and apply their skills. .we are partnering with schools and universities to actively promote these courses of study. Employee Motivation .Lucky draws . .Cash prizes. .Medical insurance. .Recreational trips every year. .Employee of the month award. .Hygienic working conditions. .Social security. CORPORATE SOCIAL RESPONSIBILITY .FMC is part of responsible care organisation; adopted by the American Chemistry Council (ACC) in 1988 .Responsible Care is the global chemical industry’s environmental, health and safety (EHS) initiative to drive continuous improvement in performance .CSR ranking of FMC is FMC Pakistan •The Pakistan crop protection industry is estimated at Rs.32 billion. •More than a few hundred companies •A very competitive sector •DuPont •BASF •Dow Agro Sciences •Many other local companies •The market leader with a market share of around 20% is Syngenta •Ali Akbar follows with a share of 19 % of the market •FMC comes 5thwith market share of 9% FMC Global Ranking GlobalRanking of Agrochemical Companies(2013) Ranking Company Sales 1 Syngenta 10.9 Billion 2 Bayer CropScience 10.4 Billion 3 BASF 6.9 Billion 4 Dow AngroSciences 5.5 Billion 5 Mosanto 4.5 Billion 6 DuPont 3.5 Billion 7 Adama 2.8 Billion 8 Nufarm 2.1 Billion 9 FMC 2.1 Billion 10 Sumitomo Chemicals 2.0 Billion Organisational Culture •Fmc currently has approximately 5,700employees •Domestic operations –2700 Employees •Foreign operations –3000 Employees Global Workforce by Region North America Latin America Organisation Culture •FMC is a worldwide corporation and aims to maintain their same organizational culture worldwide. •Prime focus -Safety and a better and safe environment for the members of FMC •FMC focuses on continuous improvement in •Safety planning •Preparation •Proper implementation •Strict following of The Code of Ethics and Business Conduct •The code summarizes the legal and ethical principles to be followed at FMC •The Corporate Responsibility Committee •Manages overall compliance with applicable laws and FMC policies •Reports directly to the Audit Committee of the Board of Directors •FMC focuses greatly on constant development of the biggest asset they claim Their employees •The firm offers a variety of development opportunities to further polish and enhance their skill set and strengthen their career development •Educational and experiential learning opportunities •Conferences •Education and Certification classes •In order to build a sustainable, disciplined and standardized approach globally •Focus on employee development programs •To strength the company from within. •These programs create great loyalty and pride within the employee resulting in maintaining a low turnover rate. Non Exempt –salaried + overtime pay Hourly –per-hour wage Exempt –simple salaried Turn Over Rate 2012 2013 2014 Globally 5.0 % 6.1 % 6.2 % Non-Exempt 5.9 % 8.4 % 7.5 % Hourly 2.3 % 2.7 % 2.1 % Exempt 5.9 % 6.4 % 7.4 % •Maintain a balance between the diverse work force and the opportunitiesthat it provides its employees •Attracting womenand minoritieshas been a priority •Diversify the labor force •Provide equal opportunities and support •Diversity measurements to the success standards •Diversity criteria •Quarterly reviews to ensure no biases are being faced by the employees and potential employees •Criteria is met globally •The women employee population (globally)and people of color (in U.S)are measured quarterly to ensure the diversity goals are being met Women in Management •“

 

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