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VALCO LEADERSHIP DEVELOPMENT PROGRAMME

IMPROVING
BEHAVIOURS THAT ARE
CONSISTENT WITH
VALCOS CORE VALUES
AND CULTURE
June August 2013

PRESENTATION
OUTLINE

Cultural alignment
Strategy Direction
Adaptability to change
High Achievers & Team
Players

Shared
responsibility
VALCOs
Desired Future
State Principles
Background/
History
AN
VALCO
Business
Commitment
by all to
Success
Integration

QUESTIONS

OUR CORE
VALUES
OUR FUTURE
STATE PRINCIPLES

VALCOS MISSION AND

Commitment to
VALCO
Respect for Authority
Passion for
Excellence
Credibility/Reliability
Can do will do spirit

Universal Business
Principles
VISION Sources/Uses of
Funds
Analysis of VALCO
Cost Control

ANALYSIS OF CURRENT VALCO BUSINESS


MANAGING VALCO BUSINESS
VALCO

PROGRAMME
OBJECTIVES
At the end of this programme
participants should:
Understand

the Companys Vision, Mission and Core


Values and the Strategic Direction of VALCO
Be able to position themselves to align with the
VALCO culture and live the VALCO way.
Be able to fully commit themselves and become
productive employees to contribute optimally towards
the achievement of VALCOs objectives so that VALCO
becomes a useful entity for the benefit all stakeholders
VALCO

MANAGEMENT
OBJECTIVES
The VALCO Leadership is
determined:
To sustain an operating plant for a
long time
To protect employment
To move the organization forward

VALCO

CONTEXT
VALCO is an open system and
needs to respond to the
environmental changes quickly to
survive the competition
VALCOs survival will require the effort of
both management and employees
VALCO therefore needs only employees
who are ready to strongly commit
themselves now and throughout their
career with VALCO.

AN ANALYSIS OF VALCOS
CHALLENGES
Internal Force
(for, against, causing change)

Positive
Discharge
Gradual realization
by some of us that
business can no
longer be the same
Government
ownership
Potential to turn
around economic
fortunes
Integrated
Aluminium Industry

Negative
Discharge

External Force
(for, against, causing change)

Strong
resistance to
appreciate need
for change
Resentment
against change
agents
Comparison
current with
past

BASIC BUSINESS
PRINCIPLES
SOURCES AND USES OF CASH

VOLTA ALUMINIUM COMPANY LIMITED


(VALCO)
CORPORATE ORGANIZATION STRUCTURE

VALCO
BOARD
CHIEF
CHIEF
EXECUTIVE
EXECUTIVE
OFFICER
OFFICER
DR.
DR. CHARLES
CHARLES
MENSA
MENSA

DEP
DEP CHIEF
CHIEF EXECUTIVE
EXECUTIVE
OFFICER
OFFICER
INTEGRATED
INTEGRATED
ALUMINIUM
ALUMINIUM PROJECTS
PROJECTS
GEORGE
GEORGE DODD
DODD

POWER
GENERATION

DEP
DEP CHIEF
CHIEF
EXECUTIVEOFFICER
EXECUTIVEOFFICER
OPERATIONS/ENGINEE
OPERATIONS/ENGINEE
RING
RING
EMMANUEL
EMMANUEL LARTEY
LARTEY

DOCKS, ENGR.,
ENGR.,
MAINTENANCE
MAINTENANCE

BAUXITE
MINING

CELL LINES
OPERATIONS

ALUMINA
REFINERY

CARBON
OPERATIONS

RAILWAY
DEVELOPMEN
T
SMELTER
EXPANSION

CAST HOUSE
OPERATIONS
TECHNICAL
SERVICES
(PROCESS
(PROCESS
CONTROL)
CONTROL)

DEPUTY
DEPUTY CHIEF
CHIEF
EXECUTIVE
EXECUTIVE OFFICER
OFFICER
-- FINANCE
FINANCE
FELIX
FELIX GAISIE
GAISIE

FINANCE

LOGISTICS

MANAGEMENT
MANAGEMENT
INFORMATION
INFORMATION

SYSTEMS

DEP
DEP CHIEF
CHIEF EXECUTIVE
EXECUTIVE
OFFICER
OFFICER HR,
HR, ADMIN
ADMIN
AND
AND LEGAL
LEGAL SERVICES
SERVICES

DAN
DAN
ACHEAMPONG
ACHEAMPONG

HUMAN
HUMAN
RESOURCES
RESOURCES
AND
AND
ADMINISTRATIO
ADMINISTRATIO
N
N

LEGAL
SERVICES

MEDICAL
SERVICES

PUBLIC
AFFAIRS
SERVICES

AN ANALYSIS OF
VALCOS CHALLENGES

Internal Challenges:

Limited operations
Older Plant high production cost
Tight financial sources
Loss of some major skills
Rusty skills
Marketing our products (local and
international)
Survival of VALCO to continue to provide
employment
High expectations (Management & NonManagement)
VALCO

AN ANALYSIS OF
VALCOS CHALLENGES

External Challenges:

Power issues (availability and price)


Global Recession
World Aluminium Market challenges
Expectations from Owners
(Government and Public)
Price taker

VALCO

COST CONTROL
ABSOLUTE NECESSITY

Cost:
The amount of resources sacrificed to
achieve a particular objective. This is
usually measured in monetary terms.

Cost Control:
A system put in place to ensure the use
of the right amount of resources
(optimum) at the right time for the
achievement of the right objective(s)
we set ourselves.

ENSURING THE
SURVIVAL OF VALCO
THE COLLECTIVE
RESPONSIBILITY OF ALL

THE SHARED
RESPONSIBILITY
Managements

Role:

Setting the Vision, Strategic Direction and


Goals of VALCO
Providing leadership and guidance in all key
activities
Providing challenging and satisfying
employment within the constraints of limited
resources
Being sensitive to the needs of employees and
the business
VALCO

A SHARED RESPONSIBILITY
Employees

Role:

Understanding and appreciating current situation


of VALCO

Cash position
No financial support from Government

Reasonable/Minimal demands
Supporting Management with inputs
Commitment to protect VALCO
Contribute optimally towards VALCOs success
Balancing our needs with those of VALCO
VALCO

OUR MISSION
To produce high quality, primary aluminium at
competitive cost for the Ghanaian and international
markets in a way that:
meets or exceeds our customers and shareholders
expectations;
provides market for the development of Ghanas
other related natural resources
supplies raw materials for Ghanas growing
downstream industry
provides safe, challenging and rewarding
employment
all in an environmentally-friendly manner.
VALCO

OUR VISION
To become the best in class aluminium
smelter in the world, playing a pivotal
role in the development of Ghanas
integrated aluminium industry.

VALCO

THE IDEAL VALCO FUTURE


STATE (LISTING)

VALCO has the Right Human Organization


VALCO is a Zero-Injury Operation
VALCO and its Sub Units are Suppliers of Choice
Employees Have Challenging and Satisfying
Employment
Employees and their Inputs are Valued.
Employees are involved in Decisions that Affect
Them
Teamwork is Part of the VALCO Culture
Sound Employee-Management Relations based
on Mutual Trust, Concern and Respect is a Way of
Life
Waste Elimination/Continuous Improvement and
Cost Reduction is a Way of Life at VALCO
Attainment of VALCOs Full Business Potential
VALCO has a Positive Public Image

VALCO HAS THE RIGHT


HUMAN ORGANIZATION
VALCO has in place at all times, an
effective organization structure with the
right number of qualified people doing
the right jobs right the first time.

VALCO IS A ZEROINJURY OPERATION


Nothing we do is worth an injury. All
levels of employees are working on
safety processes and activities so that
under all operating scenarios, no
injuries, not even first aids, shall be
sustained by anyone of us in any part
of VALCOs operations.

VALCO AND ITS SUB UNITS


ARE SUPPLIERS OF CHOICE
If the internal and external customers
who utilize our services or our
products had other choices, they still
would choose our services and
products as against those of our
competitors.

EMPLOYEES HAVE
CHALLENGING AND
SATISFYING EMPLOYMENT
Management provides the best possible
environment, including work area,
resources, training/development,
compensation, and growth opportunities.
Employees on their part, recognize the
need, together with Management, to
mutually set and meet high performance
standards, constantly challenge
themselves to engage in value-adding
activities at all times.

EMPLOYEES AND THEIR INPUTS


ARE VALUED. EMPLOYEES ARE
INVOLVED IN DECISIONS THAT
AFFECT THEM
Management has the understanding and
commitment of employees to meet the goals
of the business by involving them in the
planning process and in decisions that affect
them. Employees are encouraged to take
decisions at the appropriate levels and work
to attain sectional, department and plant
goals since they see themselves and their
success and growth connected to the
attainment of these goals.

TEAMWORK IS PART OF
THE VALCO CULTURE
VALCO is one big team. We are all
members of smaller teams. All the
teams are linked and support one
another. Individuals are willing to
go the extra mile for the good of
the team.

SOUND EMPLOYEE-MANAGEMENT
RELATIONS BASED ON MUTUAL
TRUST, CONCERN AND RESPECT
FOR ALL IS A WAY OF LIFE
There is an effective two-way communication
system in place, which makes available
relevant information to all. Employees and/or
their representatives and Management enjoy
high levels of trust in one another based on
credibility gained through honesty, openness,
and behaviour that demonstrates an
understanding and caring concern about the
others needs. Conflicts, when they occur, are
always seen as opportunities to seek win-win

CONTINUOUS IMPROVEMENT IN COST


MANAGEMENT AND ALL OTHER AREAS
OF ACTIVITY IS A WAY OF LIFE AT
VALCO
Everyone in VALCO recognizes that the Company has
no control over the price of its products. Employees
therefore, manage costs in the most efficient and
effective manner for VALCOs long-term profitability,
assuring that VALCO stays in the bottom third of the
world cost curve of aluminium smelters.
In all our daily activities and processes, we use sound,
data-based decision-making processes, we work for
the best quality service and products, do everything
right the first time and continuously work to eliminate
things that do not add value to our operations. We
seek better, smarter and technologically more
efficient ways of doing our business.

ATTAINMENT OF VALCOS
FULL BUSINESS
POTENTIAL

With the benefit of hindsight, we know that there are


some areas in our operations we can make very significant
(landmark) improvements with the right investments. We
recognize however, that investment funds are limited and
have alternative uses. We shall continue to evaluate these
and emerging improvement opportunities and, strive to
justify by our performances, capital investments in the
areas with the best returns. This should enable us attain
our full business potential regarding optimum Smelter
capacity utilization, world class performance levels in key
results areas, etc. in the most challenging and realistic
timeframe.
We recognize that such an attainment will enhance our
competitiveness on the world aluminium market and,

VALCO HAS A POSITIVE PUBLIC IMAGE


We obey all the laws of the land. We continue
to improve ways of operating, recognizing our
obligation to protect the environment. We
constantly prosecute a comprehensive, valueadding and enduring Corporate Social
Responsibility System. VALCO consistently
conducts its business in a way that elicits
deep-seated appreciation by all the
Companys publics of VALCOs significance to
Ghana. The need for VALCOs continued
optimal operations becomes a matter of

VALCO IS THE LINCHPIN OF THE


INTEGRATED ALUMINIUM INDUSTRY
PROJECT OF GHANA
VALCO provides the basis for the takeoff of the
integrated aluminium industry which consists of a
bauxite mine, alumina refinery, aluminium smelter
and downstream industries with associated railway
infrastructure.
An expanded and modernized VALCO smelter serves
as the major off-taker of the alumina from Ghanas
alumina refinery and is the supply-of-choice of raw
materials for an ever-growing downstream aluminium
companies.

THE IDEAL EMPLOYEE


PROFILE
Basic Intelligence/Cognitive Ability
relative to chosen trade or
profession

Academic/professional records
Psychometric tests

Personality traits/Attributes or
Competencies
Cultural Alignment - Commitment to
VALCOs Culture (Living the shared
Vision and Core
Values)
VALCO

OUR CORE VALUES


PERSONALITY TRAITS AND
ATTRIBUTES

Passion for Excellence


Credibility and Reliability
Adaptability to Change/Change Agent
High Safety Standards
Team Player
Can do it, Will do it Attitude
Management/Leadership Work
Effective Communicator
People Developer
VALCO

Passion for
Excellence
Consistent high performance in all
spheres of endeavour. Creativity
and Innovation. Constantly
seeking/finding the best ways to
get work done to the highest
standards and on time.

VALCO

Credibility/Reliabilit
y
Honesty/Trustworthiness. Can
be counted on to do what one
says will do or has to do.

VALCO

Adaptability to Change/
Change Agent
Recognition of change as a way of
life. Quick to recognise change and
relenting motivation to adapt (as well
as help others) adapt quickly to such
changes for the good of the
Organisation and all stakeholders.

VALCO

HIGH SAFETY
STANDARDS
Demonstration in word and deed that
Safety of the individual and
equipment is as important as actual
operations. Will not cut corners to
attain production targets (or for any
reason) at the expense personal
safety, safety of others or damage
operating equipment/ Plant property.
VALCO

TEAM WORK
Belief that individual achievement is
good, but Team accomplishment is
better. Going the extra mile to
make sure that personal goals feed
into the attainment of the goals of
the larger Team VALCO

VALCO

Can do, Will do Attitude


Commitment to challenge ourselves to meet
or exceed the VALCO performance
standards in all areas of the Plant

MANAGEMENT/LEADERS
HIP WORK
Understands the Management work of:

Planning
Organising
Leading
Controlling

Able and willing to make new and creative


things happen
An Inspirer
Has tenacity of purpose
Calm in crisis and good under pressure
Firm grasp of Strategic direction of the business
Has broader, long-term perspective of issues
Is multi-dimensional, good memory and
tolerance for ambiguity.
VALCO

EFFECTIVE
COMMUNICATOR
Promoting effective two-way
communication in the Team
Being an effective Communicator as a
leader
Able and willing to take ownership of
collective organisational decisions,
making them his own and effectively
communicating same to his/her Team
VALCO

PEOPLE DEVELOPER
Quick at identifying and developing
talent
Encourages and assists in the
creation of a Learning Organization
Developing a pool of talent in the
Department and across
Organization for effective
Succession Management.
VALCO

THANK YOU

VALCO