My English Company presentation

1. Introduction
2. Organization
3. Business Analysis & SWOT matrix

1. Introduction

• Corporate name: Saint Gobain Glass Solutions Paris-Normandie
• Head office address: 2, Rue des Monderaines ZI Caen Ouest – B.P. 60070 14 651 Carpiquet Cedex S.A. capital stock of 1 900 000€
• Activity sector: Production, transformation and glass trade and aluminum products
• Staff: 90 employees

For the brief historical, the Glass’s Manufacture was created by Louis XIV and his minister Colbert, in 1665, to build the Galleries des Glaces in Versailles. During one century, 25 manufactures were developed in the French regions. The Revolution opens the European market. The years 1850-1900 are the golden age of the glasses’ industry. The Saint Gobain’s brand sets up all over the world, peaking an annual growth to 9%. The boom is so swift and the Saint Gobain’s Group crept into the stock exchange in 1907. During 2 centuries, the turnover of Saint Gobain increases by 3,5 though repurchase of several new trades. For the good management, sharing out is determined by functionalities; the name “Saint Gobain” stays the base and to adding behind the company’s specialty.

Today in France the group is divided in four sections, with therefore the designations by specialties. Saint Gobain Glass Solutions Paris Normandie, located near Caen, is the headquarters of the area Northwest France. It gathers four others sites: Gennevilliers, Les Essart Le Roy, Lisieux and Rouen.

2. Organization

The boss of the Carpiquet’s site handles 90 employees divided in 7 hubs:

1. The direction department
   • 1 Director,
   • 1 person in charge of security with his assistant,
   • 1 person in charge of training.
2. Building site hub
   • 1 department manager,
   • 1 secretary,
   • 8 work’s operators 1 employee who asked of the calls for bids. Theirs recent customers were “Les Rives de l’Orne” or the “Museum Baron-Gérard” to Authie.
3. Supplies and putting up
   • 1 department manager,
   • 1 secretary,
   • 5 building site manager. They process only the private individuals: plans’ creation, cost estimate, order, realization and work’s monitoring with turnkey.
4. Trade hub
   • 1 department manager,
   • 4 sales representatives,
   • 3 others travelers commercials,
   • 1 switchboard operator.
5. Administrative and financial hub
   • 1 department manager,
   • 2 manager administrators,
   • and myself.
6. Production hub
   • Glass’ workshop with 24 workmen and aluminum’s workshop by post (5AM-1PM/1PM-9PM)

During two years, I made a lot of different tasks. By chronological order, here is some one:

• Monitoring of apparels (trolley to carry the merchandises)
• Reception at phone and face to face; I headed to improve the information’s flow.
• Project with the hub supplies and putting up to solve the problems of documents’ transmission between the different sites.
• Project with the aluminum’s workshop to find a new supplier.

3. Business Analysis

On the global scale :  Saint Gobain’s Group is the world number one thought methods and leading-edge technologies especially with “House Saint Gobain” to positive energy, which is built up only with Saint Gobain’s materials.

On the local scale: the market is rather lifeless, consequences of the economic crisis.About the features of the Carpiquet’s society, customer’s catchment area spread on 6 departments: Manche (50), Calvados (14), Orne (61), Sarthe (72), Mayenne (53), Ille-et-Vilaine (35). The kind of customer base is the professionals, like Ikea, Leroy Merlin, Castorama, the public organizations and more and more the individuals. About the pricing system, it’s setting by the headquarters to La Défense in Paris; there are a little adaptation to local market.

SWOT matrix

1. Stenghts
   • Affiliations to the Group with a lot of trades and skills.
   • Acquisition of experience by its history and its durability.
   • Expert’s picture on the market.
2. Strengths
   • Complex communication because of the society’s size.
   • Oppressive line manager giving back hard changes.
   • Price more expensive.
3. Theats
   • Difficult to survive on the local market because of rivals.
   • Important ageing of the staff: sick leaves, no transmission of know-how and social skills.
   • Decrease of the big construction sites private or public.
4. Opportunies
   • New rules about the thermal insulation starting from January 2014.
   • New policy of the Group: hire the young with block release training or “future’s job”.
   • New Group’s strategy: the individuals.