1. 1 © The Delos Partnership 2006 Sanofi Aventis Sanofi Aventis – Dagenham Today’s view

2. 2 © The Delos Partnership 2006 Dagenham’s Future

3. 3 © The Delos Partnership 2006 Vision for Dagenham By 2006, Dagenham will be a site of choice for the manufacture and supply of sterile pharmaceutical. We will demonstrate excellence and innovation in our and, thereby delivering products that always meet the intended needs of our customers and patients. We will develop high performing and talented who are proud to work at Dagenham and will make a significant contribution to the success of sanofi-aventis. products plant processes people

4. 4 © The Delos Partnership 2006 Dagenham Today Clear vision Clear Roadmap Well-planned and co-ordinated communication Great future for the site – for a change ! Great engagement of the workforce through team involvement Clear visibility of Performance Measures throughout the site – related to Bonuses

5. 5 © The Delos Partnership 2006 Dagenham Today SIP has delivered. Communication is excellent and improving A model for quality – a place – a place where you can get things done Clear KPI’s published around the site which everyone understands Helmut has driven the business with people in mind

6. 6 © The Delos Partnership 2006 Why change what is going well? If Dagenham ain’t broke, why fix it ? We have had so much change, do we really want more ? Is “Process Ways of Working” another fad or fashion ? Do we need another revolution or just evolution ?

7. 7 © The Delos Partnership 2006 Today’s Dagenham – why change?

8. 8 © The Delos Partnership 2006 Desire to change Life could be so much simpler We must eliminate our “unforced errors” We work wonderfully well in a crisis Too many things are still hard work are still hard work We have too many crises A million KPIs focused on the short term – where are 5-10 year targets? I have 23 KPIs for my area People live in their comfort zones

9. 9 © The Delos Partnership 2006 The attraction of “process” If this addresses priority and priority and resource issues, then I’m all for it We need the process to drive itself We have to move from muddle to slick We need to overcome the “arms folded” mentality CSFs are led by ELT – SLT are remote People need to feel compelled to feel compelled to work differently to work differently People need to learn to work outside of their comfort zone

10. 10 © The Delos Partnership 2006 Why has “Process” not happened ? Process is the most nebulous of the four Ps of the four Ps Who is the SLT sponsor for “Process?” “Process?” Mark B is the only one who understands what he means by “Process” by “Process” No one really understands what “Process” means for Dagenham If it means endless analysis then it’s a waste of time Is the “Process” Approach a dream or a nightmare? Is this subtle change or revolution ? This is a big site site – difficult to change We can do this – we are not a big complex organisation

11. 11 © The Delos Partnership 2006 Dagenham today Going in a direction led by the Road Map SLT has communicated the vision ELT leading Continuous Improvement Teams But Convinced that things could be better –Less crisis –More “routine” –Less “functional frustration” –People should “work out of their box” Little shared understanding of “Process” Hesitancy about more “change for change’s sake”

12. 12 © The Delos Partnership 2006 Dagenham – Functional structure SUPPLYCHAINSUPPLYCHAINFINANCEFINANCEQUALITYQUALITYHRHRHSEHSEISIS PPU’s Site Business Unit Leadership General Manager Functional Site Leadership ENGINEERINGENGINEERING

13. 13 © The Delos Partnership 2006 Functional “Frustration” “Why can I never get an Engineer when I need one?” “Why is Quality always so slow in getting Product tested?” “Why do I have to get a purchase order authorised?” “Why do Finance insist we check each delivery?” “Why don’t people realise realise you can’t hurry you can’t hurryQuality?” “You can never have enough Engineers?” “Why don’t people realise realise we have to we have to follow procedures?” “Some people just don’t understand Sarbanes Oxley?” Don’t they realise I have a customer To serve ?” “Don’t they realise I have a job to do ?”

14. 14 © The Delos Partnership 2006 Workshop Group A – Functional structure What are the disadvantages of the Functional structure at Dagenham ? Why is the functional structure necessary ? What needs to change ? Group A – Functional structure What are the disadvantages of the Functional structure at Dagenham ? Why is the functional structure necessary ? What needs to change ? Group B – What are the barriers to change? Why has progress not been made to date? What needs to change ? Group B – What are the barriers to change? Why has progress not been made to date? What needs to change ?