La présentation est en train de télécharger. S'il vous plaît, attendez

La présentation est en train de télécharger. S'il vous plaît, attendez

BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES PLENARY DISCUSSION Impact of a Strategic Partner : Risk or Opportunity for the HR Manager?

Présentations similaires


Présentation au sujet: "BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES PLENARY DISCUSSION Impact of a Strategic Partner : Risk or Opportunity for the HR Manager?"— Transcription de la présentation:

1 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES PLENARY DISCUSSION Impact of a Strategic Partner : Risk or Opportunity for the HR Manager? 30 minutes

2 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES RISKS &OPPORTUNITIES Financial aspects Bad social climate / Stress Downsizing : what about future of the employees? Discrimination (in terms of wages for example) Political issues Potential security aspects (frequency spectrum) Resistance to change Experience in Privatization, in restructuring, in commercial awareness Financial management Know-how World-wide network (partners) Administrative aspects Capital investment (good for state!)

3 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES ITU / BDT Workshop Rabat, Morocco, 5-8 July 2004 Aligning Human Resources on Organizational Changes Guidelines for working groups EXERCISE 1

4 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Reporter : –Appoint the reporter for the outcome of exercise Facilitator : –One of us (Jean-Claude, Yvette) will facilitate your group work when necessary Timing: –60 minutes to complement the table we will give you and prepare the outcome of the presentation Presentation to be done by the reporter of each group during 20 minutes on Tuesday, 6th July Please organise yourselves!

5 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES What we ask you : the outcome of exercise 1 PER COUNTRY : Population GDP per capita GDP Growth Inflation 2003 Fixed-lines Fixed-Line Penetration Fixed-Line yearly growth Incumbent Operator Privatization Incumbent Diversification (Internet, DSL, etc,. Incumbent staff Mobile Mobile yearly growth Mobile Penetration Mobile Operators Internet expansion ISPs DSL Expansion Regulatory context Opportunities for Strategic Challenges

6 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES ITU / BDT Workshop Rabat, Morocco, 5-8 July 2004 Aligning Human Resources on Organizational Changes Guidelines for working groups EXERCISE 2

7 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Reporter : –Appoint the reporter for the outcome of exercise Facilitator : –One of us (Jean-Claude, Yvette) will facilitate your group work when necessary Timing: –Part 1 : 60 minutes –Part 2 : 60 minutes Presentation to be done by the reporter of each group during 20 minutes on Wednesday, 7th July Please organise yourselves!

8 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Objectives of exercise 2 Identify three different stages of change (preparation in progress, transformation in progress, transformation completed) Identify key success factors and critical issues in each stage Share best HR and change practices within your group Decision making, negotiating, teamworking!

9 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Outcome of exercise 2 Part 1 : –Brainstorm session in your group pointing out the Key success factors Critical issues, leverages for change Complete analysis of your organisation (you can use the 7S model from MacKinsey for the analysis for ex.) –Choose one or two organisations to be presented (if you choose 2, it will be a kind of comparative presentation) Part 2 : –Work on the analysis of the stage your organisation(s) is (are) at and prepare the presentation(s) that should not last more than 20 minutes in total (could be a total of 10 slides) –We will collect your papers to type them into a powerpoint presentation for the next day

10 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Group 1:Group 2 :Group 3 : Turki Al-Doussari Nabil Hammami Eltayib Eisa Ahmed Boshi Dappag Mohamad Aziz Laktineh Abdel Latif A-Saeed Kamel Hjaiej Fatima Zaza Hanan Aldakheel Yahya H. Murtada Mariem Makoudi Georges Al Sheikh Hassan Elmouhandisse Bahi Abdelilah Salim talib Al-Sheedi Laghrissi Abdelkader Hounain Abdelmajid Exercise 2 : Tuesday 6th July

11 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES TUNISIA TELECOM GROUP 1 Turki Al-Doussari Nabil Hammami Eltayib Eisa Ahmed Boshi Dappag Mohamad Aziz Laktineh Reporter Dr Eltayib

12 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES S1 Superordinate goals Vision: Always on-line Objectives a) Fixed line services: - No waiting list customers for 10 M inhab. b) Mobile services customers end 2004 Target: c) To render high quality services at best rates with decent revenues d) To enhance effectiveness of employees e) To gear the organization to the customer focus

13 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES S2 Strategy Corporate strategy To render the best service to the customer To maximize the stakeholders wealth To reach and cover most of the country To increase and improve the HR efficiency To implement the latest know-how and technologies To expand nationally and internationally Participation, clear understanding and commitment of the employees Top-down and bottom-up communication for sharing good practices Role of invisible Co Transformation process + advent of strategic Partner Involvement of trade Unions & saving employee rights

14 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES S3 Structure CEO Central GM Fixed network Central GM Resources Central GM Mobile network Central GM Strategic Prospection development Central GM Sales & Marketing Central GM Finance Maintenance Implementa- tion Network HR Training Logistics Implementa- tion network Maintenance Studies for development Network Management Sales network Marketing Accounting Treasury 24 local districts reporting on hierarchy

15 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES S4 Skills Training: E- Learning, seminars, workshops, on-the-job training, rotation, learning environment Link between developing skills and HR Plan Contractors to transfer knowledge to locals through approved plans Approved training plan ($ 3M) Links with schools and Institutes

16 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES S5 Style of Management Governmental leadership Maintain state-owned status Transformation process is in the pipe-line

17 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES S6 Soft issues Possible bottom-up communication at individual as well as at group level Trade – Unions can freely access Top Management about matters concerning all issues (Co. and/or employee welfare) Solving interpersonal problems, without conflicts and through control/verification of the Administration

18 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES S7 Systems Developing IT at the implementation stage HR M/S + Finance M/S + Sales M/S (the client is the focus) There is a Quality Department (part of the CEO office). Introducing ISO 9000 product in the sales network No retention programme because of legal barriers & because the golden shake offered by the Company is not attractive enough

19 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES SAUDI TELECOM COMPANY GROUP 2 Kamel Hjaiej Fatima Zaza Hanan Aldakheel Yahya H. Murtada Mariem Makoudi Reporter Dr Yahya

20 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES SAUDI TELECOM COMPANY Established as a national company mid-1998 Announced as a private company in 2002 (stakeholder) 15% of income goes to the government Employees no Services mobile 7.7 Million LL 4.5 Million Data, DSL, etc.. Structure President and 10 VPs

21 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Success factors for stages 1+2 : 1.Government approval to start the transformation programme (from public to private) 2.Mobilization of the market 3.Total control of the budget 4.Benefit from other countries experiences in the field of transformation and restructuring (Booz Allan H) SAUDI TELECOM COMPANY

22 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Success factors for stages 1+2 (contd) 5.The improvement of the financial status of the STC employees 6.None existence of competitors 7.The availability of infrastructure SAUDI TELECOM COMPANY

23 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Critical issues 1.Change the mind-set of employees 2.Resistance to change 3.Fast network expansion while maintaining quality 4.Training of the manpower 5.Mapping process 6.Communicating the new culture 7.Deal with the excess (over staff) SAUDI TELECOM COMPANY

24 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES SAUDI TELECOM COMPANY Organizational analysis according to 7S model 1.Superordinate goals85% 2.Strategy70% 3.Structure100% 4.Skills90% 5.Style of management80% 6.Soft issues75% 7.Systems65%

25 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES MAROC TELECOM GROUP 3 Georges Al Sheikh Hassan Elmouhandisse Bahi Abdelilah Salim talib Al-Sheedi Laghrissi Abdelkader Reporter Dr Hounain Abdelmajid

26 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Sommaire Définition du changement Quest ce qui déclenche les changements ? Historique du changement (secteur télécoms) Organigramme de lopérateur historique (MT) Application du modèle de Mac Kinsey à MT Recommandations MAROC TELECOM

27 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Définition du changement « Le changement peut être défini comme étant le fait de passer dun état à un autre » Dictionnaire Hachette MAROC TELECOM

28 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Quest ce qui déclenche le changement Demandes des clients Pressions sur les prix Variations dans les performances financières Accroissement de la concurrence Globalisation des marchés Évolution technologique Fusions, acquisitions, alliances Évolution de la réglementation MAROC TELECOM

29 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Historique du changement (secteur télécoms) Une politique de monopolisation ( ) Office des PTT ( ) Ministère des P et T ( ) ONPT ( ) Une politique de libéralisation (à partir de 1998) Facteurs et objectifs de la libéralisation Principaux acteurs du secteur télécoms MAROC TELECOM

30 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Facteurs et objectifs de la libéralisation Facteurs de la libéralisation Engagements du Maroc envers lOMC Revendications du secteur privé marocain Investissements dans le secteur Consignes de la BM Objectifs de la libéralisation Service universel Emploi Progrès technologique (partenariat, alliances etc) Tarifs et qualité de service MAROC TELECOM

31 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Principaux acteurs télécoms Autorité gouvernementale ANRT Opérateur historique (Maroc Télécom) Méditélécom MAROC TELECOM

32 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES LOpérateur historique (Maroc Télécom) Organigramme Général Président du Directoire Chargés de mission Direction Organisation et Qualité Direction du Contrôle Général Direction Centrale Rég. et Com Direction Centrale RH DG du Pôle Fixe et Internet DG du Pôle Réseaux et Services DG du Pôle Mobile DG du Pôle Administratif et Financier Directions Régionales

33 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Organigramme de la Direction Centrale RH Dir. Cent RH Dir. Gestion des RH Dir. Développement des RH Dir. Relations Sociales et Coordination du réseau RH Div. Adm et Paie Div Rég et Protection Sociale Div Recrutement et Mobilité Div Gestion des Cadres Dirigeants et Hauts Potentiels Div Formation et Développement Div Gestion des Emplois/Compétences Div. Contrôle de Gestion et SIRH MAROC TELECOM

34 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Application du modèle des 7 S de Mac Kinsey à Maroc Télécom S1 Vision partagée (oui, en termes dobjectifs à atteindre, satisfaction des clients) S2 Communication de la stratégie et du sens (bonne communication) S3 Structure de lorganisation (hiérarchique et transversale(projets)) S4 Compétences clés (marketing, management) S5 Styles de management (soft) (délégation, participation, ) S6 Climat Social (inquiétude des employés sur leur sort, sentiment de frustration, de peur de linconnu, discrimination entre les anciens employés et les nouvelles recrues) S7 Systèmes dinformation (globalement efficace)

35 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Recommandations Le changement doit : être progressif prendre en considération les spécificités de chaque pays émaner de lÉtat et ne pas être imposé de lextérieur Servir le client, lemployé, lentreprise et lEtat être le résultat dune concertation entre les différentes parties concernées MAROC TELECOM

36 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Conclusion Daprès Gérard Dominique Carton(1) trois critères sont déterminants pour lacceptation du changement et sont étroitement liés à léchelle des valeurs des individus et des groupes, ainsi quà la nature de leurs aspirations: La nécessité : Ce critère répond à la question : que se passet-il si lon ne changeait pas ? Lutilité : Elle doit répondre à dautres questions : Quest ce que ce changement mapporte ? Que produit-il pour moi et pour les autres ? Quel en sera le résultat ? Ce changement sera-t-il là pour prévenir un dommage ? Pour apporter une amélioration ? Lintérêt : Il représente le critère de changement le plus décisif quant à son acceptation. Il répond aux questions: « Quest ce que ce changement améliore pour moi ? Pour nous ? Quest ce que je gagne à laccepter ? (1)Eloge du changement: leviers pour laccompagnement du changement individuel et professionnel MAROC TELECOM

37 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Merci pour votre attention MAROC TELECOM

38 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES ITU / BDT Workshop Rabat, Morocco, 5-8 July 2004 Aligning Human Resources on Organizational Changes Guidelines for working groups EXERCISE 3

39 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Reporter : –Appoint the reporter for the outcome of exercise Facilitator : –One of us (Jean-Claude, Yvette) will facilitate your group work when necessary Timing: –Part 1 : 60 minutes –Part 2 : 60 minutes Presentation to be done by the reporter of each group during 20 minutes on Thursday, 8th July. Please organise yourselves!

40 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Objectives of exercise 3 Address a change issue and describe the related processes Share HR practices within your group Describe and try to design a model for one HR process Choose specific criteria for the process Decision making, negotiating, teamworking!

41 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES HR PROCESSES GROUP 1 Hanan Aldakheel Hassan Elmouhandisse Kamel Hjaiej Abdelmajid Hounain GROUP 2 Georges Al Sheikh Nabil Hammami Fatima Zaza Mariem Makoudi GROUP 3 Abdelkader Laghrissi Turki Al-Doussari Aziz Laktineh Mohammad Boshi Dappag GROUP 4 Ahmed Eltayib Eisa Yahya H. Murtada Abdelilah Bahi Salim talib Al-Sheedi RECRUITMENT APPRAISALRESISTANCE TO CHANGE CORPORATE CULTURE

42 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES GROUP 1 RECRUITMENT PROCESS Hanan Aldakheel Hassan Elmouhandisse Reporter : Dr Kamel Hjaiej Abdelmajid Hounain

43 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Modèle dun processus de recrutement Expression du besoin Description des postes Prévision budgétaire Approbation de la loi des cadres Élaboration dun planning de recrutement annuel Avis de recrutement dans les journaux Présélection des dossiers de candidature Sélection suite épreuves écrite et orale selon le cas Proclamation des résultats Invitation des candidats retenus pour la prise de service

44 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Difficultés de recrutement Lépreuve écrite nest pas la meilleure solution pour le recrutement de bons éléments Les concours de recrutement au sein du secteur public et semi étatique nutilisent pas les méthodes modernes pour le choix des meilleurs éléments Existence dun nombre élevé de demandes de candidatures (demandes demploi) qui nécessitent des moyens énormes pour lorganisation des concours

45 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Solutions préconisés Deux solutions sont envisageables : 1-Assurer une formation pour les membres de la commission de recrutement 2-Sous traiter toute lopération de recrutement au profit des bureaux détude spécialisés

46 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Critères spécifiques pour le recrutement Lors du processus de recrutement il faudra chercher les meilleurs profils pour lemployeur selon ses besoins. Pour cela il faudra privilégier : -les meilleurs compétences -les candidats expérimentés -les candidats ayant un fort potentiel de communication -les candidats maîtrisant loutil informatique et plus globalement les NTIC.

47 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES GROUP 2 APPRAISAL PROCESS Georges Al Sheikh Nabil Hammami Fatima Zaza Reporter : Dr Mariem Makoudi

48 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES APPRAISAL SYSTEMS APPRAISAL FIELDS : 1.Certificates and degrees 2.Skills and competencies 3.Methods in performing the job 4.Communication 5.Team working spirit 6.Creative capability 7.Initiative spirit 8.Ability for decision making 9.Open minded 10.Respect of time and durations (discipline)

49 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES APPRAISAL SYSTEMS EVALUATION TOOLS : 1.Carreer evolution 2.Bonus appraisal 3.Grading system Seniority Age Subjective relationship Discipline (sanctions for absenteism such as non justified sick leaves)

50 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES APPRAISAL SYSTEMS APPRAISAL based on objectives previously defined by the company Objective way of grading

51 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES APPRAISAL SYSTEMS METHOD OF APPRAISAL : 1.Definition of production level and aiming at realization 2.Definition of work requirements (human and logistic needs) 3.Periodical control to realize the goals 4.Carry out comparison between what we planned and what we have realized (performance management) 5.Supporting the person subject to appraisal and taking corrective measures

52 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES APPRAISAL SYSTEMS RESULTS OF APPRAISAL : The person fits to the post : 1.100% 2.Less 3.More Recommendations : 1.Keep the person in the post 2.Training 3.Give the person more responsabilities

53 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES GROUP 3 RESISTANCE TO CHANGE Abdelkader Laghrissi Reporter : Dr Turki Al-Doussari Aziz Laktineh Mohammad Boshi Dappag

54 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Resistance to change VISION : « POUR UN JOUR MEILLEUR » Objectif : Mettre chaque homme a la place qui lui convient le mieux dans un certain cadre Mise en place dun programme de 1998 à 2000 en 3 phases : 1.Préparation 2.Communication et explication du bien fait pour le personnel 3.Mise en œuvre après validation

55 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Resistance to change 1.Préparation 1.Analyse du niveau des salaires dans le pays 2.Conception et évaluation des postes de travail en vue de leur adaptation aux exigences 3.Etude empirique de lensemble des emplois par rapport aux niveaux de compétences (cartographie)

56 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Resistance to change 2.Communication Constitution des groupes de travail (14 groupes de 15 personnes max.) en fonction des spécialités (réseau, internet, RH, finances,..) Choix de quatre « leaders du changement » Plan de communication en vue de transmettre les avantages du changement avec utilisation doutils tels que journal interne, intranet, ateliers de travail, … Transparence du processus et maintien dun seul discours Information au personnel sur le fait quil ny a pas de mutations ni de diminution du salaire.

57 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Resistance to change 3.Mise en oeuvre Déploiement sur une durée de 18 mois Le volet financier a été appliqué à la fin de la durée avec effet rétro-actif Constitution dun comité juridique pour lanalyse des requêtes des employés

58 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Resistance to change Conclusion : Exemples de refus …

59 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES GROUP 4 CORPORATE CULTURE Ahmed Eltayib Eisa Yahya H. Murtada Abdelilah Bahi Reporter : Dr Salim Talib Al-Sheedi

60 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Vision statement : « WE DO CARE ABOUT YOU » Mission statement : « A LINE TO EVERY HOUSE » CORPORATE CULTURE

61 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Values : Respect Positive attitude Transparency Truthfulness Honesty CORPORATE CULTURE

62 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Behaviours : Flexibility Discipline Good listener Consistency Quick response CORPORATE CULTURE

63 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Objectives : 1.Customer focus 2.Maximize profitability (wealth) 3.Serve willingly 4.Respect corporate entity CORPORATE CULTURE

64 BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES Implementation strategy : External Internal recruitment training motivation follow-up validation CORPORATE CULTURE


Télécharger ppt "BDT/HRD/June 2004 AGENDA ALIGNING HR TO ORGANIZATIONAL CHANGES PLENARY DISCUSSION Impact of a Strategic Partner : Risk or Opportunity for the HR Manager?"

Présentations similaires


Annonces Google