Ensure dynamic career progression, life-long learning and employability to meet employee and company needs

Improve internal mobility - medium-term target: 90% of jobs to be posted internally
Continue to increase professional assessment through people reviews
Worldwide competency referential to be completed
Increase training hours
E-performance appraisal, complete roll-out of system worldwide
Improve newcomer and new manager training programs and make mandatory

 

Internal mobility - jobs filled internally				%
		2004	2005	2006
STS14	Jobs requiring experience filled internally	61	85	61

 

Average training hours l LA10 l				%
		2004	2005	2006
STS15	Professionals*	38	37	30
STS16	Operators	67	80	91**
STS17	Others (non professionals)	36	30	30
Total***		49	53	43
(*) It refers to employees who hold managerial roles and are exempt from overtime compensation.
(**) This higher figure is linked to the regular certification/re-certification of operators at least every 18 months.
(***) Including training on equipment and outside training.

 

Employee access to training STS18			%
			2006
Employees having received > 35 hours training/year*			37
(*) This indicator is particularly important as it shows how training is distributed among employees.

 

Promotion rate and people reviews l LA12 l STS21 l			%
		2005	2006
STS21a	Percentage of exempt* employees having changed job grade in last 12 months	21	34
STS21b	Percentage of exempts assessed during a collective people review (in the last 2 years)	43	59
(*) It refers to employees who hold positions normally requiring graduate or post-graduate education and who are not eligible for overtime compensation.

Internal mobility

It is our policy to post all our jobs requiring experience internally to advertise internal career opportunities available to our employees and enable them to apply.

We target to fill 70% of our jobs internally. In 2006, 61% of jobs requiring experience were filled internally compared to 85% in 2005. Restructuring activities in 2005 resulted in a higher use of internal mobility to fill jobs since external recruitment that year was extremely controlled (+500). We have now returned to a more normal level for internal mobility fill rate.

Our internal mobility also includes a significant flow of resources in China and Asia Pacific: relocation of business, China’s economic expansion, the development of our industrial hub in Singapore, as well as the installation of R&D activities and the rapid growth of manufacturing in certain regions. It is also the basis for a fundamental development in the company’s concept of mobility.

Today, globalization and its consequences (flexibility, responsiveness, efficiency, etc.) have made the company’s viewpoint change and now our mobility policy increasingly supports the development of international careers – professional paths marked by varied experience in several countries. Furthermore, there is another important change, resulting from globalization and the consequent development of certain countries, like China, for example: mobility has developed in line with this and has become also regional. Today, there is fast and significant growth in this type of mobility, notably in Asia.

Training hours

In 2006, our Operator headcount increased, particularly in Asia, resulting in an increase of operator training hours. However, in 2006, management was faced with strict fiscal controls including travel restrictions, which limited the training for Professionals. As a result, we failed to meet our target to increase overall training hours.

Promotion and people reviews

This indicator shows the percentage of professional / exempt employees promoted each year and replaces the previous one ‘percentage of job descriptions that are written’, since we believe this gives more accurate visibility on the career growth opportunities available to our employees.

The promotion rate has increased from 21% in 2005 to 34% in 2006, which shows considerable progress. This has become a key indicator we wish to track and keep at a high level over the coming years.

Nearly 60% of our professionals were assessed in a collective people review in 2006 against 43% in 2005: this shows that the worldwide implementation announced and launched in 2005 has been successful and has responded to an organizational need to better map the workforce and identify key talents.

In 2006, we worked on the creation of a worldwide job referential with common job titles and descriptions and a harmonized job evaluation process (See Wolrdwide job referential).

Employability l LA11 l

(See Developing employability).