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Note 9: People development


Leadership pipeline

A strong leadership pipeline is crucial to supporting our growth ambitions, particularly in our target high growth countries.

Retention of Leadership Talent

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Milestone

 

Milestone

in %

 

2009

 

2010

 

2011

 

2011

 

2015

Retention of leadership talent

 

98

 

97

 

96

 

95

 

95

Retention of leadership talent – under-represented group (women and high growth market employees)

 

96

 

96

 

94

 

95

 

95

In 2011, we were able to consistently retain our leadership talent at or around our ambition level. This was also the case in our high growth markets, where competition for talent is particularly high.

To develop our leadership pipeline, we are working hard to deepen our understanding of future market needs, identify the talent that we already have and further improve our planning to ensure we can meet new requirements. For example:

  • Leadership Talent Reviews in our businesses and functions play an important role in identifying potential talent early, managing succession planning and structuring individual development
  • Our top management is actively involved in facilitating career development moves
  • During 2011, we made good progress in delivering on individual development plans and achieved improvement both in the number of cross-business moves made by our employees and in the diversity of our executives
  • Our performance improvement program is providing opportunities for managers to lead significant improvement projects which will help to create a stronger AkzoNobel

Performance and Development Dialog

The P&D Dialog is AkzoNobel’s global performance appraisal and employee development program. All employees are required to participate. Our company values and success factors (behavioral competencies) are an integral part of all development discussions and are integrated into the system and annual performance appraisal process. In 2011, 78 percent (2010: 76 percent) completed their P&D Dialog online, with the rest of our employees completing their performance reviews using the traditional paper-based system.

Management development programs

We have two main management development programs. The Management Essentials Program (MEP) is designed to give all managers the fundamental skills needed to properly manage their people. The Advanced Management Program (AMP) is designed to help more senior or middle managers become more proficient at leading larger, or more complex organizations, develop leadership talent among their staff and create high-performing teams spanning various functional areas.

Management Essentials Program cumulative participants

 

 

 

 

 

 

 

 

 

 

 

2008

 

2009

 

2010

 

2011

Europe

 

182

 

732

 

2,039

 

2,562

Americas

 

117

 

796

 

968

 

1,341

Asia

 

228

 

728

 

1,212

 

1,642

Other

 

 

 

 

 

135

 

151

Total

 

527

 

2,256

 

4,354

 

5,696

Advanced Management Program cumulative participants

 

 

 

 

 

 

 

 

 

 

 

2008

 

2009

 

2010

 

2011

Europe

 

 

199

 

441

 

695

Americas

 

 

80

 

201

 

309

Asia

 

 

173

 

172

 

298

Other

 

 

 

 

 

59

 

69

Total

 

 

452

 

873

 

1,371

At the end of 2011, 5,696 managers from across the company started the MEP program, representing, in total, 81 percent of the total target population of first line managers. Overall, 1,371 senior managers have participated in the AMP to date, which represents, in total, 79 percent of the target population of senior managers.

AkzoNobel Academy

In 2011, we set up the AkzoNobel Academy. It will ensure – in a clear and transparent way – that the same courses, standards, processes and methodologies are available across the organization for project management, leadership development or core processes. The Academy will offer employees training to improve in their current roles, or to progress within the company.

Functional training

This section includes examples of functional training available to employees.

Training HR employees

In 2011, we launched a pilot of our HR Business Partner Program in the Netherlands to strengthen the capabilities of our HR professionals. The modular program aims to develop the skills and behaviors of our HR Business Partners in engaging with leaders and managers, and to provide them with the tools they need to achieve their objectives. A group of 24 HR professionals participated in the pilot in 2011. In 2012, we plan to roll out the program to other countries and reach a group of up to 100 HR professionals across AkzoNobel.

Training sourcing employees

The AkzoNobel Procurement Faculty provides standardized training for our worldwide procurement professionals. From 2007-2011, we trained more than 500 purchasers in strategic sourcing methodology, communications, leadership skills, processes and systems in various parts of the world.

A new branch of the Procurement Faculty is the Procurement Executive Potentials (PEP) program, in which 40 employees took part. The ten-day program is designed to groom the company’s next generation of procurement leaders and further encourage operational excellence. All participants were hand-picked based on long-term talent reviews. They worked for six months on learning projects derived from the strategic procurement agenda, which they presented to Executive Committee members before they took part in a three-day leadership journey. The final part of the program involved a one-week training program on procurement leadership competencies with a strategic outlook, such as sustainability and purchase to pay processes.

HSE training

Our Safety Leadership program targeted at senior business leaders continues to be rolled out across business management teams. The objective is to help senior managers become personal role models for safety in their organizations and to ensure the right level of management support for improvement activities.

An HSE alert system, to share learning on safety incidents and near misses, is operational and reaches out to our leaders and professionals worldwide.

Activities to strengthen our HSE capability standards and development processes are progressing to plan. The competency framework and role profiles have been defined and include management roles with critical HSE functions (production managers and site managers). The framework has been integrated with other HR relevant tools such as the annual performance dialog, individual career planning, structured job family models, dual career ladders and the Hay function appraisals. With the help of learning advisors, an HSE faculty is being developed to enable HSE professionals in HSE critical functions to obtain professional training for their personal development.

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