Change

Talent Factory programs


We have consolidated our targets and reporting into a Talent Factory Scorecard to track our operational progress and create transparency across all AkzoNobel businesses.

Performance and Development Dialog (P&D Dialog)

The P&D Dialog incorporates both a performance review and development/career planning. Our company values and Success Factors (behavioral competencies) are an integral part of all development discussions and have been integrated into the system and annual performance appraisal process.

In 2009, 72 percent (2008: 60 percent) of employees used the web-based process, with a paper system available for the remainder. The focus for 2010 will be on continuing to increase the number of online users, the timeliness of the process and the quality of the manager-employee dialog and development discussions.

Management development programs

Our standardized best practice global Management Essentials Program (MEP) is now fully operational in 32 countries. A total of 2,783 managers from across the globe have started the program, representing 32 percent of the total target population of first line managers. In total, 452 senior managers have participated in the Advanced Management Program (AMP), which represents 21 percent of the target population of senior managers.

Management development programs in cumulative participants

 

 

 

 

 

 

Management Essentials Program

Advanced Management Program

 

2008

2009

2008

2009

 

 

 

 

 

Europe

182

914

0

199

Americas

117

913

0

80

Asia

228

956

0

173

 

 

 

 

 

Total

527

2,783

0

452

Diversity and Inclusion

A workshop held at the end of 2008, which was attended by employees from across the company, led to recommendations for irreversible steps to improve our Diversity and Inclusion (D&I) performance. While not excluding other groups, our initial focus is on improving gender and cultural diversity and further strengthening our company’s engaging environment. It’s an environment in which everyone is valued, where everyone counts and where everyone has the opportunity to develop their skills and talents in line with our company values and objectives.

A dedicated global working team and steering committee oversees and supports the implementation of the recommended steps. Starting with executives, we analyzed key data on the make-up and demographics of our organization. We gathered feedback from our employees on D&I by including six new questions on the topic in our Global Employee Survey. More than 100 structured interviews were held with colleagues representing a cross-section of our company’s demographics. We also launched an interactive, dialog-based internal website where employees are encouraged to take part in online discussions, to join a company-wide diversity Facebook and to engage with their colleagues on D&I related topics.

The data analysis and feedback from the survey and the structured interviews indicate that women and employees from high growth regions (our two initial focus areas) are treated fairly, with no obvious discrimination. We also noted that both of these groups are equally ambitious and that there is no significant difference in remuneration between female and male executives. Feedback from the structured interviews indicated that our people feel that AkzoNobel enables a good work-life balance.

Ten percent of our executive population is female. Even though we see a good representation of females in some senior functional and staff roles, we have identified opportunities to improve representation at all levels in the organization, in particular in senior commercial positions. The percentage of executives from non-western countries is 11 percent. There is a good representation of this group in some areas of the business, but we also need to make progress in further strengthening the leadership pipeline across these target areas.

Utilizing the data and feedback from employees, we developed a company-wide strategy, framework and phased approach to support our businesses to develop business-specific action plans to improve our D&I performance. A first wave of four of our global businesses is currently implementing these plans. We expect our other businesses to follow in 2010.

Executive diversity: female – male
in %
Executive diversity: female – male in % (bar chart)
Executive diversity: western – non-western
in %
Executive diversity: western – non-western in % (bar chart)

Restructuring

Driven by the economic climate, we carried out significant restructuring in 2009. We are committed to supporting our employees during such reorganizations. We do this in compliance with legal requirements and, where applicable, in consultation with employee representative bodies. We strive to ensure clear and ongoing communications, transparent selection processes and, in many cases, support in the transition from work to work, which can include training and out-placement. While restructuring is a business necessity, our responsibility as an employer stretches to those who unfortunately have to leave our company.

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