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Towards a More International Thales

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Towards a More International Thales Two European Collective Agreements - towards a more international Thales Human Resources The Content - The Thales profile - Thales European Agreements - IDEA – History and Concept - TALK – History and Concept Human Resources 2 3 Corporate Communications – February 2010 Three core businesses core Three A Worldwide Group Worldwide A Presence in 50 countries Presence employees 68,000 worldwide Security Defence & Space Aerospace World leader for mission-critical information syste } €12.9 bn€12.9 revenues annual Thales profile Thales ms 4 Corporate Communications – February 2010 Aerospace & Aerospace Space & 25% Defence 50% Three core Three businesses Joint Naval Land Air 25% Security 5 Corporate Communications – February 2010 Latin America: 660 Others: Saudi Arabia: 730 /Others: 390China: Saudi /730 South Arabia: Afri Canada: 1,200 Canada: USA: 2,200 USA: Austria: 200 / Norway: 180/ /Polan 200Portugal: / Austria: Norway: 160 ca: 340 / Switzerland: 290 / Singapore:/ ca: 290 Switzerland: 240 340 / India Worldwide presence Worldwide France: 34,300 France: UK: 8,200 UK: d: 130 Germany: 4,500 Germany: South Korea:South 1,370 Spain: 2,100 Australia: 3,600 Australia: Italy: 2,600 Italy: Netherlands: 2,000 Netherlands: Belgium:950 : 200 / 200 : 6 Corporate Communications – February 2010 research laboratories in Europe, the United States States United the Europe, in laboratories research and universities with agreements cooperation 30 Over patents 15,000 Over year per inventions 300 technologies cutting-edge on researchers 25,000 revenues of % 20 approx. for accounts D & R Innovation and technological excellence technological and Innovation and Asia and Photo: Hans Mehlin Hans Photo: ©Copyright 2007 Web AB Nobel public 7 Corporate Communications – February 2010 Renowned training structure: Thales University Thales structure: training Renowned 1 People policy: HR Dynamic Multicultural teams unified by the same values same the by unified teams Multicultural enginee are workforce of % 60 g. skilled(e. Highly France outside % 50 whom of employees 68,000 Develop our people Perform through teaming decideInnovate, act and quickly customers on Focus st Highly talented people Highly rs or managers) or rs 8 Corporate Communications – February 2010 society at large and the environment the and large at society e markets, and shareholders partners, and suppliers c to commitment permanent and responsible a of Part and strict internal control measures control strict internal and voluntarista policy training employee Group by supported are These commitments principles universal ten pact’s the promotes and Compact to the Global up UN signed has Thales of Ethics etc.) (Code a structure through coherent policy responsibility social corporate and its ethical deploys Thales its businesses to applicable legislation international and respects national all the rigorously Thales Corporate Social Responsibility Social Corporate mployees, mployees, ustomers, ustomers, 9 Corporate Communications – February 2010 Security C4I Security Defence & & Defence Systems Market-driven businesses Market-driven Operations Bringing to our customers the benefit of technology benefit the to our customers Bringing Air Dual Avionics A coherentA organisation and international presence international and Space Systems Defence Defence Mission Mission Defence Defence Land expertise Domains Transportation Transportation Systems Civil 10 Corporate Communications – February 2010 Float 47% of whichof (3%) employee of whichof Thales (1,9%) 198,7 million 198,7 million shares shares Thales shareholders Thales 26% Dassault Aviation 27% State French Thales European agreements Why European agreements? - Necessity to accompany the group activities increasingly integrated worldwide, - Enrich social dialogue at European level and reinforce a European network of social partners, - Implement a European social policy shared and negotiated, - Reinforce Thales attractiveness in Europe through a European approach of social development, - Spread the good practices implemented in Europe. Human Resources 11 Human Resources Scope of IDEA - The European agreement covers: * 11 countries: France, UK, Germany, Italy, Spain, Netherlands, Belgium, Austria, Portugal, Switzerland, Norway; * 57 000 employees of Thales; "With support from the European Union " - It is implemented in an identical way in each country, by a signature of the same text at the national level. - Provisions of the European agreement cannot supersede local laws, statutory provisions, agreements or practices in force in the European entities of the Thales group which are more favourable to employees. Human Resources 13 Formation of the negotiation team Trade Union representatives Employers representatives B. Samyn (EMF) Y. Barou (SVP HR Thales Group) I. Barthes (EMF) X. Broseta (VP HR International) B. Landas (EMF) A. De Ravaran (VP Legal & Ethics) A. Culnard (France) C. Dufoix (Legal) D. Gladieux (France) P. Groisy (DRH France) H. Tausky (France) K. Jenkins (VP HR UK) H.-J. Detlefs (Germany) M. Pathuis (HRD Netherlands) A. Johnston (UK) U. Biernert (VP HR Germany) A. Marriot (UK) G. Romeu (HRD Spain) M. Kedde (Netherlands) F. Monzani (HRD Italy) A. Marcopoli (Italy) R. Poda (HR Italy) C. Milan Garcia (Spain) Human Resources 14 The history of IDEA A tradition of a social dialogue by country Anticipation and Professional Development, key topics for Thales A European negotiation body Collecting best practices An innovative and responsible negotiation A common European ambition A 3 year project Human Resources 15 IDEA: 6 steps Collecting existing best practices Winter 2008 Negotiation of the agreement Dec 2008 - June 2009 Signing of the European agreement 11 June 2009 and of national agreements June/July 2009 Kick off meeting (employee 9 July 2009 representatives/ HR and managers) Distribution of the brochure Sept 2009 Implementation / Innovation by country and unit Sharing new good practices: 8-9 March 2010 European Convention to assess the deployment of the agreement Human Resources 16 The signing of IDEA Human Resources 17 Annual cycle People 1 st Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Okt. Nov. Agreement on Strategic team objectives Business Plan Annual Activity Optional: Mid-year review Discussion Feed- Proposal back AAD Confirmation eventually: Salary review Professional Development Discussion PDD Monitoring Development Actions Plans Dev. Action Plan Human Resources 18 Content of IDEA Anticipate medium term evolutions by job family - By sharing with employee representatives, each year, at national (National Anticipation Commission) and European (European Anticipation Commission) levels, the analysis of the main evolutions affecting Thales key job families. - By giving each employee an informed and accurate vision of the future development in their job family to anticipate and take whatever steps are necessary to develop within a rich and diversified career path. Human Resources 19 Anticipation: a collective perspective and individual choices Evolution analysis for each professional family Presentation of the analysis to European and National Anticipation Commissions and locally to employees Professional Development Discussion between each employee and his/her manager Definition of an action plan for the coming year Human Resources 20 Content of IDEA (2) Support individuals and help them prepare their Professional Development Discussion - Career orientation session - Information on open jobs - Career corners: freely accessible by employees to obtain guidance and assistance from specialists and have access to information on future developments in job families, training courses available and mobility openings within the Group. Enrich training actions - Thales is committed to guarantee every employee access to a significant training programme at least once every three years - A network of training advisors, providing employees individualized support with their training program, is deployed across Europe - All training attendance is recorded and Thales is committed to promote access to external certification - Transferring knowledge actions consolidate the training. Human Resources 21 Content of IDEA (3) Encourage diversity Ensure men and women equality in professional development through a variety of actions taken on recruitment and career development and: - Annual national report on gender equality in all European countries. - Develop actions in favour of parenthood: places in nurseries, measures to accompany women during return from maternity leave Promote diversity to make the best possible use of all talents - Seniors talents (Career Point after 25 years of experience) - International career paths (Career 1 st ) Attract young talents and accompany them in their integration in Thales - A buddy dedicated to each newcomer - Number of apprentices increased and quality of apprenticeship systems improved - Guided transition into professional life: “From student to professional” Human Resources 22 Resources Thales University priorities reshuffled to take into account the Agreement European Commission funding the Conventions All actions introduced in HR objectives, scorecards were created New resources to lead the projects Human Resources 23 Human Resources Transparent annual Activity discussion for mutual Listening and developing professional Knowledge (TALK) On April 20, 2010 Thales and the European Metalworkers’ Federation (EMF) announced the signing of a second Europe- wide agreement known
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