2007 Reference document (PDF) - Valeo

4.1.1.2. Internal mobility and individual development
To offer attractive career prospects to the 11,294 engineers
and managers employed by Valeo, the Group’s policy demands
that at least three out of four positions are filled internally. These
career prospects are formalized through the creation, each year,
of a Succession & Development Plan to identify the next stages in
the career development of each engineer and manager. The plan
is implemented via a review committee responsible for making
decisions regarding internal job applications. In order to prepare
employees for success in the next stage(s) of their career, Valeo
has a standard “individual development plan” format comparing
skills acquired with skills required for the next stage, allowing very
detailed individual development plans to be drawn up. The plan is
based on the “3 E” approach, which favors structured experience
and first-hand knowledge in addition to more traditional training
and education. Using these tools, more than 2,350 engineers and
managers benefited from career development actions in 2007.
To encourage the spread of policies, cultures and methodologies,
and to offer international opportunities, the Group must be able to
expatriate around 100 experienced managers every year. In order
to be effective, Valeo’s international policy must be both competitive
on the employment market and cost-effective for Valeo.
4.1.1.3. Remuneration and benefits
The Group has to monitor constantly the employment market in
order to remain competitive, motivate and retain its talent. It also
has to adapt its practices by offering appropriate remuneration to
its teams everywhere in the world. The Group makes a point of
offering competitive salaries on such volatile job markets as the
Czech Republic, Mexico, Poland, Romania and Thailand, while
adapting the benefits extended to its staff in the following countries:
Brazil, China, the Czech Republic and Thailand. The human resources
management rules are constantly updated as the Group expands
into different countries, for example Iran, Ireland and Russia.
4.1.2. Training
At Valeo, training is used to serve and support the Group’s strategy
of profitable growth.
Valeo methodologies and processes are taught at its 5 Axes schools
located in Europe, America and Asia. The Group’s networks deploy
their training offer in internal Academies run by their specialists.
The teaching system is designed as courses comprising various
learning methods: e-learning, seminars, telephone training and,
increasingly, training based at the workstation or in operational
conditions. The Group is stepping up its policy of expanding
on-the-job training and involving proximity management.
2007 Reference document - VALEO
Activity
The Group
The increase in internal training is linked to the need for versatile,
multidisciplinary operators and to the development of QRQC
(Quick Response Quality Control) teaching methods.
Spending on training, which came to 1.6% of the payroll in 2007,
is therefore only part of the Group’s training effort.
65% of training hours were dedicated to the adaptation of the
workstations and 35% to the development of new skills and
preparation for internal mobility.
Valeo has also increased its contribution to youth training, taking in
1,200 trainees and 800 apprentices.
Over 80% of employees participated in at least one training
course, as part of the Group’s skills development policy. The online
availability of several modules in different languages helps to increase
the efficiency of our training offer, which has been expanded with
internally designed modules on the development standards of products
or systems and R&D. The development of the Valeo C@mpus offer also
allows training courses to be more specifically personalized.
Safety is one of the Group’s priorities: risk detection training and the
eradication of root causes have both been intensified. An internal
knowledge management system also helps the lessons learned in
this respect to be shared, which consequently supports prevention.
Safety actions have increased and impacted 48% of staff last year.
4.1.3. Code of Ethics
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The Valeo Group has been aware of its social and environmental
responsibilities for some years, and has pledged to honor them
by adhering to national laws and international treaties and
agreements.
It has made a number of commitments, both internally and
externally, and has signed up to the UN’s Global Compact. In doing
this, Valeo is undertaking to promote the fundamental rights set forth
in the Universal Declaration of Human Rights, the dignity and value
of human beings, the private life of its employees and the equality
of women and men.
As required of signatories, Valeo informs the Global Compact
(Communication of progress: COP) every year of the progress it has
made in these areas.
In 2005, these commitments were enshrined in a Code of Ethics,
circulated worldwide and laying down rules for the Group’s staff and
for all the legal entities constituting Valeo, including countries where
the letter of the law is less severe.
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