+1 - Solvay

Human Resources
During the June 2006 strategic review, the Group affirmed its intention
of managing its Human Resources on a global basis. The success of the
Group’s strategy of sustainable, profitable growth is based on the men
and women working in it. The challenge is to have competent people
across the world, where and when they are needed.
The Group wants to further develop the leadership and managerial
competences in its midst and also maintain and indeed improve the
good relations it has established with its social partners. The organization
of Human Resources needs to adapt to match as closely as possible that
of the Group, that is, global and with roles and responsibilities centered
on the Sectors.
The Group’s Human Resources Strategy has been formalized, in line with
Group strategy as: “Grow our people to grow our Group.”
Human
Resources
61
The Group’s HR
policies
The strategy is expressed in
HR Policies which reinforce the
international dimension of the
way the businesses, projects and
processes are organized. Certain
fundamental aspects of Human
Resources need to be managed at
Group level for everyone, and also
more specifically for those called to
work at the international level, even
if, in practice, they are attached
to a local entity and develop their
careers within a local culture.
These aspects are the subject of
Group HR Policies, common to all
parts of the Group and harmonized
across the world
During 2007 and early 2008,
all HR Policies were
developed or reviewed and
published in a coherent
fashion:
• Group organizational
principles;
• organizational performance
of the Group;
• function families and scales;
• individual performance
management;
• industrial relations within
the Group;
• quantitative needs and
skills planning;
• recruitment;
• career management;
• training and development;
• international mobility;
• compensation;
• pensions.
Solvay Global Annual Report 2007