Annual report 2010 - Dexia.com

Human ResourcesHuman Resources in transformationIn 2009, the refocusing of the Group was accompanied bya complete activity review and by a plan aiming at a tighterorganization of all Group support lines (including HumanResources). The Human Resources transformation consisted inimproving and optimising its operation from the point of viewof alignment, increased responsibility and efficiency-seekingand therefore set a new target organisation for HumanResources to be implemented and rolled-out and that willchange its modus operandi.The four principles of the Human Resources reorganisationare:• the introduction of a common governance for HumanResources by the definition of a common approach in theoperational management of activities, with global policies,rules, processes and tools and by a redefinition of the rolesand responsibilities of committees;• the homogenisation of the support line in operationalterms, by:- the definition and documentation of standard processesand tools for all the entities,- the establishment of consistency in the principal HRprocesses and tools for the whole Group whilst taking intoaccount the specific local features imposed by the businessmode, the legal or social framework,- the development of self-service in all the entities for basicHR operations, supported by a call centre and an integratedback office;• the optimisation of the distribution of HR services via thecreation of “job pools”, ensuring a common managementof the activities of recruitment and mobility, trainingadministration and HR administration, for all the entities inthe same country;• the mutualisation of key HR competences by:- the redefinition of the distribution of roles between theGroup and the entities, and the elaboration of strategy for allthe HR activities together for the Group,- the creation of mutualised competence centres for keyprocesses.The Transformation Plan 2011-2013, presented on15 September 2010, will shift HR from a strong functionalmodel to a directive model (to be implemented in 2011).The aim is to improve the level of coordination and visibility,to simplify the organisational structures, to improve thedecision-making processes and to achieve synergies. Inaddition, implementing the project to reorganise HR has alsomade it possible to identify a number of remaining operatinginefficiencies, as well as the synergies not yet realised betweenthe various entities.Furthermore, this change in the governance of HR willfacilitate better consistency, visibility and control overspending and better-coordinated management of initiatives,especially transversal projects. The new organisation will alsofocus on industrialising the processes even more, simplifyingthe structures and sharing competences.The elaboration and implementation of this HR TransformationPlan will continue in 2011. In addition to its propertransformation, all competences will be mobilized in 2011 tosucceed in the overall transformation of Dexia and to limitthe impacts on teams as much as possible. Solutions will besought via social dialogue and in line with Dexia’s Principlesof Social Management.Key figuresAt the end of 2010, Dexia had 35,185 members of staff, of68 different nationalities, in 34 countries (including RBC DexiaInvestor Services and the independent networks in Belgium).• Seniority – More than 60% of members of staff joinedthe Group less than ten years ago and the average length ofservice of Group members of staff is 11 years.• Age – Group members of staff are young; in total, 41.2%of staff are less than 35 and 58.8% less than 40 years of age.The average age is 39.2 for men and 36.9 for women, andthe overall average age is 38.• Men/women – The overall division of workforce betweenmen and women is well balanced, at 50.5% and 49.5%respectively.• Turnover – 95.1% of workforce on indefinite-termcontracts.• Part-time – 15% of Group members of staff work parttime.• Training days – The average number of training days permember of staff (Full Time Equivalent) rises to 1.9 days forthe whole Group (more than 10% increase year-on-year).As regards staff figures, the downward trend resulting fromthe transformation plan continued throughout 2010, incompliance with the objectives. It should, however, be notedthat, at Group level, the fall was offset by the substantialgrowth in new hires at DenizBank, Dexia's Turkish subsidiary(not subject to the terms of the transformation plan).Management reportConsolidatedfinancial statementsAdditional information Annual financial statementsAnnual report 2010 Dexia71