Annual report 2010 - Dexia.com

Human ResourcesMEMBERS OF STAFFGENDER BREAKDOWNAS AT 31 DECEMBER 2010 (1) 50.5%4.1Caisse des dépôtset consignationsManagement reportConsolidatedfinancial statementsAdditional information Annual financial statementsHoldingCommunalArco GroupFrench StateOthercountriesFranceLuxembourgTurkeyAGE PYRAMID> 5955-5950-5445-4940-4435-3930-3425-2920-24< 202,3143,7635,935FemaleMale20% 15% 10% 5% 0% 5% 10% 15% 20%SENIORITY PYRAMIDFemaleTotal35,1859,348Male13,825Belgium(1) Including self-employed networks and RBC Dexia Investor Services. .> 4036-4031-3526-3021-2516-2011-156-100-550% 40% 30% 20% 10% 0% 10% 20% 30% 40% 50%Male49.5%FemaleRecruitment, talent management andmobilityWith regard to recruitment, 2010 was marked by the strictmonitoring of vacant posts and an extremely selectiveexternal recruitment policy. The main objective was to provideassistance and to implement the Transformation Plan forthe various departments through the internal mobility ofmembers of staff. In 2010, 437 members of staff moved toother Group entities. Particular attention was paid, moreover,to the repatriation of a large proportion of expatriates asDexia’s international activities were reduced.In Turkey, DenizBank remains strongly present and attractiveon the labour market. More than 1,500 members of staff wererecruited in 2010, in order to support its growth strategy.In the other countries, Dexia prepared the repositioning ofthe Dexia Employer Brand, in line with the Group’s brandimage campaigns.In career management the emphasis was placed on theinternal mobility of members of staff and the identification of“Key People”. Retention actions were continued through thevarious Group entities. In association with the Dexia MobilityCentre (team dedicated to the management of mobility andto professional reclassification), Career Committees monitoredvacant posts in particular in order to promote internal careeropportunities to a maximum across the Group.The systematisation of annual reviews aimed at monitoringperformance and potential, gathering the aspirations ofmembers of staff and formalising succession plans enabledcompany managers to be associated very closely with therunning of Human Resources.The reactivation of assessment and development centres aswell as the deployment of a common assessment mechanismfor all Group members of staff also witnessed Dexia’s desireto foster their professional development.72 Dexia Annual report 2010