Annual report 2010 - Dexia.com

Human ResourcesWorking conditionsImplementation of the Transformation Plan had majorconsequences on the evolution of the working conditionsof members of staff. For a long time, the Group has beeneager to give its employees the greatest possible visibility overtheir company and their evolution within it, to prevent and todetect stress situations, particularly with the introduction of apolicy to prevent “mental risks”.There are many mechanisms to detect, prevent and managestress, within the entities.Several information channels currently enable such risks tobe detected in the entities (personnel representatives, workdoctor, social assistants, internal and external advisory teams,recovery tools as part of the quality certification process,satisfaction surveys and so on).As for prevention, in addition to existing measures (preventivemedical consultations, ergonomic advices, training of membersof staff and managers and so on), there have been new largescaletraining and coaching actions.Stress detection surveys were carried out in several entitieswith a view to averting psycho-social risks and reducing thestress with which members of staff might have to cope. Insome entities, the survey also covered employee satisfactionwith the performance of their tasks. The aim of thesesurveys is to implement action plans aimed at increasing staffmotivation.Finally, declared stress situations are managed and assistanceprovided by various means: via the Human Resourcesdivision, internal and/or external experts, coaching measures,psychological hotlines, interviews, working time adjustments.The Dexia Corporate University also created new trainingcourses aligned to the accompaniment of change and stressmanagement for all: members of staff, managers, HumanResources teams and so on.TrainingSupporting the Dexia transformation plan was one ofthe major objective of the training department in 2010.Initiatives to support line management in their role as changeagent were combined with coaching and training peopleconfronted with a professional reorientation. Seminars werealso organized to explain and discuss the evolution of theregulatory framework in different areas (risk, finance andfinancial markets). A major investment was also made intraining for the commercial networks in order to furtherimprove the customer orientation and satisfaction. In thatframework, the Deniz Academy has been supporting thegrowth of DenziBank’s commercial network providing trainingfor new hired sales staff, management trainings for new salesmanagers and sales programmes on "relationship bankingstrategy".In order to support people in their career opportunities, theDexia Corporate University re-launched some of its strategiclearning initiatives:• Marco Polo Programme: a programme for high potentialthat aims at promoting mobility within the Group and atcontributing to the development of a Group culture. Thisprogram includes a 6-month assignment in a different countryand a different entity.• Lead an Organisation: mini-MBA programme targetingsenior managers• Discovering Dexia: the integration seminar for all newexecutives was re-launched in December 2010.• Dexia Mentoring Programme: a transversal programmeto transfer knowledge and expertise throughout theorganizationGlobally, the Dexia Corporate University has once againcontributed to cascading the Group’s strategy. In thatcontext, the University continued to support Dexia in changemanagement through the following actions:• the ongoing offer of the University dedicated to changeand uncertainty: Learning with Change, Dealing with Stress,Change and Team, among others;• a very specific offer to help team managers to deal withchange: dynamic online manuals, workshops, and so on;• short or long-term individual coaching, designed for topexecutives and team managers;• team coaching, for managers and their teams;• training paths in project management.During 2010, the Dexia Corporate University has also workedon a number of initiatives which will be implemented in2011: a harmonized “on-boarding” programme targetingnew employees; a learning support to help employees toswitch to new versions of software such as MS Office, Clarityor Business Object.In total 1,290 participants attended one of the trainingcourses organized by the DCU in 2010.CompensationRecurrent projects continued in 2010. Indeed management ofthe exit from the 2005 share ownership plan enabled teamsto continue the work of informing members of staff on theterms linked to its maturity.Furthermore, the Dexia Group compensation policy wasimpacted by new Belgian, French and even Europeanregulations. The People Reward team took part in discussionswith the regulators and sector federations and prepared theappropriate amendments to Dexia policy so as to comply withthese issues.Regulatory aspects evolved strongly in 2010 and that trendis likely to continue throughout 2011 in order to continuealigning the sustainable development of the companyand its risk profile with common practices in terms ofcompensation.Indeed, in accordance with the European “Capital RequirementsDirective III” and associated guidelines from theCommittee of European Banking Supervisors, in 2011 theDexia Group will adapt its general compensation policy, theprinciples of which fall within the guidelines established byEurope. Similarly, Dexia has also adapted its policy to complywith the obligations arising from the Belgian Law of 6 April2010 on corporate governance.Implementing the Transformation Plan and refocusing Dexiaon its core franchises required the management of a largenumber of international and national moves and necessitatedassistance in those internal moves from Human Resourcesdepartments.Management reportConsolidatedfinancial statementsAdditional information Annual financial statementsAnnual report 2010 Dexia73