business plan for 2004 - EDP

2003 - Annual Report - EDP
Recruitment and Selection
During 2003, with a view to rejuvenating the staff and to
acquiring specific skills, 96 people were taken on as
permanent employees of the companies, 75 were hired
on fixed-term contracts and 183 vocational training
courses were held, 57 of which began during the year.
A total of 7 315 new candidates registered with the
database via the Internet.
Global Management 2003
A total of 10 EDP teams took part in this initiative, three
comprising solely employees from the various Group
companies and seven were mixed teams comprising
EDP employees and students from several universities.
Management Appraisal
One of the critical success factors is the ability to
develop qualified management teams, which requires
greater knowledge of our managers.
For this purpose, in line with the Human Resources
policy and taking into consideration the skills to be
developed that have been identified within the scope of
the GIP (Integrated People Management) project, an
Assessment – Management Appraisal project was
contracted out to a specialised company, involving 115
assistant managers and staff of a similar level.
The major objectives of this project are:
• To provide overall evaluation of the behaviour and
management skills of this group of executives,
particularly in view of the changes demanded by the
future strategy of the organisation;
• To identify areas/skills to be improved to maximise
the overall development potential and that of each
business area; and
• To provide personalised feedback to each executive
involved in this project in respect of professional
advancement, to allow each to make use of the full
potential of his/her skills.
In the wake of this programme a mentoring measure
was implemented to support these managers in the
advancement of their career and in their alignment with
the strategy of the EDP Group, the mentors being the
members of the Executive Committee and the General
Managers
Training
Employee development is one of the Group’s critical
success factors in facing change. In this connection,
special importance was given to training courses in the
areas of technical specialisation (e.g. Engineering,
Economics and Management, Languages and
Information Systems) and in behavioural areas (e.g.
Leadership and Internal Communication).
The use of e-learning platforms opens up the way to
implementation of courses covering a vast,
geographically dispersed population, with a particular
focus on the Maestro Programme – Academy of
Leadership and Prevention of Electric Risk.
Some courses were directed at specific populations,
particularly electricians at EDP Distribuição and power
plant operators and foremen.
Advanced training of senior EDP Group staff was
another aspect of development that involved 22
employees in advanced programmes in company
management (see Part III for more detailed information).
Overall, more than 700 training courses were organised,
involving 8 500 participants, requiring a financial effort
of €3.1 million in terms of direct costs.
1st EDP Meeting
As a means of strengthening ties between employees,
the company and its senior officers, a three-day meeting
was organised, involving about 9 000 employees of the
Group’s electricity business.
“More Market. More Competition. More EDP.” was the
theme of the 1st EDP meeting, during which the
Executive Committee spoke about the economic and
financial situation of the company, the changes to the
negotiation system within the energy-generating
market, the liberalisation of the market and the impact
on energy marketing, cost control, efficiency and
competitiveness, and the Strategic Agenda for 2004.
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