Atlas Copco 2008 – tough ending to a record year Annual Report ...

Training provided from a corporate perspective includes workshopsand seminar modules that are developed to help implementGroup policies and processes. Business areas provide targetedskills-based training in accordance with the needs of the organization.While training seminars and workshops remained the mostpopular way of offering training within Atlas Copco, the Groupalso focuses on distance learning, for example e-learning coursesand webinars.Certain training courses are mandatory to all employees; oneis the induction course named Atlas Copco Circles, which comprisesthe Business Code of Practice, and another is the environmentaltraining.All business areas have comprehensive competence developmentprograms in place; see also the business area section in theAnnual Report.A further measure of success of the focus on competencebuilding within Atlas Copco is the percentage of employees withuniversity or higher degrees. In 2008, 44.3% (42.1) of the salariedemployees had a university degree or higher. The percentage hasincreased continuously since 2003.In 2008, 74.0% (68.1) of all employees had an appraisal, anannual performance and career development review. The target is100%.Fairness and diversityEqual opportunities, fairness, and diversity are fundamentalpillars of Atlas Copco’s people management process.The Group is chiefly recruiting both managers and otheremployees from the local communities where it operates. As such,Atlas Copco’s workforce reflects the local recruitment base andcomprises all cultures, religions and nationalities.Atlas Copco has stepped up its efforts within employer brandcommunications through focused teams. The Group is todayconsidered more international and multi-cultural than in the past.These are two extremely important factors for students andpotential employees today.Atlas Copco strives to increase the proportion of femaleleaders and has a policy stating that recruiting managers shouldensure to always have at least one female candidate when recruitingexternal candidates to positions where a university degree isneeded. In 2008, a new high level mentorship program waslaunched. It is aimed at women with the ambition and potential tobecome general managers.Atlas Copco companies report and comment on the relativenumber of males and females in their organizations. Since 2005,Atlas Copco has an internal mentorship program for female managersin place. The objective is to allow regular discussion forumson subjects chosen by the participants and to help encourage astronger sense of belonging.A female manager’s network is being established to furtherenhance gender diversity.In 2008, the proportion of women overall as well as women inmanagement positions increased slightly. The ratio of femaleemployees was 16.6% (16.4), and the proportion of female managerswas 12.9% (12.0). During 2008, 36.4% (32.9) of the recentgraduates recruited were female.Atlas Copco CirclesFirst launched in 1996, the Atlas Copco Circles has become an established tool to increase new employees’ understanding of the Group using thecircle method: sitting together and talking.All employees will get basic knowledge of the Group and its history, structure, workflow, products and solutions, strategies, visions, and results, as well astheir own roles. The new Circle booklet supports an interactive discussion between employees to help them exchange experiences and see their role in thebusiness and flow of processes.Atlas Copco 2008 111