ETX-10829_Etex-AR2017_WEB_2018_DEF2 (2)

4.1
Social report
Human resources
Etex Annual Report 2017
Social report
Human resources
PPSeniors leaders
participating in the INSEAD
programme donated their
expertise and Etex materials
as part of a team building
exercise to construct a
playground for a special
needs childcare centre
in France.
Both initiatives were attended by leaders
and managers from different nationalities
and backgrounds.
Learning
The learning culture at Etex continued
to thrive throughout 2017. Our internal
Academies provided additional learning
opportunities across Etex’s divisions. We
also made progress in enhancing our digital
and community platform Talent2Grow.
This resource portal offers access
to courses and provides around
10,000 employees with the knowledge
and tools to develop a range of skills.
Our ITC open innovation days are an
ideal opportunity to showcase our latest
innovation efforts and demonstrate our
expertise. They also show our customers
how committed we are to finding solutions
for their problems, and we get immediate,
valuable feedback in return!”
ERIC BERTRAND,
HEAD OF INNOVATION, ETEX BUILDING PERFORMANCE
CONNECT AND CARE
Talent management
Talent management is high on our HR
agenda. After all, enabling our employees
to develop personally and professionally
empowers them on our road towards
performance-driven growth.
In 2017, we designed our global talent
review process, which is the mainstay
for identifying and evaluating leadership
talent. It proposes individual development
and succession plans through opportunities
such as training, career moves, promotion,
and so on. The programme will roll out
across the organisation throughout
2018-2019.
Leadership and performance
We integrated the Etex values and
leadership competences into our individual
performance review conversations. This
exercise helps identify both low- and highpotential
performers within our global
organisation and enables us to define
targeted actions.
To further enrich the review and
development process, we introduced the
i-DID methodology to all HR personnel
and to senior leaders. This model puts
actionable feedback at the core of
performance-based assessments. Creating
a feedback culture further underlines our
aim to cultivate our employees’ strengths
the best way possible.
Effective programmes
Setting up effective talent programmes is
another important way we nurture the skills
and competences of our employees as well
as enhance internal mobility between our
different companies and divisions.
In 2017, we set out on our sixth career
development session with the Brussels
campus of Vlerick Business School. In
total 25 mid-level managers followed the
programme. In addition, 106 senior leaders
completed a leadership programme hosted
by graduate business school INSEAD.
ppLooking after our employees’ wellbeing is important.
Our Gyplac company’s canteen provides an informal space
to have meals and relax. It’s also an ideal place to promote
workplace cooperation.
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