CSER Sustainability Report (English) - high res-rev - Flextronics

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26 6 Our People CII. Learning and Development 6.1 Flextronics’ Human Resource Management Strategy Flextronics actively promotes continuous learning by encouraging employees to develop and advance their career through Flex University, in addition to many other specialized training opportunities. Flextronics-provided learning and development programs help pave the way to employee success. For instance, the Emerging Leaders Program (ELP) provides first-time leaders with the knowledge, tools, and opportunities to enhance their leadership skills to better manage their teams, drive improved business results, and demonstrate Flextronics leadership traits and behaviors. Flex University (FlexU) Well-trained employees are integral to our success. Flextronics has amalgamated training information and delivery options as one integrated learning management system, called FlexU. This platform provides a comprehensive solution for Flextronics’ training and administration needs. All Flextronics employees have access to over 633 courses offered via FlexU. The university delivers job knowledge across a variety of topics ranging from manufacturing operations to professional development, computer skills, and lean manufacturing. It also houses an online library (Knowledge Bank) that contains common reference documents, training materials and reports. To expand on FlexU’s program offerings, Flextronics established a partnership with Cornell University in October 2009. The partnership aims to enhance employees’ leadership and management skills through 75 online courses that cover a wide range of topics. eCornell courses provide an engaging learning experience through a combination of rigorous and relevant coursework, enriching facilitation by subject-matter experts and structured flexibility. 200,000 160,000 120,000 80,000 40,000 0 45,373.52 2010 / 2011 Flex University Training Hours 115,418 30,199.46 41,960 138,326.53 Americas EMEA Asia 169,364 2010 2011 Flextronics CSER Report 2010 / 2011
6 Our People 6.1 Flextronics’ Human Resource Management Strategy CIII. Performance-based Culture The culture of success is driven by a passion and desire to innovate and think outside the box. Commitment, leadership and innovation are rewarded by fostering a climate of learning and self-improvement while respecting human and labor rights. We define exactly what behaviors we want to see exhibited in consistency with the values of the organization and establish best practice processes and structures to drive these behaviors. In the process, we communicate with, coach and train our employees. We reward our employees accordingly in terms of bonus and incentive compensation plans, as well as internal awards and recognition programs. Communications and Employee Engagement Overall, the engagement programs are based on encouraging open communications and enforcing an “open-door” policy in the day-to-day operations. Transparency is promoted throughout the organization by providing employees at all levels with consistent and accurate information. We have made various communication channels available, to enable employees to discuss and air any grievances in a safe and anonymous (if desired) manner. The communication channels include: ■ Online anonymous reporting and forum discussions ■ Suggestion boxes ■ Blogs ■ Coffee talks and town hall meetings ■ Newsletters ■ Employee engagement surveys ■ Internal social media portal ■ “Talk2Me” structured roundtable employee sessions. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Flextronics CSER Report 2010 / 2011 Employee Engagement Index Comparison 66% 69% 2009 2011 The global employee survey in 2011 indicated an improvement compared to 2009 results. The overall engagement rating increased by three per cent, and was attributed to the following: ■ More employees indicated a strong sense of commitment to the company ■ More employees indicated a willingness to transcend the call of duty to get the job done ■ Higher satisfaction from receiving company information in a timely and regular manner The survey results also indicated desired improvements in the areas of reward and recognition, as well as career planning and development. In that regard, we are elevating our efforts in promoting and implementing pay-forperformance approach, job enrichment methodology and “Flex Talent” to facilitate managers’ career planning and development discussions with their employees. 27
Page 1 and 2: Corporate Social and Environmental
Page 3 and 4: 1 From the CEO 2 About Flextronics
Page 5 and 6: 2 About Flextronics About Flextroni
Page 7 and 8: 3 About The Flextronics Pledge Abou
Page 9 and 10: 3 About The Flextronics Pledge Flex
Page 11 and 12: 4 CSER Deployment and Management 4.
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Page 15 and 16: 6 Our People Our People Building a
Page 17 and 18: 6 Our People Alexandra is the autho
Page 19 and 20: 6 Our People 6.1 Flextronics’ Hum
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Page 31 and 32: 6 Our People ■ Improved CSER comp
Page 33 and 34: 6 Our People A. Empowering the Hear
Page 35 and 36: 7 Ethics and Governance Ethics and
Page 37 and 38: 7 Ethics and Governance 7.2 Complia
Page 39 and 40: 8 Community Partnership Flextronics
Page 41 and 42: 8 Community Partnership 8.2 Tech@Ca
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Page 49 and 50: 9 Environment Environment Enabling
Page 51 and 52: 9 Environment The External Landscap
Page 53 and 54: 9 Environment B. 5-Element CLEAN Va
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Page 57 and 58: 9 Environment B. Flextronics’ Env
Page 59 and 60: 9 Environment 9.6 CleanTech We desi
Page 61 and 62: 9 Environment 9.8 Environmental Ins
Page 63 and 64: 10 The Flextronics Pledge and the S
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11 Technology Innovation and Sustai
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12 Epilogue Epilogue Flextronics CS
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Addendum Annual Report Flextronics
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Addendum B. The First Flextronics E
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Addendum 4 Looking Forward Going fo
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Flextronics Guadalajara (Mexico) fo
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CSER Sustainability Report (English) - high res-rev - Flextronics

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