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Managing for Sustainability
Employee Recognition and Development
Global Employee Survey
As stated in the 2002 Sustainability Report, "Our success depends
on having a highly skilled, committed, innovative and productive
workforce". Recognizing the importance of understanding employee
goals and perceptions, in 2002 Alcan conducted its third global
employee survey since 1996, which will be used as a baseline for
future global employee surveys including one scheduled for 2003.
Employee perceptions of Company performance were polled in key
areas such as: corporate sustainability, environment, health and
safety, our values and principles, communications, reputation, innovation/improvement,
work/life balance, development opportunities, recognition, leadership
and Maximizing Value.
With some 25,000 respondents (52% response rate), the findings
are representative of each business group and geographic area. Survey
results pointed to a positive perception of the Company and our
products, but it also highlighted a need to do a better job at focusing
on employee recognition. As an initial response, a company-wide
employee recognition program was put in place at the end of 2002.
Although some 80% of respondents worldwide viewed EHS and sustainability
as essential Company priorities, the survey also revealed that only
60% believe that safety is the number one priority of all employees
where they work. Following a review of the findings by management
of each business group/unit in late 2002, this type of gap between
goal and reality will become an action plan with objectives that
will be followed through to completion. Some 200+ action plans from
Alcan locations worldwide were prioritized by senior management
in early 2003.
Employee Recognition Program
The Nathanael V. Davis Award is an annual program to recognize exemplary
individual or team performance. Mr. Davis was Alcan's president
and chief executive officer from 1947 to 1979 and chairman from
1972 to 1986. He was a staunch advocate of the value of employee
contributions and this award is the highest corporate recognition
that an Alcan employee can receive. It pays tribute to outstanding
effort, achievement, contribution and involvement either at Alcan
or within the community. Award categories include:
- Customer focus
- Innovation and excellence
- Extraordinary achievement
- Community involvement
- Management achievement
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In the first year of the awards, over 120 detailed nominations were
submitted in the last quarter of 2002 and four winners were selected.
Nominations ranged from inventions and productivity improvements to
long-standing support of community initiatives. In addition to a trophy,
each award (individual or team) receives a US$25,000 prize. In the
case of a team effort, each member will receive no less than $5,000.
Personnel Development
Recognizing that the governing objective of Maximizing Value is
only possible by employing and retaining talented and motivated
personnel, a more rigorous human resource management approach was
introduced in 2002 with the creation of a Talent Management Model.
This strengthens Alcan's capabilities to meet current and future
global business needs by identifying personnel requirements and
the potential for advancement of internal candidates. The Model
provides all employees with a value proposition that fosters their
professional aspirations with respect to vision and values, working
environment, recognition and opportunities for personal growth.
A new Leadership Competency Profile is a pivotal component of the
Model in addition to key Human Resource processes such as "People
Reviews" for succession planning, and an internal online job
posting system -- Jobs Online. The latter was initially introduced
at the professional and management levels in late 2002.
The "People Review" is a multi-level process to ensure
that the Company has the right people in place to ensure current
success and to support strategic objectives and sustainable growth
in the future. The identification of key jobs, key personnel and
high-potential leaders begins at the individual performance assessment
stage and continues through the business unit people plan. The results
of these "People Reviews" are consolidated by business
group and presented to Alcan's Executive Committee and the six business
group presidents for review and action plans. A final presentation
and discussion at the Personnel Committee level of the Alcan Board
of Directors completes the overall process.
All personnel development activities are aligned in support of
business objectives with the underlying principle that the employee
and manager have a shared responsibility for individual development.
Ongoing corporate training efforts include the Corporate Leadership
Program, the Corporate Management Development Program, the International
Master in Practicing Management and specific functional excellence
programs.
For example, the roll-out of the Worldwide Code of Employee
and Business Conduct in 2002 was supported by a major training
campaign that involved face-to-face sessions in all locations worldwide.
With the introduction of Maximizing Value, an intensive company-wide
training and information program was also launched in 2002. The
first phase involved the training of 300 senior managers, which
was then followed up by practitioner training for those employees
extensively involved in value-at-stake issues. In addition, specialized
programs were targeted at financial and marketing personnel.
Senior Management Support
Business Group Implementation
Values and Culture
Employee Recognition and Development
Stakeholder Engagement
More 2002 Highlights
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