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Human Resources (HR) is improving integration through the further development of common policies, processes, programmes and shared services.
HR integration
The common EADS HR Board, consisting of the Divisional HR directors and Group Head of HR, has been driving further integration of HR activities in EADS by introducing common IS platforms, common programmes, tools, processes and shared services. Common HR objective-setting and project review processes have been established with the Divisions, and formal double-reporting lines direct from the Divisions to the Group HR Head have been formalised during the year. The HR Community has organised common events to foster functional integration and sharing best business practices between Divisions.
Social process
Both EADS and its Divisions have active European Works Council structures in place. These different forums allow the possibility for proactive social dialogue between employee representatives and management. An important challenge of the year was the preparation of the communication process and start of dialogue with the European Works Council and with the Trade Union representatives about the Airbus 
Power8 programme, wider restructuring across the Group and implementation of shared services. These discussions are conducted in a proactive and coordinated manner on EADS’ Divisional and National level.
e-HR and shared services
HR Shared Services has undergone further development and deployment, providing services such as payroll and time management in all four main EADS countries and for all Divisions. In January 2007, HR Shared Services provided payslips with a single IS platform for 110,000 employees. Shared Service development is an important part of HR re-engineering and transformation processes. A common e-recruiting platform was deployed in order to provide a single source and harmonised recruitment tool for the Group. Further e-HR developments have been launched to be fully deployed in 2008, e.g. performance & development cycle, competency-management and learning-management systems.
Competency management & development
To secure the availability, right-time recruitment, training and retaining of people for future business needs, several initiatives have been launched. The “EADS Expert Policy” has been implemented across the whole Company. This initiative improves the identification and recognition of technical experts, and offers them career opportunities similar to those of managers. EADS Divisions have piloted several initiatives, such as the mapping of individual skills, professional certification processes, identification of long-term competency needs and systems of classification of competencies to be able to ensure that EADS Divisions are better able to anticipate the availability and need for technical competencies in the long term.
The EADS “Shared College” has been created to share common training programmes across the EADS Divisions and to pool resources, ensuring that the best technical expertise is shared across the Group.
Leadership development, talent & executive management
The Corporate Business Academy (CBA) programmes for development of management and leadership skills have been performed for an even wider number of participants. The EADS Executive Education Centre of Villepreux is fully operational. In addition to basic management and leadership training, CBA also provides strategic platforms for management to study topics such as internationalisation through Action Learning Expeditions to China and India.
A new “Group Leadership Model” has been introduced for all EADS to be the basis for common leadership training programmes and common tools, such as 360° assessment. Additionally, an annual round of potential and development discussions, followed by development conferences, were carried on to promote executives’ and senior managers’ career development. A new mentoring programme has been piloted successfully. Internal mobility of managers and executives has also been promoted.
Employer image
In early 2006, EADS was ranked one of Europe’s most admired employers among engineering students, being ranked number 1 in France, number 8 in Germany and number 4 for overall Europe (Trendence & Universum surveys). HR participated in 40 national and international recruitment fairs and exhibitions in 2006 across Europe as well as in China and Singapore, and was also involved in various initiatives to support women choosing technical careers.
Looking to 2007
Looking forward, HR will deploy the EADS “Leadership” principles across the Group to ensure development of a common management culture. And the development of key competencies will be furthered. More job rotations will be encouraged. The dialogue with the Works Councils and Trade Unions around potential Airbus and EADS reorganisations will be active. Overall, HR will continue to progress towards the goals identified in 2006 and to improve the quality of its delivery and support.
