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Career Development: Efficient Management of Skills and Know-How
Policy
- “EADS ensures that working time, including overtime, is regulated so as to support a healthy balance between employees’ work and their private life.
- EADS strives to develop the skills and know-how of its employees, for their individual benefit as well as for its collective success. The EADS personnel development policy aims at:
- supporting training to enhance performance and quality of work;
- encouraging cross-border and cross functional teamwork, in the frame of intra-Group mobility;
- assessing and recognising individual technical expertise via a global scheme developed throughout the Group; and
- associating personnel to the performances of the Group and its subsidiaries through a success sharing scheme.”
Performance and Best Practices
Recruitment and retaining of talent
EADS strongly believes that developing close contacts with target universities and their students will contribute to the students’ growth and will efficiently brand the group among potential future recruits.
EADS demonstrates its commitment in many different ways: by sitting on boards, advising on classroom content, preparing case studies, giving technical lectures or on-campus conferences, arranging plant visits, maintaining a presence at career fairs, or by enhancing cooperation in common research areas.
For instance: EADS attends more than 40 recruitment events per year such as the Bonding student fairs in Germany, the Polytechnique, Centrale and Supaero career fairs in France, as well as the MIT or Berkeley fairs in the U.S. to name but a few. Dedicated branding and recruitment meetings are also held during major air shows such as ILA or Paris Air Show, thus promoting EADS’ employer brand among real aerospace fans and attracting talented candidates.
In the framework of the EADS Global Industrial Development policy and following HR presence at Asian Aerospace in Singapore in February 2006, HR Marketing decided to go one step deeper in the Asian market. With the aim of developing EADS employer brand on a group wide level in China, the HR team was part of the EADS staff at Zhuhai Airshow 2006.
The EADS Group started its own Road Shows around Europe at key Universities within the Pegasus Network (Partnership of a European Group of Aeronautics and Space Universities). EADS, together with all EADS Divisions are present on campus in order to forge new contacts to the leading “aeronautics and space” universities in Europe as well as to build a powerful image of EADS as a desirable employer. In addition, discussions with faculty members, professors and EADS engineers helped to develop first steps into future education and skills of the students to be prepared for a successful career within the aerospace industry.
Such partnerships also demonstrate EADS’ long-term commitment to building and maintaining a lasting relationship with key universities or networks.
In addition to increasing on-site presence among students directly at universities, EADS also organises more than 60 factory tours at most of its Divisions and BUs.
After more than one year of intensive project work, EADS was able to announce the official roll out of the new EADS-wide eRecruiting@EADS platform. This new platform will respond to the company’s future workforce requirements and will bring transparency to the Group-wide job market.
Launched in November 2006, this new recruitment platform will ensure that EADS has the right people in the right place at the right time. The new eRecruiting@EADS platform has an important role to play in shaping the future of EADS.
With more than 5,000 internships offered each year in Europe, EADS provides students with valuable technical and personal experience as well as with the unique opportunity to have a closer look at the industrial world. Most of EADS’ internships target students in the fields of aviation and space technology, electronics, information technology, finance, or management.
In order to enhance the personal skills and abilities of its former trainees, EADS developed the Juniors programme to follow-up all EADS interns, and thus retain and recruit highly motivated interns.
A variety of other opportunities (depending on national regulations and policies), including vocational training and scholarships programmes, are also offered to students.
In order to increase the efforts of integration, new specific recruitment and development programmes have been created internally to contribute to the ongoing development of EADS’ workforce. A programme called PROGRESS which consists in first stretching assignments for talented recruitees in addition to mobility within the EADS Group, has been designed and will be deployed in 2007. Moreover, EADS Development Programmes (Financial Management Development Programme and Advanced Marketing and Sales Programme) offered to professionals interested to join EADS in key fields such as sales and finance have now proven their efficiency.
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Breakdown of Employees per Qualification |
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2005 |
2004 |
2004 |
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|
In percentage |
In percentage |
In percentage |
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|
|
|
|
|
University (4 years and more) |
24.4 |
24 |
23.9 |
|
University (up to 3 years) |
19.3 |
18.9 |
19.1 |
|
Higher vocational school |
9.9 |
11.3 |
9.5 |
|
Vocational school |
40.9 |
41.5 |
41.4 |
|
General school |
5.5 |
4.3 |
6.1 |
Download ExcelDevelopment and training
Development is a priority for EADS employees. Indeed recognising the development of technical expertise as a major asset, EADS has developed a specific policy for engineering experts, who are key to EADS for maintaining its competitive advantage through 
R&T developments.
Aiming at creating attractive career paths for engineering experts, the policy also includes development programmes customised for the specific requirements of technical experts.
Personal development also includes training. EADS’ expenses amount to approximately 4% of its payroll (over €150 million) in training per year. EADS trains more than 70,000 employees every year for a total of 2.5 million hours.
To improve the effectiveness of that significant investment, EADS has set up a Learning Directorate with the ambition to deliver better training programmes, to share internal resources, to be more proactive in that domain and to create more value for the business. The Learning Directorate is managed by the EADS head of Leadership Development and Learning.
One of the decisions of that directorate has been to create a “Shared College” which will be the place where all the Divisions will share common training programmes and common resources, including internal trainers. Created in 2006, the Shared College will deliver its first programmes in 2007 and should ramp up very quickly to face the needs of EADS. The first programmes targeted within the Shared College will be on Quality, on System engineering and on Programme management.
In the same trend of integration, EADS has decided to create a Leadership Model based on 6 principles which illustrate the successful way of leading and managing within EADS. This Model is used in development with tools such as specific EADS 360° feedback processes, or Development Centers.
The CBA, created in 2000 as a EADS Corporate University to develop the current executives and prepare the next generation of executives, has focused some of its programmes to prepare actively EADS leaders on internationalisation, improvement and innovation.
In 2006, the Centre for Executive Education of EADS (Domaine de Villepreux) close to Bordeaux has hosted more than 1,000 guests for its second year. This centre has been designed to provide facilities to the whole Group for top management meetings, training sessions and executive seminars.
Mobility
EADS employees are also offered a wide range of mobility opportunities. Mobility at EADS means mobility across functions, BUs and Divisions in its four home countries, France, Germany, Spain and the U.K., as well as appointments to regions such as America or Asia.
As of 31st December 2006, 2,000 EADS employees were recorded as expatriates(1), 75% of them working in one of the European countries.
Remuneration
The total wage bill amounted to €8.73 billion in 2006 (See “Part 1 – Financial Statements” – note 7).
Success Sharing Practices
EADS’ reward schemes policy is strongly linked to the achievement of individual and Company objectives, both for each Division and for the overall Group. In 2006, a stock option plan and a performance and restricted shares plan have been established for the senior management of the group (See “Part 1 – Long Term Incentives Plans”). In 2006, no employee offering took place. The employee offering originally scheduled for June 2006 was postponed to March 2007. (See “Part 1 – Employee Share Ownership Plans”).
Since 2005, the success sharing schemes which are implemented in EADS in France, Germany, Spain, and the U.K. follow one set of common rules of the Group, ensuring a consistent application in these four countries.
(1) Scope : approximately 90% EADS.
