3rd Alstom University Annual Report 2009-10 by Michael Salone

ANNUAL REPORT 2009_10

Table of contents EDITORIAL

ALSTOM UNIVERSITY â&#x20AC;&#x201C; KEY FACTS & FIGURES

2009-2010: ALSTOM UNIVERSITY SETS THE PACE

Training Programmes Functional Training Sales Human Resources Sourcing Finance Environment, Health & Safety Project & Contract Management

06 06 07 07 08 08 09 09

Leadership & Management Advanced Management Seminar (AMS)

10 11

Alstom University Events People Quest Alstom Connection Partners Advisory Board

12 12 12 15

Distance Learning Shared Services Our Internal Trainers Alstom Collaborative Way Community Networks

16 20 21 22 23

REGIONAL CAMPUSES: OUR MINDSET AROUND THE WORLD 24 Latin America India Asia North America Europe

25 26 29 30 30

NEW WAYS, NEW TOOLS, ALWAYS ON THE GO

Editorial In a difficult economic climate, Alstom University continues to develop innovative solutions to meet the still pressing demand for learning, while continuing to diversify its offer. The period 2009-10 showed a marked increase in the total number of sessions (+17.8%) and in the number of employees trained face-to-face (+15.4%). We anticipated stronger growth in demand for immediately applicable Functional skills. However, we found that managers continued to see the value in Leadership training and were keen to acquire the type of skills that bear fruit in the mid to long-term. New programmes were created to meet evolving needs and others redesigned to correspond to the new climate. Exciting new Distance Learning techniques were incorporated, and Web Conferencing is now integrated into several programmes to render learning increasingly flexible for those on the move. Significant innovations include the Beta launch of AUtube, Alstom University’s video learning portal, where employees will be able to upload educational videos bringing a new “Edutainment” dimension to knowledge sharing among peers. Also, a new Programme Manager has been assigned to develop a new Curriculum for Project & Contract Management. It is satisfying to note that both the Alstom Connection and People Quest events enjoyed significant increases in participation (+40% and +20% respectively). At the same time, in a new chapter in Sustainable Development, participants in Alstom Connection now make a direct contribution to the local community, with actions such as tree-planting or gift-offering now an integral part of the programme’s experience.

AU cont innovat inus 2 dev continu ive solut s w yl ng 2 div ersify it z OFr nu prog r a evolvin ms w cr8d g nEdz 2 mEt

nu dist teknEksanC lernNg wr Incp

send

In the name of “doing more with less”, Alstom University actively participated in GAIN Phase 2, identifying ways to improve costs and efficiency. These included reviewing the top 10 training providers, language training instruction, new technologies, internal trainers and the duplication of programmes. Encouragingly, quality ratings for the courses continue to reflect a high level of satisfaction with 94% considering they would “recommend an Alstom University programme to other colleagues”. With your input, we embark confidently into what we are sure will be another fruitful and dynamic year, with new challenges. We look forward to counting you among our participants in the near future.

Michael S. Salone, Vice President Alstom University

Alstom University

Key

facts&

figures

64 ........64 ...... 74 ....■ Europe 12 ........12 ...... 11 ....■ Asia 11 ........14 ...... 8 ......■ North America 7 ............5 ........ 4 ......■ Latin America 6 ............5 ........ 3 ......■ India

In addition to the above locations, 8 Web Conferencing programmes were held in the Sustainable Development programme within the Sourcing Curriculum.

61 ........58 ...... 67 ....■ Europe 13 ........16 ...... 11 ....■ Asia 12 ........12 ...... 10 ....■ North America 7 ............6 ........ 5 ......■ Latin America 7 ............8 ........ 7 ......■ India

Participants’ Sector

/0 8

/0 9 08 20

/1 0

(from April 2009 to March 2010 in %)

/0 8

/0 9 08

/1 0

Participants’ workplace location (from April 2009 to March 2010 in %)

/0 8

/0 9 08 20

/1 0

(from April 2009 to March 2010 in %)

Location of sessions

75 ........78 ...... 81 ........■ Power 15 ........13 ...... 15 ........■ Transport 6 ............8 ........ 3 ..........■ International 4

Network & Group ............1 ........ 1 ..........■ IS&T

• 6,295 • 433

employees were trained face-to-face in 2009-10 (+15.4% vs 2008-09)

training sessions (+17.8% vs 2008-09)

• 433 employees were trained face-to-face in 2009-10 (+13.4% vs 2008-09)

Alstom University net cost per participant

2008-2009

2009-2010

5,449

15.4%

6,295

Total number of training days

16,620

10.3%

18,332

Average cost per participant

€ 1,267

(€ 300)

€ 964

€ 6.9 million

(800 k€)

Number of participants

Net Alstom University cost (including Regional Campuses)

The number of participants increased by 15.4%

The number of training days increased by 10.3%

The average cost per participant decreased by 23.9% due to efficiency improvements, negotiations, administration and use of new design methods

€ 6.1 million

Number of participants by training category (excluding Alstom Connection)

3,837

4,017

2,520 1,612

1,806

2008-2009

2009-2010

960 2007-2008

2008-2009

Functional

2009-2010

2007-2008

Leadership & Management

2009

2010: Alstom University

sets the pace Training Programmes

FUNCTIONAL TRAINING In the period 2009-10, the number of Functional training sessions remained stable with a total of 4,017 participants (+4.7%) and 299 sessions (+23%) across Alstom compared to 3,837 participants and 243 sessions in 2008-09.

En v ir on m en t, He Pr alt oje h & ct Sa & fe Co ty nt ra ct M an ag em en t

Total trainees

4,017 +4.7% (

vs 2008-09)

1,312

794

393

197

137

Curriculum Number of participants

1,184

Fi na nc e

ur cin g

Hu m an

Sa les

Re so ur ce s

FUNCTIONAL TRAINING BY EXPERTISE*

* excluding e-Learning programmes

Total trainees

SALES Analysing Customer Business & Finance Induction Seminar Negotiation Skills Professional Selling Skills Strategy Selling Value Based Pricing Key Figures: 11 sessions compared to 28 in 2008-09 (-60.7%) Activities After two successful years of Sales training in Power, this year was a transitory one regarding the Sales Curriculum (-58% compared to 2008-09).

After reviewing the current Sales programmes at the beginning of the year, the function decided to adapt its sales skills and activities to the new global realities of the market to ensure Alstom’s success over the next three years. We analysed the needs during the year to meet business issues and to develop team members. A new Sales enhancement programme, “WinSales”, was designed to better support the success of the Sales community. This programme will be deployed starting 2010-11.

137

(328 in 2008-09,

-58.2%)

HUMAN RESOURCES Total trainees

Key Figures: 16 sessions compared to 12 in 2008-09 (+25%)

197

(131 in 2008-09,

Compensation & Benefits HR as Career Counsellor HR in Motion Interviewing Skills Performance Management & Talent Development for HR Resourcing Fundamentals

+33.5%)

Activities Techniques learned in the Interviewing Skills pilot programme have been recognised as helpful for internal mobility interviews and the programme will soon be opened to all managers as part of the Leadership & Management Curriculum. HR in Motion, an in-depth induction into the Group’s Human Resources processes, tools and approach is spread over two five-day sessions and is flexible enough to allow specific individual needs to be addressed, while reinforcing core Human Resources Know-How.

SOURCING

Total trainees

393

(470 in 2008-09,

-16.3%)

Achieve Cost Breakdown & TCO Commodity Strategy Finance for Sourcing Improve Negotiation Skills International Logistics Leading Competitive Country Approach Legal Training for Supply Chain Negotiation Advanced Level Negotiation in 7 steps Sourcing Management in Project Supplier Management Supply Chain Forum Sustainable Development - EcoVadis Key Figures: 35 sessions compared to 31 in 2008-09 (+11.4%)

Activities In 2009, a number of existing training programmes, including Commodity Strategy, Cost Analysis, and Low Cost Country Sourcing were consolidated to improve the quality of the courses offered as well as to harmonise methodologies and share best practices. In addition, a new advanced level Negotiation course was developed and our best programmes were successfully “exported” abroad, notably to Asia and Brazil. Web Conferencing training modules were designed to help Sourcing Managers monitor sustainable development action plans by suppliers allowing for more sessions with fewer people, and the Power Supply Chain Forum was initiated to assist in the roll out of the new supply chain for the Power Sector. In the coming year, the Sourcing Curriculum will be reinforced with a new Programme Manager and the addition of Operations & Quality modules.

FINANCE

Total trainees

794

(1,146 in 2008-09,

-30.7%)

Accounting and Performance Reporting Fast Track to Alstom Finance Foreign Exchange Risk Management Internal Control Fundamentals International Trade Finance Introduction to Alstom Finance Project Accounting Tax Fundamentals on Projects Working Capital Management Key Figures: 60 sessions compared to 70 in 2008-09 (-14.2%) Activities When Alstom University was created in 2007 the initial focus was on Finance programmes and significant numbers of people were trained. As a natural consequence, the number of employees and sessions has

decreased over the past year, the demand, in large part, being already met (with the exception of Tax Fundamentals on Projects, a new programme launched this year). At all times, and particularly in periods of economic turbulence, good project execution (quality, costs, delivery) and management of exposure to currency fluctuations are critical. Reflecting this, the Finance Curriculum this year tackled the need to improve financial projections, ensure contracts are profitable and reduce exposure to currency fluctuations. The programme Excellence in Project Controlling, rolling out in the second half of 2010, is a classroom course that will help Project Controllers’ position themselves as business partners, giving them the soft skills needed to increase interactivity and credibility with decision-makers. Hedging for Dummies, deployed in 2009, is a 21/2 hour free e-Learning programme that helps the financial community to identify currency risks, implement proper cover instruments and monitor the impact of these on income & cash-flow.

ENVIRONMENT, HEALTH & SAFETY Crisis Management EHS AllTogether! Construction Excellence Program EHS Awareness for Transporting Hazmat EHS Reporting, Process & Tools EHS Roadmap Fire and Natural Catastrophe EHS Roadmap Internal Assessor EHS Roadmap Security Assessor Managing EHS Supervisor Behavioural Coaching Program (SBCP) e-Learning programmes: EHS Elevator – Level 1 EHS Elevator – Level 2 EHS Elevator – Level 3 EHS Elevator – Refresher EHS Elevator – International General Certificate

Key Figures: A total of 2,360 employees participated in face-to-face and e-Learning programmes in 2009-10 compared to 1,404 participants in 2008-09 (+40.5%).

Total trainees

Activities During 2009-10, the number of participants in EHS training doubled, with an offer of new programmes and additional sessions. New programmes included EHS AllTogether! Construction Excellence Program, EHS Reporting, Process & Tools (launched respectively in July and August 2009) and Crisis Management. The EHS Roadmap Internal Assessor programme was enriched by the addition of two new one-day courses: EHS Roadmap Security Assessor and EHS Roadmap Fire and Natural Catastrophe. The training programmes previously run by Power were transferred to Alstom University, which also contributed to redesigning programmes following the restructuring of Power Service & Power Systems.

1,184+30.8% (819 in 2008-09,

)

EHS e-Learning programmes: Total trainees

1,176+50.2% (585 in 2008-09,

)

PROJECT & CONTRACT MANAGEMENT

Commercial Awareness Commercial Proficiency Driving for Results in a Project Team Planning @ the Heart of the Project Project Management Certificate Programme Project Management Fundamentals Project Management Methodology (IS&T) Project Planning: Analysis and Control, the Alstom Way Project Planning: Time Optimisation Project Risk & Opportunity Management

Activities The Project & Contract Management Curriculum was officially launched this year with a Programme Manager dedicated to this important subject. In 2008-09, Alstom University administrated programmes solely on behalf of Power. This year, training programmes from both Power and Transport are managed by Alstom University. From April 2010, overall 20 training courses will be offered, some of which are cross-Sector. The Project Management Certificate Programme allows the Project & Contract Management community members to earn an internationally recognised accreditation from the Project Management Institute (PMI).

Total trainees

1,312+28.1% (943 in 2008-09,

)

Key Figures: 65 sessions compared to 44 in 2008-09 (+32.3%)

Total trainees

1,806+10.7%

LEADERSHIP & MANAGEMENT

)

A Se dva m nc in ed ar M (IN an SE ag Al AD em & sto Ta m ) en t len P e t D rfo ev rm elo an Ch an pm ce ge en Ma M t na an ge ag m em en Ef fe t e nt ct ive Pr es en Es ta se tio nt ns ial Fa cil ita Fi tio No nan n c n- e Sk Fi fo ills na r nc ial F M to rom an In Cr ag no ea er va ti s tio vit n y M Di ana sp g er ing se d Te Po am s an it s i d ve In P ﬂu o en we ce r Pr fo oje r N ct on Ma -P na ro g jec em Si t M en t Le ua an t Fu ad tio ag n er na sh l er da s me ip nt Th als Jo e L ur ea ne d y ers hi p Tra Tra in in the er A lst om Tra De in sig ing n

(1,612 in 2008-09,

298

113

231

131

176

139

319

75*

Programme Number of participants

*Covers 2 cycles and 2 ﬁscal years

e-Team Management Fundamentals Total licenses

259

Key Figures: 128 Leadership & Management sessions in 2009 compared to 118 in 2008-09 (+7.8%) Activities In the period 2009-10, the Leadership & Management Curriculum evolved and expanded. This year, e-Team Management Fundamentals (e-TMF), a 10-module course for newly appointed managers of people providing fundamental skills and best practices, was launched worldwide. Recognised for its quality, this course has become a mandatory prerequisite for managers who enroll for the first time to a managerial face-to-face course. During the year, Alstom Performance Management & Talent Development was redesigned in coordination with the HR Internal Trainers community, to integrate a Web Conferencing tool and a solid prework.

This interactive training makes it more pragmatic, thus closer to the managers' needs. Also, a new blended learning “Finance for non-Financial Managers” course, custom-designed uniquely for Alstom’s reality, uses the latest simulation techniques to equip learners to use the basic financial tools. Alstom University has also created a series of short videos that are based on students’ and trainers' testimonies to help participants choose the best programme for themselves before enrolling.

ADVANCED MANAGEMENT SEMINAR (AMS) The Advanced Management Seminar (AMS) is an executive training programme developed in partnership with the International Business School INSEAD. Managers with at least two years of seniority and ready to take on new responsibilities within Alstom are chosen by their managers as part of the performance management process. Candidates must actively participate in the entire programme, which lasts over several months, while continuing to meet their professional commitments throughout the training period. This year, the focus was on Alstom’s recovering environment. The visit of Patrick Kron and Philippe Joubert was an opportunity to meet participants on the INSEAD campus in Singapore, to share their views and take questions on this year’s topic: “In the new and ‘recovering’ social and economic environment, how can Alstom optimise its success?” The current projects being studied by the class are: - Globalisation and Localisation - Our Green Credentials - Leadership Culture - Multimillion Euro Challenge “The aim is to get ‘everyone’ working on innovation. It will work faster if we all go at the same pace and rhythm.” Jean-Luc Alexandre, VP Infra TGS-Transport & David Briggs, Turbine Service Unit Managing Director –2 of the 8 participants in the 2008 AMS challenge team on Innovation.

INSEAD – Alstom Advanced Management Seminar 18th Cycle, Module 1.1 12 February 2010 in Singapore.

Innovation Management System (IMS) project In 2008, one AMS challenge team worked on innovation and proposed to the Alstom Executive Committee an “Innovation Management System” (IMS) with a view to being applied to the business. The IMS project was based on simple concepts such as crossfertilization between Sectors, cultural diversity, a bottom-up approach, and the creation of a community of managers becoming the main stakeholders of the proposed system. The Alstom Innovation Board has decided to implement the IMS project on a 12-month pilot, applied to Power Thermal Services TUS and Transport TGS Infra Businesses. After a two-day innovative kick-off seminar at the La Courneuve site (Paris area), a new community of a hundred managers from both Businesses was formed, and dedicated to the deployment of the IMS project. This seminar is setting the pace for a new innovative life of the two units with specific methods, training, means and tools to drive Alstom towards a day-to-day culture of Innovation.

ALSTOM UNIVERSITY EVENTS

Total participants People Quest

+22.8%)

472

(292 in 2008-09,

+38.1%)

/0 8 07 20

/0 9

/1 0 20

/0 8 07

/0 9 08

69 ..........67 ........ 35 ....■ Power 22 ..........26 ........ 63 ....■ Transport 7................4 .......... 1 ......■ International 2

Network & Group ................3 .......... 1 ......■ IS&T

42 ........34 ...... 37 ....■ Europe 12 ........30 ...... 29 ....■ Asia 16 ........2 ........ 4 ......■ North America 11 ........2 ........ 26 ....■ Latin America 18 ........32 ...... 4 ......■ India

Participants’ Sector

08 20 07 /

8/ 0

(from April 2009 to March 2010 in %)

20 0

8 07 /0 20

Participants’ workplace location (from April 2009 to March 2010 in %)

8/ 0

Total participants Alstom Connection

(from April 2009 to March 2010 in %)

ALSTOM CONNECTION

20 0

Catarina Abrantes, Strategic Planning & President Office Manager, Switzerland

Participants’ Sector

People Quest is a five-day cross-Sector event built around four Leadership & Management training courses. Participants learn from senior management and also participate in site visits, team building, networking and special workshop activities. This year, three People Quest events were organised. They took place in India (Delhi), Europe (Birmingham, UK) and in Asia (Beijing, China). Despite inactivity in North America and Latin America, the total of participants increased by 22.8%.

09 /1 0

“It’s all about people!” It was an intense exchange of practices with other participants. Despite different origins, Functions, Sectors, sites, we felt as ONE team!

41 ........50 ...... 45 ....■ Europe 32 ........11 ...... 0 ......■ Asia 0 ............0 ........ 53 ....■ North America 0 ............0 ........ 0 ......■ Latin America 27 ........39 ...... 2 ......■ India

“

People Quest is a perfect demonstration of Alstom principles:

/1 0

Participants’ workplace location (from April 2009 to March 2010 in %)

9/ 10

(179 in 2008-09,

PEOPLE QUEST

20 0

232

70 ........73 ...... 53 ........■ Power 23 ........18 ...... 34 ........■ Transport 4 ............7 ........ 10 ........■ International Network & Group 3 ............2 ........ 3 ..........■ IS&T

Alstom Connection is an induction training programme for newcomers with 3 to 12 months seniority in Alstom, nominated by their managers. Each induction programme brings together some 100 newly hired employees to learn about the Group’s Values, visit Alstom sites and network through an innovative approach known as “Speed Connecting”. This year, activities bringing Alstom employees closer to the local community have been systematically included in each of the events. Eighty tree saplings were planted by participants in India, 700 toys wrapped as Christmas presents for underprivileged children in Brazil, and over 200 voluntary donations were presented to a school for migrant workers’ children in China. This year, the number of Alstom Connection events doubled from 3 to 6. Each Region organised an Alstom Connection event, and one international version took place in Paris. The events took place in Europe (Hannover, Germany and Paris, France), North America (Atlanta, USA), India (Kolkata), Latin America (São Paulo, Brazil), and Asia (Wuhan, China).

â&#x20AC;&#x153;

Alstom is a very large company that operates in several markets. Alstom Connection gives employees the opportunity to meet other people, activities and functions enabling personal growth and increasing our integration into Alstom. Daniela Sandoval, Country Treasurer, Chile

Daniela Sandoval, Country Treasurer, Chile

Total participants People Quest

232

(179 in 2008-09,

+22.8%)

“

People Quest is a perfect demonstration of Alstom principles: “It’s all about people!” It was an intense exchange of practices with other participants. Despite different origins, Functions, Sectors, sites, we felt as ONE team! Catarina Abrantes, Strategic Planning & President Office Manager, Switzerland

Total participants Alstom Connection

472

(292 in 2008-09,

+38.1%)

Catarina Abrantes, Strategic Planning & President Office Manager, Switzerland

PARTNERS ADVISORY BOARD The Partners Advisory Board is the occasion for all of Alstom University’s key training partners to meet with Alstom University and with each other. Organised around a series of workshops, it gives our service providers an opportunity to share on learning needs and to network amongst themselves, creating new links that are to the advantage of all. The third edition of the Partners Advisory Board, held on 2 October 2009 in Paris, France, was opened with an update on Alstom’s business by Patrick Dubert. Two workshops were organised and facilitated by selected partners on the subjects of Certification and Delivery Methods. The day was closed by Miklos Sarvary, Dean of Executive Education INSEAD, with an address on New Trends in Learning, the use of interactive technologies and the increasing interest in Return of Investment (ROI) for training.

Partners Advisory Board Members: Boostzone Bouygues Cegos Center for Creative Leadership (CCL) Center for Leadership Studies (CLS)/ Professional Development & Consulting (PDC) Associates C.G. Wright & Associates Chalk Media Service Convince Imagics INSEAD Interactive Services

International Institute for Learning Kaos Consulting Linkage Pearson Learning Solutions Personnalité Right Management Sales Academy Smart Business Communications The Oxford Group Tower Watson Transnational Management Associates

“

Distance Learning

“

AUtube embodies the spirit of innovation and inspires the creativity of employees. It brings lots of opportunities to learn from and communicate with other colleagues, as well as being a true self-learning process for participants. During the making of the film, we researched how to use Fengshui to improve the working environment. The video created great buzz! More than we hoped for.

Our business priority remains the improved profitability of Alstom. In the period 2009-10, Distance Learning – enveloping the new and alternative solutions to learning that produce high quality results and can be delivered rapidly and globally – has geared up significantly. The year abounds in proof of its adoption. The year’s main highlight was the Beta launch in March 2010 of AUtube, a peer video streaming portal dedicated to learning. AUtube is in perfect phase with our desire to promote a sharing environment within Alstom. It is based on video learning, (v-Learning), an emerging learning method for the fast-paced worker who has little time for formal classroom training. All Alstom employees will be able to create and upload their educational videos to AUtube. Videos can cover a vast range of topics; offering a tip, a nugget of expertise, a piece of information in an educationally entertaining way (“Edutainment”). This tool will evolve over the next year as new features become available.

AUtube at a glance

Kathy Zhang, Executive Assistant to General Manager, China

AUtube is an invitation to learn from each other by capturing and sharing employees’ knowledge through educational videos, problem solving and best practices.

â&#x20AC;&#x153;

I found the e-Learning module on Ethics well presented, with clear content and an easy interface. Now, I better understand the rules of the Code of Ethics and enjoy putting the code into context through real-life scenarios. It made it clear... and easy to apply! Hamid Shoebi, Director Infrastructure Transport, France

e-Learning programmes Total trainees

14,396 Hamid Shoebi, Director Infrastructure Transport, France

â&#x20AC;&#x153;

Kathy Zhang, Executive Assistant to General Manager, China

AU Mobile Solutions, training designed specifically to bring learning to your mobile device, is in the pre-market study phase. In 2009-10, Alstom University together with IS&T, conducted a pre-study of the technical solutions available for Smartphone devices. Although the technology is not yet fully mature, Alstom University is looking at this solution with enormous potential. Virtual classes (vc-Learning) were introduced in 2009-10. Similar to on-line meetings, virtual classrooms have real-life instructors who teach employees using Web Conferencing technologies. The first course delivered entirely by using the Web Conferencing technology was deployed by the Sourcing Community. In February 2010, as a result of the GAIN programme, an instruction was issued indicating that at least 50% of all language training must be conducted through e-Learning. Pilots to learn a foreign language through virtual classrooms have had excellent results, as we optimise employees’ time out of the office, accommodate travel schedules, and provide real-life instruction at a lower cost. In partnership with Alstom’s Ethics and Compliance department, Alstom University designed and developed e-Ethics, an e-Learning module in 8 languages, mandatory for all Managers and Professionals and open to all employees. The programme was launched on 8 March 2010. More than 12,000 employees were certified within just one month. The programme will continue to be deployed during 2010-11.

“

Flagship e-Learning programmes e-English e-French e-German e-Spanish English Phone calls e-Ethics (our Code of Ethics)

e-Team Management Fundamentals Alstom Discovery Tour EHS Elevator EHS, the basics Hedging for Dummies Our Shared Values

e-Learning programmes Total trainees

14,396

Shared Services

The externalisation of the deployment administration of our training programmes to an external specialist was achieved successfully this year. New techniques, including blended learning and e-Learning have also found a role here in response to the demand for Distance Learning solutions. With the Sourcing department, we were able to negotiate reductions of pedagogical costs and logistics expenses remained contained. With costs in mind, Regional Campuses helped to optimise locations for courses and in judging whether to host events on or off-site. As a result, reductions of Alstom University prices (from April 2010) are 7.5% on hotels and 17% on Sites on average. The most significant decrease occured in India and in Asia with reductions of 25.1% and 18.7% respectively. Quality Rating

n 3.3 3.1

3.2

av al

tw or Ne

3.2

To t

kin

er ag

fa sa er all

tis

n Re co m

Or ga

tio

2 or ct ru st 3.3

3.2

tio 3.3

co nt en t

ith ar at

ion

of the instructor. delivered and the facilitation with the quality of the content programmes were satisﬁed face-to-face training attended Alstom University

Co ur se

of participants who attended Alstom University face-to-face training programmes were satisﬁed with the quality of the content delivered and the facilitation of the instructor.

Pr ep

95%

ion

(from April 2009 to March 2010 out of 4)

3.1

3.0

2.5 2.5

3.1 3.2

3.2 3.4

3.3 3.3

3.2 3.1

3.3 3.3

3.2 3.1

3.2 3.0

3.2 3.1

08-09 09-10

Objectives 2009-2010

The quality rating objectives were the same as last year to maintain the sessions’ quality while deploying more sessions at the international level. Local delivery of programmes shows an increased number of Internal Trainers and local providers. The challenge was the improvement of the instructor quality and the improvement of the Internal Trainers skills. We are still working on the improvement of the “Preparation with the manager” indicator as we strongly believe this involvement affects the long-term benefits of all programmes.

Our Internal Trainers

In 2009-10 more than To continue fostering knowledge sharing and transfer within Alstom, Alstom University took a proactive approach to identifying employees who are open to training others to share their expertise. Our Internal Subject Matter Experts (SMEs) facilitate learning and development while contributing to their personal and professional development. Anyone interested in becoming an internal trainer should contact Alstom University. Once selected, new Internal Trainers participate in Train the Alstom Trainer programme to help ensure success when delivering or co-facilitating a course.

800

Internal Trainers from

countries have been identiďŹ ed

Internal Trainers breakdown Finance

Human Resources 10%

10%

Project Management 8%

Sales & Marketing

Product Development/Engineering

19%

Leadership & Management

16%

6% 2%

EHS Sourcing

23%

Other Functional Programmes*

* Other Functional Programmes: Information Systems and Technology, Quality Management, Legal, Production & Supply, General Management, Communication, General Services/Utilities, Maintenance & Post-Sales services

Top 5 locations of Internal Trainers: 1 China 2 France 3 US 4 Switzerland 5 Brazil

Internal Trainers survey (Survey launched on 23 February 2010 and closed on 12 March 2010)

To better understand the profile of our Internal Trainers, their needs and expectations, Alstom University carried out an Internal Trainers survey. The survey was sent to our 817 Internal Trainers with 449 responding. First highlight to mention is that half of those who answered contributed twice yearly to the delivery of Alstom University courses. Among the respondents, 47% of Internal Trainers declared they attended training programmes to reinforce their technical and behavioural skills, and to better manage the facilitation of an Alstom classroom training. Respondents also recognised the advantages of being an Internal Trainer. There is the pleasure of sharing, a welcome diversity in activity and valuable networking opportunities with participants and other Internal Trainers (85% of respondents want to be connected with other Internal Trainers). The possibilities for self-development via the chance to refresh and increase knowledge, develop professional self-confidence and improve communication skills are considerable. There is likewise the pleasure and benefits of peer recognition. Today, for 36% of respondents, their role and commitment as an Internal Trainer is part of their annual Performance Review and included in their Development Plan.

Survey sent to

817 55%

Internal Trainers

response rate

Alstom Collaborative Way

Knowledge Management Knowledge Management is not a new concept. It is a combination of collaborative ways of working and collaboration technologies. It enables individuals, teams, and communities to create, capture, share, and harness knowledge to do the things they do well, even better. Collaborative initiatives continue to gain momentum across Alstom thanks to their strategic importance to the organisation. Technologies such as blogs, wikis, discussion threads, and communities are gaining in awareness, acceptance, and adoption.

Alstom continues to recognise the value of the collaborative approach both to implement its growth strategy successfully and to execute complex operations efficiently. Capitalising on our expertise, Know-How and diversity, creativity is the best means to achieve this with the emphasis not only on tools, but on people interacting in the most collaborative way possible. In 2009-10, the Alstom Collaborative Way (ACW) moved from Project to Adoption phase. Collaboration – increasingly seen as a crossover between knowledge management and community networks – is an essential way of working. ACW Operational Council Marking this shift, the ACW Operational Council was created in May 2009. Its role is to enhance the deployment of collaborative activities in a more efficient way across the Group. Among its tasks is to identify and select suitable transversal collaboration opportunities, supply launch and coordination, advice for collaborative initiatives, offer diverse operational guidance, and generally to promote collaborative actions in a coherent way and with a common methodology, throughout Alstom. Communities in a Knowledge Management context In the past years, Alstom has adopted a wide range of knowledge related practices (Knowledge Transfer, Critical Knowledge mapping, Transfer of Technology,…) often starting with information and communication technology projects to facilitate knowledge flow. Communities are now being seen as a useful way to share that knowledge and have therefore gained management attention, allowing people form relationships and establish trust. Much of this attention has been given by the Sectors, Functions and Businesses seeking to find new ways to respond ever more quickly to the demands of the Knowledge Management Community and Innovation topics. ACW at a glance

Telepresence ● 10 sites equiped ● Av. 53 hours monthly per site

Wiki ● 75 wikis ● Av. 365 visits per day

Web Conferencing ● 2,200 webmeeting per month ● 6,500 participants per month

Document Management System ● 21 Docspaces ● +23,500 hits per day

Community Networks

As a means of supporting our mission to build a learning environment, Alstom University has believed firmly, since its beginnings, in the value of creating communities to improve collaboration across Alstom. To achieve this goal, the role of Community Networks is to provide a model and reference point for the organisationâ&#x20AC;&#x2122;s collaborative culture, helping people to connect by integrating collaborative technologies into ways of working. Following this success, the Community Networks team has been able to shift from promoting the benefits of creating communities to providing guidance and support for their creation and development. During 2009-10, Communities have contributed to the organisation in many ways. - Innovation: IMS Community and the Innovation Award are examples of how Communities stimulate innovation. - Easier reuse of knowledge assets, for example through shared access to a repository of best practices. Some examples include: Alstom Power Plant Encyclopedia, and several wikis in the areas of Power Supply Chain, Project Controlling, Transport Safety Related Code of Practices, EHS, and Finance. - Quicker response to business needs by providing access to the expertise needed to solve problems. A good example is the Global Field Service Network whose main objective is to support the Alstom Power strategy by sharing best practices, skills and Know-How within its organisation and its 5,000 employees located in 30 countries. - Rendering new employees productive quickly by access to mentoring and support. In this area, we have the University Relations wiki, the Interns Collaborative network, as well as some newcomer integration initiatives like the Power Risk Management Day held in October 2009. - New ideas for products and services by sharing perspectives and ideas. One example is The Seawater Flue Gas Desulfurization (SWFGD) Community whose role is to ensure Alstomâ&#x20AC;&#x2122;s global leadership position in this Product Line through product differentiation via increased performance and reduced overall cost.

Developing Community Leaders As part of its role to provide community leaders and sponsors with the right support and skill set, the Community Networks team piloted a one-day training in November 2009 for Community leaders and key actors in community management, along with Knowledge Management teams.

Regional Campuses

Our mindset

around the

world The Regional Campuses continue to evolve and are maintaining the rate of participation. In the meantime, work continues being carried out to identify local providers who can combine a global perspective with high standards of professionalism in delivering training.

Latin America

This year, an increased number of programmes were run with local providers and in the local languages (Spanish and Portuguese). For example, Effective Presentations in Brazil and Venezuela, and Time Management in Venezuela. The latter was launched this year and equips participants to identify values, set goals accordingly and manage the flood of information we encounter daily to reach our business goals. Some courses were run for the first time in the region, including Negotiation in 7 Steps, Legal Training for Supply Chain from Sourcing, and The Leadership Journey from the Leadership & Management Curriculum. A one-month pilot e-Learning programme in English was run over the whole region with 300 participants. One of the main objectives of the coming year will include the development of more e-Learning programmes within the Region.

Total sessions

(18 in 2008-09,

+35.7%)

Giving back to the local community This year, Alstom employees were asked to collect toys for donation to charity organisations as part of a project by Hydro TaubatĂŠ. In all, 700 dolls, cars, educative games, balls, and other toys were collected. Participants of Alstom Connection visiting the Site had the opportunity to wrap the presents for disadvantaged children. They contributed with pleasure and energy to the initiative which reinforced the sense of Alstom being a global community.

â&#x20AC;&#x153;

It is my fervent wish that all could have an experience of such a memorable Site visit to Durgapur and particularly the tree planting activity: an environmentally friendly job truly kissed by the Gods! In today's busy life, Peace, Solitude and Purity of the soul are the treasures you look for. It was a memorable feast for all of us in Alstom.

India Total sessions

(18 in 2008-09,

+30.8%)

The India Regional Campus focused on Project & Contract Management related trainings such as Project Management Fundamentals for non-Project Managers, Project Management Certificate Programme, Commercial Awareness, Project Risk & Opportunity and Project Planners Development Programme. Also, a Project Management Day was organised in April 2009. EHS continues to be a vital focus of training. In all, 488 employees participated in Leadership & Management and Functional trainings.

Chitra Punjabi, Accounts executive, India

"The Alstom Connection event in Kolkata was a great example of the effectiveness of the programme. Our colleagues from all Businesses participated with enthusiasm as was in evidence with their pro-active involvement. It will be good to see more of these programmes in India as we go forward to our next level of growth here." Sunand Sharma, India Country President

During the Alstom Connection held in Kolkata in November 2009, 77 new employees enjoyed a new experience when they planted over 80 tree saplings in the Durgapur township area. This action is part of the Groupâ&#x20AC;&#x2122;s initiative to support local communities and environmental actions worldwide by involving Alstom employees.

â&#x20AC;&#x153;

It is a big honour for me to participate in the voluntary donation programme during the Alstom Connection. I do wish the students will find our donated items useful to their study and life. It is not only a company's responsibility, but also everyone's duty to contribute to the community and give a hand to those who need help. I look forward to seeing more such voluntary initiatives in the future. Li Ding, Media Relation Manager, China

Li Ding, Media Relations Manager, China

â&#x20AC;&#x153;

Chitra Punjabi, Accounts Executive, India

Asia

Programmes on Operational, Managerial and Leadership Know-How, and crossborder cooperation formed the focus this year. The Asia Regional Campus met an increase in training needs in Leadership & Management programmes, as 6 programmes were delivered in 5 countries compared to 2 countries in 2009-08. Advanced Performance Management & Talent Development was one the key programmes deployed in the Region. One of the main focuses was also the development of e-Learning programmes such as e-English, introduced in some Power Business Units, with more than 100 participants. Besides the organisation of the third session of Alstom Connection, the first session of People Quest in Beijing, China, was also successfully delivered. In all, 819 employees from 12 countries attended Alstom University learning programmes.

Total sessions

(44 in 2008-09,

+11.8%)

â&#x20AC;&#x153;

From left to right: Hong-Chai Cheong, Jun Zhou, Xin Tian, Vanessa Pascual During the Alstom Connection event in Wuhan (China) in March 2010, participants brought voluntary donations of toys and educational material for the students of the Spring Buds School in Wuhan, which provides elementary education to the children of immigrant workers in the city.

North America

Total sessions

(51 in 2008-09,

-7.8%)

North America has also embraced the Alstom Collaborative Way initiative as a value-added opportunity for all Businesses in the Region to enhance communication, create synergies and reinforce a positive, “thinking out of the box” philosophy. Web Conferencing meetings and problem solving sessions are becoming more and more common as managers and professionals become familiar with the advantages of the new tools available. For example, a NAM Thermal Services all-employee meeting was conducted on-site, offering a Web Conferencing option for employees located at distant/remote sites. It was effective and well received. Additionally, the ACW tool, “Community of Interest” wiki was established by the Country VP of HR for the US HR teams. One of the highlights this year was an Alstom Connection conducted in Atlanta, GA with 70 participants in attendance from all Sectors and Businesses and involving one of our main customers as guest speakers. Lastly, Alstom University Financial & Leadership courses have been recertified in the U.S. for 2010 by the National Association of State Boards of Accountancy (NASBA).

Europe

Total sessions

273

(235 in 2008-09,

+13.6%)

In 2009-10, the Europe Regional Campus continued its strategy of getting closer to the workforce. The Campus ran 74 Leadership & Management sessions in 7 countries and at 13 different locations. Among the 1,009 participants, the “Positive Power and Influence”, “Finance for non-Financial Managers” and “Situational Leadership Applied” programmes were the most popular. In addition to the regular Alstom University Curricula, 28 Human Resources sessions were also organised. Nearly 120 cross-Sector newcomers from the Region gathered in June 09 for an Alstom Connection event in Hannover, Germany. In September 09, a further 100 employees attended the week-long People Quest event in Birmingham, UK. With its ever-growing experience, the Europe Campus reduced overall cost of events by nearly 40%, contributing to the GAIN programme. On 1 April 2010, Training Centre Baden (TCB) in Switzerland and Campus Europe will merge. This increases the number of programmes in the portfolio and is another step towards bringing us closer to our customers. The TCB was launched in 2001 and provides training programmes for all Alstom Switzerland employees.

New ways,

new tools,

always

on the

Alstom University, while passionately involved in the present, looks continuously towards the future and new perspectives.

One focus is to obtain Quality accreditation for the Alstom University organisation, and subsequently to look at extending certification and higher education credits for our programmes. Certification of selected AU programmes will offer Alstom employees access to in-house courses with externally recognised credentials. Alstom University also wishes to extend the scope of certification by offering employees the opportunity to certify themselves. We have negotiated a 15% discount for Alstom employees from the Association of Professionals in Business Management (APBM). Employees are offered the possibility to schedule free consultations with APBM staff to discuss how Certified Associate Business Management (CABM) and Certified Business Manager (CBM) certifications can enhance their career development. We intend to explore other partnerships with top professional bodies to reduce further the cost of mandatory and voluntary certifications. Phase 2 of AUtube is imminent, bringing with it improvements such as allowing certain elements to be password protected if desired. This brings us firmly into the era of “Edutainment”.

Yali Wei, Development & Strategy Manager, China

In the coming year, Quality and Operations modules will be integrated into the Alstom University offering. We will also work with our colleagues in Transmission to better reinforce our training offers, and evaluate the necessity for an additional campus to meet the broader spread of employees. In early 2010-11, we will enter Phase 2 of the Learning Management System (LMS) project – the global system that will facilitate training planning and budgeting, and host Distance Learning solutions, manage learning administration and reporting. The tools and provider selection phase will start mid-2010. The LMS project is part of the GAIN programme and is linked with the HR Efficiency Project. With a mind to providing both excellence and maximising returns, we will pursue the efforts begun in the GAIN programme, and continue to look for economies in the coming year. An exciting new self-directed learning project called Business Insiders will roll out during 2010-11 making a selection of the “Best Business Book Abstracts” available to all employees via Alstom University Intranet pages.

CORPO/BGENE/AU-0510/eng/HR-AU/05.10/FR/7154 © - Alstom 2010. ALSTOM, the ALSTOM logo and any alternative version thereof are trademarks and service marks of ALSTOM. The other names mentioned, registered or not, are the property of their respective companies. The technical and other data contained in this document is provided for information only. ALSTOM reserves the right to revise or change this data at any time without further notice. BVC/CDC/1778657 - Alstom contributes to the protection of the environment. This document is printed on paper sourced from sustainable forests. Photo Credits: Alstom - Conception – Design: TMPNEO -

Alstom 3, avenue André Malraux 92309 Levallois-Perret - France Phone: + 33 1 41 49 20 00 Fax: + 33 1 41 49 79 30

iww.alstom.com www.alstom.com