Chrysler 2009 Annual Report Download - page 53

REPORT ON
OPERATIONS
HUMAN
RESOURCES
52
HUMAN RESOURCES
At 31 December 2009, the Group had 190,014 employees, a decrease of 8,334 over the 198,348 figure at year-end 2008. Reductions in headcount were
reported in almost all countries where the Group operates. Those reductions were more significant in the first half of the year and were primarily attributable
to the fall in production volumes. Of the 24,600 departures recorded, concentrated predominantly in the first half, the majority were in Latin America and
Europe, while over 50% of the approximately 15,100 new hires, which occurred predominantly in the second half, related to Group companies in Latin
America and resulted from the recovery in the market and consequent increase in production volumes.
Changes in the Group’s scope of operations resulted in a net increase of about 1,200 employees, primarily related to the acquisition of the activities of
Carrozzeria Bertone in Italy by Fiat Group Automobiles and a net increase from disposals and insourcing by Comau’s Service business line in Latin America,
both of which were partially offset by the sale of Ergom France by Magneti Marelli.
ORGANISATIONAL AND MANAGERIAL DEVELOPMENT
The Group’s organisational configuration remained essentially unchanged with respect to the prior year. The alliance with Chrysler, the most significant
new development during the year, lead to the creation of combined working groups and the sharing of experience and know-how, but did not result in any
structural changes to the organisation. The Group maintained a two-pronged organisational approach, focusing on both the business (Sectors and brands)
and principal business processes. As Group-level roles for the coordination of business processes have become established, their ability to influence
business decisions has been enhanced as has the ability to oversee the management of individuals, particularly those with high potential, through the
Talent Review process. Some organisational changes took place at Sector level and were generally oriented toward creating synergies to facilitate cost
containment measures associated with the reduction in business volumes. The Performance and Leadership Management process, in place for several
years and now including all managers and professionals, continued to serve as the basis for all personnel management decisions.
During 2009, a new application was launched in several countries (first phase of roll-out), that will enable information on individuals and entities within the
Fiat Group to be integrated into a single, global database by year-end 2010.
Training
Investment in training to support the Group’s activities and individual professional development totalled around €48.9 million for the year.
Fiat Sepin’s Training unit provided training, consulting and professional support equivalent to a total 10,410 days of training and ‘on-the-job’ support. A
further 17,382 hours of web-based distance learning were also provided to 5,971 users.
Grants and Scholarships
The Fiat Grant and Scholarship Programme for children of Group employees was a well-received initiative once again this year. In 2009, 566 grants and
scholarships were awarded (159 in Italy) for a total of €1,089,700. In addition to Italy, recipients were also located in France, Spain, Poland, Belgium,
England, Brazil and North America: all countries where the Group has a significant presence.