Chrysler 2010 Annual Report Download - page 57

REPORT ON
OPERATIONS
56
HUMAN
RESOURCES
At 31 December 2010, the Group had 199,924 employees, an increase of 9,910 over the 190,014 figure at
year-end 2009. The change was partially attributable to the positive difference between new hires (approx.
23,400) and departures (approx. 18,400) recorded for the year, with the increase relating primarily to workers
hired in Latin America as a result of the growth in demand. A net increase of around 4,900 employees was
attributable to changes in the scope of operations for the Group, consisting of: insourcing of materials handling
activities in Italy, full consolidation of Fiat-GM Powertrain Polska Sp. z.o.o. (following acquisition of the JV
partner’s 50% interest) and start-up of operations for Fiat Automobiles Serbia Doo Kragujevac, partially offset
by a decrease attributable to the disposal, in France, of the Angoulême site of Automotive Lighting Rear
Lamps France S.A.S. (a subsidiary of Magneti Marelli) and the termination, in Italy, of the lease of operations
at the Colonnella plant (Province of Teramo) by ITCA Produzione S.p.A. (FGA), in addition to the disposal and
insourcing transactions completed by Comau’s Services business line in Brazil.
ORGANIZATIONAL AND MANAGERIAL DEVELOPMENT
During 2010, developments associated with the Chrysler alliance, creation of the Fiat Industrial Group
(operational from 1 January 2011) and international expansion and development all brought changes to the
Group, however, the overall organizational model was unchanged with a continued two-pronged focus on
both business activities (sectors and brands) and key business processes.
The IT system launched in 2009 was progressively rolled out to the Group’s foreign companies alongside
organizational changes to the personnel administration activities of Fiat Services. This enabled the Group
to merge employee and organizational information into a single, global database and to standardize HR
management practices and processes.
The existence of Group-level roles for coordination of the principal corporate processes has led to organizational
changes at sector level aimed at optimizing cost and investment synergies and at furthering development of
methodologies and know-how, such as World Class Manufacturing, for example, which has introduced new
productivity and quality solutions at the Group’s plants.
The Performance and Leadership Management process, which has been in place for managers and
professionals for a number of years, continues to serve as the basis for personnel management decisions,
together with the Talent Review process, which enables early identification of high-potential individuals and
charting of their professional development.
Training
Investment in training in support of the Group’s business activities and the professional development of
employees totaled around €64.5 million for the year. More than 3 million hours of training were provided,
including 31,055 hours of web-based distance learning for 14,609 users.
During the year, the Group’s training management model was streamlined to leverage synergies and ensure
a standardized approach. The role of Training Manager was created within each sector to ensure the
HUMAN RESOURCES