Attracting and developing talent through continuous training
Outokumpu's People strategy highlights the need to proactively develop the Group's resource and competence base and leadership capabilities to meet the rapidly evolving requirements of the sector in which we operate. Part of this work is continuing personnel development and training. During individual performance and development dialogues, managers and personnel together identify future development needs.
Outokumpu has different types of internal development and training programmes for developing competences and skills at different stages of individual's career. The planning and implementation of competence development takes place at Group level as well as at functional and business-unit levels.
In 2009, training costs in Outokumpu amounted to 4.2% of total personnel costs (2008: 1.4%, 2007: 1.4% and 2006: 1.1%). In 2009 the training costs have been reported more thoroughly since the reporting practices and guidelines have been clarified. Thus the previous training cost figures are not comparable to 2009 figures and due to this it seems that the costs have tripled. The Group provided 2.4 training days per employee (2008: 2.8, 2007: 3.3 and 2006: 2.9). Incentive bonuses in 2009 totalled 2.3% of total personnel costs (2008: 4.9%, 2007: 5.6%, 2006: 4.2%).
Development programmes motivate and increase capabilities
Outokumpu's Group level development programmes focus on leadership development and supporting the Group's strategy implementation. One of the key principles in our People strategy is that all Outokumpu leaders regard themselves as accountable for people management. The backbone of leadership development in Outokumpu is our Leadership Principles. To bring these principles to life, two Leadership Excellence programmes were arranged during 2009. The programmes had altogether 37 participants.
In 2009 Outokumpu started a new development programme called High Potential Development Programme. Through this programme Outokumpu identifies individuals with ability, aspiration, engagement and potential to move from their current roles to more demanding positions. For these individuals the programme offers a structured way to develop themselves and build their career in Outokumpu according to their personal long-term development plan. One development method for them is a possibility to participate in a Reference Group, which target's to enhance the dialogue between the employees and the Group Executive Committee. The first Reference Group has six members and they meet the Group Executive Committee three times during September 2009-April 2010 in order to change views and work on given assignments.
Also Outokumpu's internal Coaching Programme started in 2009. The aim of the programme is to train certified internal coaches in Outokumpu. Coaching not only helps individuals in improving their performance and motivation, it also supports Outokumpu managers who face challenging situations. The programme is designed for managers and specialists who wish to develop themselves and are especially motivated to help others develop their abilities. Two Internal Coaching Programmes were arranged in 2009. When these two programmes have been completed, the Group will have some 30 certified internal coaches.
Outokumpu's Stainless Pro International Graduate Programme has proved to be a good way of attracting young talents, as it gives us a concrete way to cooperate with universities, to tell students about Outokumpu and what we have to offer, and also to hear what they expect from us. This two-year programme for recent university graduates was launched in 2007. In 2009, the first eight Stainless Pro graduates transferred to new positions such as Business Analyst, Development engineer and Manager –BU Strategy, within Outokumpu. Seven new Stainless Pro Graduates started the programme in September 2008, and are set to finish the programme in August 2010. The next programme for 6 new talents will start in September 2010.