LISI ANNUAL REPORT 2009
HUMAN RESOURCES
Retaining
our key competencies
€
2.2
M
The 2009 training budget
has been multiplied by 2
— Adapting capacity to the
realities of the market
The whole automotive field, and even more
seriously the heavy industry market, were
faced with an unprecedented recession
during the first two quarters. Less heavily
and later in the year, LISI AEROSPACE
saw the effects of the same cycle. These
two divisions rapidly had to implement
corrective measures by adjusting their
consumption and their payroll. They
turned to partial lay-offs, quite widely
in the cosmetic and automotive areas,
and in a more selective manner, also at
LISI AEROSPACE.
In total the number of temporary workers
was down by a factor of 4 compared to
2008. The decrease in staffing numbers at
LISI was thereby limited to 500 persons.
—
Limiting revenue loss
In total, 600,000 hours were made
redundant in 2009, the equivalent of
340 persons on average over 12 months.
In France, a partial Long-term Assistance
Accord signed by every HR Director allowed
us to limit loss of revenue by permanent
employees (the layoff hours were
indemnified at 75% instead of the 60%
normally seen outside of the accord).
All sites of LISI AUTOMOTIVE were required
to lay-off, on average, 1 week out of 2 for
the first 4 months of the year. Adaptation
measures were rapidly put into place:
Temporary positions were reduced and
negotiations were made with social
partners to allow employees to take a
number of vacation days early. The other
training programs within LISI UNIVERSITY,
begun in 2008, were reinforced:
Professional areas included forgers, thermal
treatment operators, and the management
field, for specialists.
—
Significant efforts
in training
Training measures were undertaken
to preserve internal competencies
and to encourage re-training requests.
The training budget, which reached
€2.2 million, was twice as high as in 2008.
A catalogue of training courses given in the
context of the Individual Training Funds
were made available to personnel so that
every employee could devote any time
freed-up by the slow-down to develop
— To different degrees and in different ways, all the group’s fields were affected by the
recession in 2009. Considerable adaptation efforts were undertaken to adjust production
levels. This cyclical slowdown has led the divisions of the group to make use of partial
lay-offs at certain sites and to strengthen all training facilities. This strategy has allowed
us to remain ready for a rebound while conserving our key strengths internally
.
136,000
hours of training
were allotted in 2009
13
