Airbus Diversity Transformation Project

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[...] This helps to understand the current situation in which the transformation project is evolving. You can observe a company in which you work or have worked or any other company of your choice. Name: Airbus Legal form: European Company Company name: Airbus Group N.V. Sector of activity: Aerospace industry Applicable collective agreement: National Collective Agreement for Engineering, Information Technology and Consulting (Syntec) Date of creation: 18 December 1970 Turnover: 58.8 billion ? (2022 Staff: 127,120 (31 March 2022 Products: Aircraft, helicopters, missiles, drones, Ariane launchers Shareholders: French state: 10.9% German state: 10.8% Spanish state: 4.1% Floating: 73.8% Action in reserve: 0.4% Affiliates: Airbus Commercial Aircraft Airbus Defence and Space Airbus Helicopters Airbus Corporate Jets Airbus Atlantic Airbus Protect ArianeGroup (50 President : René Obermann (since 2020) Director : Guillaume Faury (since 2019) Major milestones in development: - Early European collaborations (1950s-1970s): - Collaboration on the development of military aircraft such as the C-160 Transall, the Breguet Atlantic, and the Panavia Tornado. [...]

[...] Airbus could collaborate with selected experts in diversity and inclusion based on their experience in the field. The selection should also be based on their understanding of the specific challenges of the aeronautical industry, and their ability to provide innovative and effective solutions. External partners specializing in professional training may be necessary to develop and deliver programs for awareness and training on diversity and inclusion, as well as change management. They can help create high-quality educational content, design interactive and engaging training sessions. [...]

[...] These teams are led by a Director of Human Resources who oversees all HR activities for each subsidiary. The HR service works in close collaboration with the various divisions and departments of Airbus to meet the company's personnel needs. It is responsible for the strategic planning of staff, recruitment and selection of candidates, administrative management of personnel, development of skills, performance and career management, as well as management of relations with social partners. The Human Resources services of Airbus face several challenges. They must identify, recruit, and retain the best talent in a competitive global market. [...]

[...] Deployment of training on diversity and professional equality. Implementation of measures to encourage female candidacy and facilitate professional mobility. - Phase of Follow-up and Control (Weeks 21-30): Regular monitoring of the project's progress and performance indicators. Identification of obstacles and adjustments to the action plan if necessary. Communication of progress achieved to internal and external stakeholders. - Phase of Evaluation and Conclusion (Weeks 31-36): Evaluation of the results obtained in relation to the initial objectives. Collection of feedback from the project team and stakeholders. [...]

[...] It involves setting up a robust and secure information system. This system should enable the collection, processing, and sharing of diversity data within the organization to identify trends, track progress, and make informed decisions. It is essential to evaluate the expected benefits of diversity and inclusion initiatives compared to the costs incurred. This evaluation can be done through the calculation and analysis of the return on investment (ROI). This indicator will give us an overview of the gains in terms of productivity, talent retention, and improvement of the company's brand image. [...]