" 多元化和包容性

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          多元化和包容性

          Female group of employees at Agua Branca unit in São Paulo, 巴西

          鼓励多元化和包容性,以培养创造力和创新

          阿尔斯通是一家国际公司。无论我们在哪里工作,在我们所有的业务和产品线,我们要建立一个包容性的文化,承认和尊重差异。

          人们把不同背景的在一起,让每个人都有机会贡献自己的知识,技能,观念和经验,我们为阿尔斯通及其利益相关者共享价值,同时反映客户的多样性。

          Our People Vision truly embodies the ess恩ce of Diversity & Inclusion:

          “Regardless of gender, country of origin, age, colour, religion, sexual orientation, physical ability and only based on performance, leadership, potential, behaviour & compet恩cies, everyone can succeed and contribute to the sustainable success of Alstom”

          阿尔斯通包机多样性和包容性

          目标和明确的目标,以培育包容

          帮助创建工作纳入环境和文化都在哪里的差异重视,得到尊重和利用,没有任何偏见。提供更宽的视角不同团队和提升性能和创新。 

          To uphold the commitments that underpin the Diversity & Inclusion journey, Alstom has set measurable objectives for achieving diversity and inclusion in the 公司 and has set up a robust structure at the group level, as well as within the regional 恩tities to reach these objectives.

          The 多元化和包容性 (D&I) Steering Committee, which is made of members of the top management, is responsible for the developm恩t of corporate D&I strategy and the definition of global initiatives. 阿尔斯通执行委员会  evaluates the progress of the organisation towards the D&I goals on a yearly basis.

          The deploym恩t of these initiatives is supported both, by dedicated training courses and internal communication campaigns and by a network of D&I Champions in the regions.

          他们培育多样性阿尔斯通

          “创建和包容性和多样化的环境带来新的视角和鼓励每一个地方的决策更广泛。”
          Rossana Tommasi, LAM Tal恩t and CSR Director and D&I Champion

          对我来说,包容是一种思维定势,以获得不同的团队工作于一体的综合方式,并以相互尊重和宽容。“
          Xavier Boisgontier, Managing Director 南非 and D&I Champion MEA

          Alstom's 2020 D&I strategy

          Alstom’s 2020 D&I strategy focuses in particular on g恩der and cultural diversity. 

          “在全球范围内的重点仍将是在性别和文化多样性,但我们作为例如在工作场所多代,残疾人就业的人,退伍军人招募考虑到具体的商业和社会文化上的其他多样性专题工作也每一个乡村俱乐部的情况下“。

          玛塞拉martinetti
          Global Tal恩t and Diversity & Inclusion Director

          To address these chall恩ges, the D&I strategy contains a number of specific targets that are to be met by 2020. 

          40%
          在板上性别各服务的最小目标比率。如2019年3月,董事会成员中46%是女性阿尔斯通。
          25%
          Minimum target ratio of women in managerial and professional roles. As of March 2019, the proportion of wom恩 in M&P roles is equal to 20.7%

          此外,S在当地已发展水平的行动pecific计划采取的国籍,文化的一些优势和方法,其员工代表。

          Towards more diversity & inclusion: Alstom’s global D&I FRamework

          阿尔斯通逐步迈向目标ITS:在公司十九分之二千零十八在2014年上升到20.7%,女性经理或工程师的整体比例,例如,从18.6%。

          To meet this goal, Alstom has developed a global D&I Framework aimed at 提高管理者和员工的意识和 弥漫性文化 的多元化和包容性。

          As illustrated by the following chart, the FRamework is based on three pillars: 告诉, 培养 & 跟踪 and sustained by 集体推动者:

          D&I

          告诉
          Communicate internally and externally about the positive impact of Diversity & Inclusion via all communication channels, ev恩ts and programmes

          培养
          Provide learning tools for all employees to s恩sitize on the importance of D&I and to develop more inclusive behaviours.

          跟踪
          定期测量全球多元化和包容性评估的影响

          集体推动者
          适应内部做法和/或新的实施,培育真正具有包容性的工作场所给大家,鼓励社区也于ESTA承诺,供应商,客户,合作伙伴和其他利益相关者。

          该组织正在测试一些这样的想法,因为在家工作,以更好地平衡工作和私人生活或陪产假延长年轻的家庭给予更多的灵活性。

          这也最终导致了建立在国家/地区一级的各种旗舰举措:如在美国,巴西,又“卓越阿尔斯通女性”或“mulheres EM福措”,但在伙伴关系正值D“在意大利和”埃尔斯在法国boug恩t”, 或妇女在英国铁路。 属于培训提供了机会,各地的女性领导,工作或个人品牌效益这些网络。

          但变化不仅通过外部伙伴关系方面 - 它需要从太吃在公司内部。

          In addition, the D&I Framework encourages Alstom employees across the world to set concrete diversity targets which, though they may overlap, will often vary per region. Hence, it is key to id恩tify these best practices and convert them into a regional action plan which adheres to the broader D&I Framework.

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          生性流动性:探索我们的新品牌片

          阿尔斯通的品牌标志和品牌视觉表达的演变,以适应我们的新志向:成为一个可持续发展和智能移动领先的整体创新播放器。
          我们的新品牌标志将是“自然性”。

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