Alcatel-Lucent

To attract young graduates, we have built relationships and partnerships with leading universities and other teaching institutions. Among our most successful programs is a partnership with AIESEC, a student organization active in 110 countries.

Alcatel-Lucent's global partnership with AIESEC, the world's largest international student run organization is a pipeline of young leadership talent. Over the past seven years, we have provided internship opportunities to more than 300 AIESEC members from 50 different cultures. In 2010 alone, Alcatel-Lucent offered global internships to 63 graduates, who worked in a variety of departments including Communications, Human Resources, Marketing, Finance, Optics, Submarine Networks and Technology Introduction and Support. By investing in the development of AIESEC interns, we connect with young people who are internationally minded, high achievers, and bring cultural diversity and new perspectives to the business.

Alcatel-Lucent initiated a profound transformation of its internal mobility programs with the launch of our Internal Job opportunity network in early 2011. To match internal job offers and demand, the network creates an open market where all employees are free to post their professional information, experience and desired evolution and all job vacancies are listed.
A cornerstone in our career development policy, we also believe mobility helps develop diversity and teamwork as well as express our international culture. In 2010, the main HR objective was the rotation of our talents with the objective of having 80% of our high potentials changing their position within 3 years.

Alcatel-Lucent University delivers qualification programs in such areas as project management, sales, services, leadership development and IP transformation.

To help employees adapt to today’s rapidly changing business landscape and support the company’s transformation, Alcatel-Lucent University, a network of 21 accredited training centers worldwide, provides a range of innovative learning services. The “Learning two point go” (2.g0) program, for example, offers anytime, anywhere learning in engaging formats. Available to all employees starting in early 2010, Learning2.g0 changes the way Alcatel-Lucent employees learn by offering downloadable content that can be taken off-line to any mobile device. Alcatel-Lucent University offers 15 operational learning programs dedicated to business transformation, and designed to enhance employee knowledge and efficiency. Alcatel-Lucent University is also addressing the need for employee technology qualification programs in strategic areas, such as Long Term Evolution (LTE) and Applications Enablement*.

* Application Enablement is an industry vision and network approach that combines the trusted capabilities of network operators and the speed and innovation of the web to provide end users and enterprises what they demand: a richer and more trusted web experience and beyond.

1.4M Employees learning hours delivered in 2010 (vs. 1.2M in 2009).

The new approach is designed to help us better anticipate the distribution and evolution of the Group's human capital over time and to enhance training and people development plans as a consequence. The new program is based on identifying the Group's macro-populations and their evolution: R&D, Sales & Marketing, Supply Chain & Logistics, Service & Solution Delivery and Business Support.
The workforce planning project should result in the creation of a process which, when implemented, will have a major impact on customers and shareholders by increasing productivity, reducing labor costs and shortening time-to-market. The first step in the workforce planning transformation, developing worldwide workforce planning population shifts scenarios, is scheduled for completion by the end of Q1/2011. Implementation of the entire process should be complete by the end of 2011.

Performance Management
The Group's performance management tools and processes were being updated during the first quarter of 2011. This initiative aims to achieve the same objectives as a series of recent sweeping human resource policy and practice upgrades:

• Refocus on people
• Restore employee/manager dialog
• Invest in people training and long-term development

The new performance management system, called ourTalent, focuses on creating a continuous dialogue to help managers ensure that members of their teams are engaged, motivated and achieving success. OurTalent also aims to enable employees to own their career development and to understand how they contribute to the business strategy now and in the future.

To match internal job offers and demand, the network creates an open market where all employees are free to post their professional information, experience and desired evolution and all job vacancies are listed.

2. Remunerations
In addition to providing competitive remuneration packages in each country, our compensation policy strives to be clear, straightforward and cost effective for the Group. Compensation levels are tied to both individual and Group performance. All employees are paid fairly, regardless of gender, ethnic origin or disability. Particular emphasis is placed on securing the future profile of our workforce, rewarding the development of highly sought-after skills and nurturing long-term employee/employer relationships.

High Potentials: our renewal program, launched in late 2010 is designed to embody a comprehensive approach to talent identification, development, and utilization. To build a strong leadership pipeline, ReNewAL focuses on diversifying the talent pool, enhancing structured learning offerings, and increasing talent agility and mobility across the organization. The program provides methodology and planning covering the entire scope of skills development, from early identification to succession plans.

3. Personal development
Our 360° Feedback Program is a personal development initiative to help leaders and managers identify key strengths and development needs, and to build a development plan with the support of a certified coach. The idea is to develop self-awareness by providing leaders with visibility into how they are perceived by colleagues. The program, which is not a performance assessment, aims to spread a development culture within the organization by promoting the Alcatel-Lucent Leadership Profile and corporate values.

4. Mentoring
For the fifth consecutive year, alcatel-Lucent is taking part in the Passeport avenir program, a public/private partnership dedicated to helping young people from troubled urban areas in France. Formerly known as cercle Passeport Télécoms, the program involves 12 ICT companies and French government bodies. Passeport avenir uses sponsorships and mentoring to help young people enter top-rate French business and engineering schools and universities. During the 2010-2011 academic year, Alcatel-Lucent is mobilizing more than 200 volunteers: 140 tutors in France and 60 in the U.S. Each tutor supervises one or two students through mentoring and knowledge sharing. In addition, the Alcatel-Lucent Foundation encourages all student participants to improve their English through conversation lessons with U.S. mentors.