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悉尼代写作业:法国航空公司
2017-07-19 23:48

悉尼代写作业:法国航空公司
For example, after KLM and Air France merged, management decided to create teams of people from both companies to exchange information about particular topics. ―The most valuable part is the intangible part, teaming up the guy from IT with the CRM guy from marketing, with the network planning guy, who normally don't speak together, explained Groeneveld. Air France-KLM rates as the sector leader on human resources issues and actively addresses all of the challenges relevant to its business. The Group's reporting on social dialogue and the extent of collective bargaining illustrate a culture of interaction with trade unions on both working and employment conditions, all embedded in the "Ethics and Social Rights Charter", signed with all of its European trade unions, and by a wide range of collective bargaining agreements. The group has also allocated significant means to limit the impacts of restructuring. In terms of career management, AF-KLM has put increased emphasis on developing careers for older employees. Extensive means are put in place to deal with health and safety issues, although key performance indicators are not disclosed on a group-wide basis, but separately for AF and KLM. AF-KLM is one of the few companies who show transparency on how to deal with atypical working hours. Overall, AF-KLM's performance on human resources issues remains stable (far above average) compared to the last rating. Against the backdrop of the recent combination, tough competition and tight margins, the main labour relations issues for the group are to develop employability and staff mobility, primarily through training and proactive social dialogue. Other major issues for the group involve promoting non discrimination, diversity, and equal opportunities, and safeguarding health and safety in the workplace.
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