Annual Report 2003 Aventis - Sanofi

program is designed to enable Aventis managers
around the world to improve their strategy execution
capabilities through leadership. Senior Aventis executives
co-teach cases, share business experiences,
and link learnings with real-world business scenarios.
To build a culture of coaching and mentoring
within Aventis, the Leadership Development Network
was successfully implemented worldwide for
our top talent in 2003. This tool provides rigorous
individual leadership assessment, development and
Employees by Function
Sales & Marketing
Production & Manufacturing
Research & Development
Corporate & IT
Total Prescription Drugs & Human Vaccines
Other Core Business
Total Core Business
Non-Core Business
Total
(1) mainly Aventis Behring
2003
34 105
24 180
6 956
3 557
68 798
372
69 170
6 397 (1)
75 567
2002
34 559
25 226
6 923
3 516
70 224
511
70 735
7 364 (1)
78 099
A V E N T I S P E O P L E
networking opportunities for future business leaders,
and it institutionalizes good coaching skills in
the Aventis culture.
Furthering open and transparent leadership
communication
Ute Herzog,
Corporate Human
Resources, and
Stéphanie Camus,
Corporate
Communications
In order to promote transparency throughout the
organization and help employees better understand
and execute the Aventis strategy and business priorities,
high importance is attached to proactive and
open leadership communication. Besides global online
communication activities, employees are given
many opportunities to meet face-to-face with management.
In 2003, members of the Management
Board participated in over 50 management/
townhall meetings around the world to discuss the
Aventis strategy and key business issues as well as
address employee questions.
At European level, regular meetings with the European
works council promote a social dialogue and
the exchange of information between employee
representatives and management.