I acquired a thorough understanding of their value systems  PETER VILLAX
VICE PRESIDENT
DIRECTOR HOVIONE If you would have to make a suggestion to a future participant or to a future sponsor company, what would be your main suggestion towards them? Well, there are two main points that I would like to raise in this regard, company commitment and continuity. In my mind, to make sure that the company is and remains committed to ETP, it is essential that senior EC officials should build the relationship with sponsor companies to make sure there is commitment at Board level for ETP participation. I think that quite a large number of ETP participants throughout the years have not been a successful investment for their company, because the company strategy changed, because there was no company strategy, or because they lacked commitment.
In any case, it would also benefit the motivated participants to know they have the company backing at top level. As the return on investment cannot be expected in the first few years, it is necessary that this commitment is reached at the top level of the sponsor company. Selecting more senior candidates for ETP would already in itself signify a greater commitment from the company as they would think twice about the absence and the investment before sending away a (senior) manager for 1,5
years. More senior candidates would have more impact upon their return as well, forcing the Japan (or Asia Pacific) strategy to be implemented.
This brings me to my second concern, the continuity of ETP. Failing to invest in the long-term commitment of the sponsor company will cause failure. You will see examples of mistakes where the personal sponsor of the ETP candidate leaves the company, or where the plans for the graduate upon his return are not put into practice. This will leave a void or even create dissatisfaction towards the programme. Read More (PDF) |
