Company presentation

1. Company presentation Falck further information: www.falck.com

2. Falck history (short) 1906: Sophus Falck establishes the first rescue service in Denmark 1908: Falck expands by setting up an ambulance service 1956: Falck becomes a nation-wide operator with 100 stations in Denmark 2004: 11.000 employees 84 % of the employees were based in Denmark Remaining staff were based in Sweden, Norway, Poland, Netherlands, UK About 10.000 working in operations, 1000 administrative

3. Basic values, long term strategy Falck operates on 6 basic values: accessibility helpfulness promptness reliability energy competence These basic values suggest a staff profile that stresses 4 characteristics inspiring confidence action oriented service oriented possess a positive view on human nature

4. Development and future demands The development of the modern society calls for continuing development of the qualifications and competencies of the staff. The company will move from operating in a transport culture to operating in a health culture. The emergency personnel must be able to conduct paramedical action, develop IT expertise and take independent decisions.

5. Recruitment and Basic Education Career Guidance before the Basic Education: The basic education as a rescue officer is a vocational education based on an alternating training system Terms of employment depend on Falck�s assessment of candidates� qualifications Assessment is made on the basis of a written application, a test and an interview Candidates will be informed about the fields where they do not match the profile Will be guided about how to improve their qualifications Falck participates in guidance at the tecnical collage: - generally professional and personal demands are explained - a film is shown - questions are answered The aim is to retain the employees in a life-long career path within the company In order to reflect the population to whom services are provided the recruitment of refugees and immigrants, men and women in an equal measure are focused Falck participates in a project organized by the Ministry of Integration

6. Competence development and guidance during the basic education During the education the trainee follows a personal study plan and a competence development plan The plans are evaluated at the end of each period of practical training and each course at tecnical college The trainee takes an active part in evaluation (self-evaluation) Plans referes to both compulsory and individual targets All parts are gathered in a log book belonging to the trainee Leader of the local Falck-station is responsible for the guidance (a coach- or mentorrole) Supported by an internal course

7. General career guidance in company All employees are called in for a personal interview once a year with the station leader. The aims of the interview are: assess the employee in relation to present job description clarify needs for developing qualifications and competencies a dialogue on relationship between employee and station leader Tools for the interview/dialogue are: template for the employee to be filled out prior to the interview template for the station leader to be filled out prior to the interview template for mutual agreement The employee and the leader work out a mutual agreement and a plan for competence development for the next year.

8. Main options for competence development further education and specialization within the different services of the company (emergency rescue, security, auto assistance, transport). Mainly short term external courses, may have a long term strategy company financed further education in spare time the company has an education fund for further education cooperation with local authority when reskilling are required to maintain the workability of the employee

9. Main challenge and action for career guidance in Falck: 1) Lack of management/leadership competences with the station leaders. They must be developed from �Salesmen� to �Change Managers� Leadership training - change management Coaching, the difficult dialogue The station leaders are organized in action learning groups transversely to the stations plus external 3-days training modules and supervision. 2) Problems connected with development of qualifications, viz. that qualifications �have legs� and might walk away Employees who do not develop their qualifications will get lost Company support both professional and personal development og qualifications

10. Challenge and action II 3) A company branded on good reputation, traditions and stability in a globalized marked in constant changes Important to protect the brand and change the company according to the changes in society and future demands for qualifications at the same time Both focus on increasing professional special knowledge and personal qualifications within the employee 4) On one side importance is attached to career guidance taking place �close to� the nearest leader and in a secure environment - on the other side the top of the organization realises that not all the local leaders are qualified for being in charge of this task. To maintain this principle of closeness the priority is given to equip the leaders to this task (by for example coaching, action learning)

11. Suggestion/expectations on meeting with other partners in Tipperary: How to evaluate development of qualifications/career? Ideas? Methods?