OUR PEOPLE AND WORKFORCE

Global Expansion

As a multinational company competing in a global market, EMC is continuously expanding the geographic scope of our customer base and developing centers for research and development and services. EMC serves customers in more than 100 countries. The expansion of our employee base globally allows us to be in close proximity to customers in rapidly-growing emerging markets. These centers are an essential element of our journey to find the best talent in the world that delivers an enriching diversity of perspectives on the global challenges of our customers.

Centers of Excellence
EMC Centers of Excellence (COE) continue to serve as key elements of our strategy for cultivating talent and expanding our presence in key markets world-wide. We operate COEs in eight countries: Brazil, China, Egypt, India, Ireland, Israel, Russia and the United States. In addition to supporting in-country market growth, our COE network model is a globally consistent platform that attracts and develops top talent to drive ground-breaking operational and financial value through superior performance, best practice sharing and creative innovation.

COEs coordinate initiatives with local university programs, government representatives and community partners for maximum impact. In addition, each of our COE teams plays an important role in contributing to EMC’s vision for sustainability. In 2015, the China, Egypt, India, Ireland, Russia and United States COEs published internal reports describing their sustainability achievements and initiatives. Each COE delivers online publications and uses social media to report on its sustainability achievements and initiatives to employees and external stakeholders.

The COEs bring local expertise and skills to advance our global business strategy. In conjunction with EMC business units, the COEs contribute to the development of many products across EMC’s broad portfolio and provide global services support to EMC customers worldwide. Additionally, the COEs handle back office processing activities for internal operations.

Supporting EMC’s business units as internal customers, the COEs give business units access to talent, infrastructure and management to serve the needs of EMC’s customers. Each COE is managed locally along with a cross-functional leadership team consisting of EMC’s senior executives to oversee strategy and investment decisions. Nearly 100 percent of senior management at the COEs is hired from the local community.

One unique advantage of our COE model is that employees from different business units have more opportunities for collaborative innovation. Each year, the COEs contribute a high percentage of submissions to EMC’s annual worldwide Innovation Roadmap and Innovation Conference programs.

Our COEs are highly collaborative and work closely with University Relations, the Academic Alliance, Corporate Training and the Innovation Network on local recruitment strategies. Although many technology companies are seeking to hire top talent in our COE locations, our attrition rates continue to remain below market averages as a result of focused efforts on employee retention, benefits, work environment, career development and compensation.

Managing Change
Attracting and retaining top talent is more important than ever, not only to help manage change, but also to preserve innovation.

When we restructure areas of our business to focus on emerging technologies, we place a priority on making transitions as smooth as possible for employees, in order to retain talent and preserve future relationships. When business reasons cause employees to be displaced, we make these decisions only after thoughtful consideration and with an understanding of how our actions can affect lives and careers. If we are unable to redeploy impacted employees to growth areas within EMC, we provide global job search assistance in addition to providing separation pay and benefits. Throughout this transitional time, we treat our colleagues with dignity, compassion, fairness and respect. In addition, to mitigate the impact of restructures on employees, in 2015 we offered a voluntary separation program providing a generous package of pay and benefits for long service employees wanting to change career direction or pursue other interests.

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