Amundi - Corporate Social Responsibility Report 2015

Make individual and collective development central to our responsibility as an employer HR policies

Headcount distribution by gender The table below shows the distribution of the employees by gender as of 31 December 2014 and 2015:

Employees by Gender (FTE)

31/12/2014

31/12/2015

Women

1,332.4 1,655.3 2,987.7

1,361.1 1,707.7 3,068.8

Men

TOTAL

The distribution between men and women has remained stable over the last few years. In 2015 the Company was 44.4% women and 55.6% men.

3.1.2 TRAINING Professional training is intended to support the Amundi’s development and respond to current and future challenges. Training helps employees adapt their skills and maintain and develop their core expertise. It has four objectives: p to support the business’s structural plans and the evolution of its business lines; p to ensure the employability of the Group’s employees by helping them acquire and develop the skills needed for their current and future work environments. These individual action plans are decided upon during annual reviews; p to prepare for and support internal mobility and career changes through the construction of individual courses of study; and p to promote knowledge sharing within Amundi, in particular through the transmission of knowledge from experts to employees and by hiring interns and student trainees throughout the year. Through training and accompanying, Amundi tries to make sure every employee has a chance to grow within the Group and have

a position that makes full use of his or her experience and that matches both his or her personal objectives and those of the Company. Policy is defined annually based on the Company’s development needs and the business lines’ financial, technological and regulatory changes. To support in-company transfers, which help employees’ development, employability and motivation, Amundi provides individual monitoring and training support. Significant resources are allocated to support employees who change business line or whose line is being reorganised. Approximately 70% of employees of the group of companies forming the SEU are trained each year. Managers are the most important employee trainers. In 2015, the training effort dealt with increasing managerial skills and helping with changes occurring in jobs, particularly ones stemming from changes in regulations. In addition, training programs were created to meet the needs of specific jobs. These involved assisting the external sales forces in France and internationally, as well as communication and professional effectiveness for employees whose jobs call on them to represent Amundi.

Training provided by Amundi during the years ended 31 December 2014 and 2015 was as follows:

Training (figures for France in number of individuals)

31/12/2014

31/12/2015

1,620 75.7% 33,466

1,459 68.2% 34,210

Number of employees trained (1)

% employees trained

TOTAL NUMBER OF TRAINING HOURS

(1) Training excluding e-learning-based regulatory training.

INDIVIDUAL MANAGEMENT AND TRANSFERS

3.1.3

Amundi’s talent management policy is to identify and support key employees whose professional development is essential for an international group like Amundi, with the objective of establishing succession plans and providing the employees in question with career and growth opportunities. “Career committees” are regularly held in order to study possible workforce reallocations based on expertise and activities and to identify candidates for such reallocations.

To foster individual growth and professional development within the Group, each employee receives individualised management by an assigned human resources manager and is reviewed annually. In 2015 nearly 93% of employees had reviews. Annual employee reviews are organised jointly by management and the Human Resources Department to encourage the growth of each employee.

AMUNDI — 2015 CORPORATE SOCIAL RESPONSIBILITY REPORT

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