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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
1,361.1
Men
1,655.3
1,707.7
TOTAL
2,987.7
3,068.8
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.
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
Number of employees trained
(1)
1,620
1,459
% employees trained
75.7%
68.2%
TOTAL NUMBER OF TRAINING HOURS
33,466
34,210
(1) Training excluding e-learning-based regulatory training.
3.1.3
INDIVIDUAL MANAGEMENT
AND TRANSFERS
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’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.
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.
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AMUNDI
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2015 CORPORATE SOCIAL RESPONSIBILITY REPORT