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2016 CORPORATE SOCIAL RESPONSIBILITY REPORT (CSR)
4
HUMAN RESOURCES INFORMATION: HR DEVELOPMENT AS A DRIVER OF PERFORMANCE
Of the total employees hired in 2016 in France by AEOS, Assystem
France, Assystem Régions and Athos Aéronautique, 27% were women
(
versus
22% in 2010). This performance, which was better than the
specific objectives agreed with employee representatives, was achieved
despite the shortage of women engineers and the limited number of
unsolicited job applications from women received by Assystem and the
other companies operating in its industry. In Germany, management
is aiming for women to represent one-third of the workforce by 2020.
Hiring people with disabilities is another important challenge for the
Group. In recent years, various initiatives have been launched to improve
its performance in this area, particularly in France. Examples include:
●
development of partnerships with job sites and recruitment firms
specialised in helping people with disabilities to find work;
●
awareness-raising initiatives among managers and other staff
responsible for hiring new employees;
●
organisation of hiring events (job forums, handicafés, etc.).
Regarding employee turnover, a total of 3,418 employees left the Group
in 2016 (excluding UK contractors, Insiéma, MPH Global Services and
MPH Global Services’ subsidiaries and associates), including 326
employees whose contracts were terminated.
4.3.1.3
Remuneration
In 2016, the Group’s payroll costs were as follows (see also Note 5.3.2
to the consolidated financial statements, page 98 of this Registration
Document):
In millions of euros
2016
2015
Wages and salaries
(515.0)
(507.9)
Social security contributions
(147.4)
(136.9)
Total
(662.4)
(644.8)
Tax credits and operating grants are generally recorded as a deduction
from payroll costs.
Employee benefit obligations reported in the consolidated statement
of financial position mainly concern statutory retirement bonuses (see
also Note 5.3 to the consolidated financial statements, page 98 of
this Registration Document). The post-employment benefit plans covering
Group employees are for the most part defined contribution plans.
At its meeting on 4 July 2016, the Board of Directors decided to
award a total of 300,300 performance shares to a certain number
of Group employees. The performance shares will vest in April 2020,
provided that the recipients are still employed by the Group and certain
performance conditions are met during the vesting period (see also
Note 5.3 to the consolidated financial statements, page 101 of this
Registration Document).
Details of the remuneration and benefits attributed to members of the
Board of Directors and executive management in 2016 are provided
in Section 2.2.2, pages 27
et seq.
of this Registration Document.
4.3.1.4
Work organisation
The Group’s objective is to offer the best possible work environment, in
line with its belief that happy employees are motivated and productive.
In line with this objective, it endeavours to ensure that employees enjoy
a good work-life balance, supports them during key events in their
personal lives (such as parenthood, illness, accidents), and leverages
new technologies in order to offer flexibility and time-saving measures.
At the end of 2015, a pilot teleworking scheme was launched in France.
Working from home enables employees to enjoy a better work-life
balance by reducing their commuting time and giving them considerable
flexibility in the way they organise their personal lives. The teleworking
scheme therefore makes Assystem a more attractive employer. The pilot
scheme proved successful and negotiations are now underway with
trade union representatives to allow all eligible employees of the Group’s
French companies to work from home on a volunteer basis in 2017. In
Germany, employees have been offered teleworking opportunities for
many years and a formal policy will be issued in 2017.
The Group also deploys specific measures to facilitate the working
lives of employees with disabilities. In France, measures have included
modifying disabled employees’ workstation equipment and adjusting
their working hours, granting additional days off, paying travel costs
in excess of Group policy and financing the installation of special
equipment in the employee’s personal car. Measures have also been
implemented in the United Kingdom to ensure that all employees
have the same chance of succeeding. Based on a prior workstation
assessment performed with the assistance of independent occupational
health consultants (Everwell), employees with disabilities are given
specific equipment and specially adapted office access and working
hours. Where needed, sign language interpreters accompany engineers
during their meetings with co-workers and clients.
Within the Group, average weekly working hours vary depending on
the host country and local labour legislation.
Lastly, the absentee rate was 3.50% in 2016
versus
4.21% in 2015.
4.3.2
PROMOTING AND MANAGING SOCIAL
DIALOGUE
4.3.2.1
Organisation of social dialogue
The Group’s Human Resources Departments maintain continuous
dialogue with employee representatives and trade unions with the
aim of promoting responsible operating methods and practices. They
endeavour to make relations with employee representatives a driver
of progress within the Group. In France, negotiations are under way
with trade union representatives with a view to signing a framework
agreement organising social dialogue based on France’s Social
Dialogue and Employment Act of 17 August 2015 (“Rebsamen Act”).
ASSYSTEM
REGISTRATION DOCUMENT
2016
52