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2016 CORPORATE SOCIAL RESPONSIBILITY REPORT (CSR)
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HUMAN RESOURCES INFORMATION: HR DEVELOPMENT AS A DRIVER OF PERFORMANCE
Workplace safety processes have also been defined in Germany. They
are implemented and strengthened through regular controls (particularly
for employees who work in laboratories or outside office hours) and
dedicated training (since 2016, specific training has been organised
for managers on safety issues).
In Romania, training is given by the Safety Manager twice a year to
employees working in Assystem’s offices (backed up by quarterly e-mails
giving additional instructions) and four times a year to employees who
work on project sites and in plants. To help prevent the risk of road
accidents, employees who drive Assystem vehicles are given medical
check-ups once a year.
4.3.4.2
Promoting quality of working life
The Group seeks not only to protect its employees’ health and safety
but also to offer them the best possible working environment.
This aim has led employees in France to be offered the opportunity to
work from home (see Section 4.3.1.4 of this Registration Document).
In the United Kingdom, employees are offered training in techniques
to reduce workplace stress.
In Romania, numerous measures are deployed to promote a good quality
of working life, such as the Social Club (a relaxation area open to all
employees) and the regular organisation of social and sporting events.
4.3.5
NURTURING HUMAN CAPITAL
4.3.5.1
Supporting young and older employees
through dynamic intergenerational transfers
4.3.5.1.1 SUPPORTING YOUNG PEOPLE
Providing opportunities to young employees and supporting their career
development are key commitments for Assystem.
Induction and development programs have been set up in all of the
Group’s host countries, to support new hires as they settle into the
Company.
The Leo program set up in France in 2012 is one example of this
policy. The hundred or so interns from target engineering schools who
join Assystem each year take part in a specific induction and mentoring
program. In 2016, 60% of them were hired at the end of their internship
and the aim is to increase the proportion to 70% in the coming years.
In Romania, young recruits take part in a one-week induction program
and are guided by a mentor. They can also be given help in finding
somewhere to live. Around fifteen students are taken on under short-term
contracts each year and receive training with a view to subsequently
being offered a permanent contract.
In the United Kingdom, the hiring of young people is actively
encouraged, especially under apprenticeship schemes. They participate
in high quality training and skills development programs recognised
by such highly respected organisations as the Institution of Mechanical
Engineers (IMechE).
4.3.5.1.2 OLDER EMPLOYEES
In France, the Group has deployed various measures to help older
employees maintain and develop their skills (see Section 4.3.3.2 of
this Registration Document).
In the United Kingdom, older employees are offered flexible and/or
reduced working hours.
4.3.5.1.3 INTERGENERATIONAL SKILLS TRANSFERS
In all of its host countries, the Group promotes intergenerational transfers
of skills through its many partnerships with engineering schools (see
Section 4.5.3 of this Registration Document) and in 2017, a charter
will be published setting out its policy in this area.
In France, the Assystem Institute promotes the transfer of expertise
between generations through its training programs (see Section 4.3.5.2
of this Registration Document).
In 2013, AEOS and Assystem France each signed a corporate
agreement with trade union representatives to set up a “Generation
Contract”, a new type of contract introduced in France to encourage
the employment of young people and knowledge-transfer from older
employees.
AEOS and Assystem France have given certain commitments in these
contracts concerning:
●
the hiring of older employees;
●
the continued employment of older employees;
●
improvements to the working conditions of older employees, including
through reductions in their working in hours;
●
the organisation of intergenerational cooperation, notably through
the creation of a technical expertise unit which older employees are
invited to join in order to develop and/or lead training sessions at
the Group’s own centres and/or at target engineering schools;
●
skills and qualifications development and access to training.
In the United Kingdom, young hires are helped by their sponsors to
ensure that the training course they have chosen is appropriate and will
enable them to acquire the skills needed by the Group.
In Romania, the Group has a policy of hiring older employees who
can pass on their knowledge and expertise to the younger members
of the team.
4.3.5.2
Providing training today to meet the needs
of tomorrow
Developing and constantly upgrading skills is vital to guarantee the
long-term excellence of Assystem’s
savoir-faire
.
Thanks in part to the creation of the Strategic Workforce Assystem
Planning (SWAP) system, the Group offers all employees a training
roadmap aligned with the engagements they are chosen to work on,
their skills and the needs expressed by the client, the Company and the
employee. SWAP is a shared skills management system that is used to
better target the training spend and offer employees the opportunity to
drive their own careers. SWAP was initially deployed in France, then
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REGISTRATION DOCUMENT
2016
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