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2016 CORPORATE SOCIAL RESPONSIBILITY REPORT (CSR)
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HUMAN RESOURCES INFORMATION: HR DEVELOPMENT AS A DRIVER OF PERFORMANCE
in Belgium and Switzerland; in 2017, it will be rolled out to Saudi
Arabia. In most of Assystem’s host countries, employees are also given
annual performance appraisals.
As a creator of skills, the Assystem Institute’s primary mission is to
organise the skills acquisition roadmap, to help employees develop,
to ensure that the skills base keeps pace with technological advances
and – as explained in Section 4.3.5.1.3 above – to guarantee that
knowledge and expertise are transferred between generations. The
Assystem Institute comprises six units: the Assystem Nuclear Institute,
the Assystem Aerospace Institute, the Assystem Automotive Institute, the
Assystem Systems Institute, the Assystem Project Management Institute
and the Assystem Life Sciences Institute.
In 2013, the Group created the Assystem Training Lab to explore
bespoke creative and innovative learning solutions, such as e-learning
modules, video-based training and business coaching. These solutions
add to the array of traditional training methods available to trainers to
support employees.
The Group has long been aware that providing training to employees
with disabilities is essential if they are to become valuable members
of the workforce. In France, a certain number of commitments have
been given, to:
●
promote training of employees with disabilities;
●
support the acquisition of new skills, notably through the Hanvol
partnership set up in 2010 by leading players in the aerospace
industry including Assystem. Hanvol’s aim is to offer people with
disabilities who have just graduated or have participated in
vocational retraining programs, the opportunity to learn the skills
required in the aerospace industry and ultimately to find a job with
one of the partner companies. The Group is currently considering
setting up its own training program to improve the employability of
people with disabilities;
●
strengthen partnerships with schools and universities through the
Mission Handicap
team’s interventions at target engineering schools
designed to promote the integration of people with disabilities.
In the United Kingdom, in addition to the Apprentice Framework
Technical and Business for apprentices and young graduates, a training
plan is drawn up each year based on the annual Staff Performance
and Development Reviews. The plan covers a wide variety of topics
such as management skills, technical/business skills acquisition and
development, client service enhancements, and health and safety.
Alongside these initiatives, the accredited Graduate Professional
Development Scheme is a 3 to 4-year professional training program
that enables engineers to attain internationally recognised professional
registration.
In Germany, the training policy covers employees at all levels in the
organisation. Around a hundred technical training courses are organised
each year to help employees keep pace with technological advances,
new resources and new client demands. In 2016, the focus was on
training engineers in project management techniques. In July, a two-day
Academy Camp was organised for Assystem engineers, with workshops
on both technical topics and selling techniques.
In Romania, in addition to technical training provided notably by the
Assystem Automotive Institute, the emphasis was on language training
– mainly French but also English and German – with employees given
the option of attending paid language classes after work.
4.3.5.3
Promoting internal mobility
Each employee plays a central role in building his or her career,
meaning that internal and external employability has become a key
issue. An important factor in employability is mobility.
The large number and wide variety of engagements performed by the
Group’s businesses in its many different geographic locations are a
particular asset because of the wealth of motivating career opportunities
they provide. Guided by a dedicated human resources team, inter-
unit and inter-country mobility is encouraged as an opportunity for
employees to move up the career ladder by joining a new business unit
or relocating to a new country. The training provided by the Assystem
Institute facilitates the mobility process.
The Group has set a target of making mobility processes more fluid
by publishing details of vacant positions more widely (with the 2015
launch of an International Mobility NewsFlash) and identifying individual
employees’ aspirations during the annual performance appraisal (with
data entered in the SWAP system described in Section 4.3.5.2 of this
Registration Document).
In France, a collective agreement on the support to be provided to
employees in building personal professional mobility projects was
signed by AEOS and the trade union organisations on 5 December
2016. A pilot scheme was launched at the Belfort unit to test a new
mobility logic, whereby eligible employees are supported in taking up
opportunities outside the Group.
In the United Kingdom, Germany and Romania, employees can apply for
grants to help cover the cost of taking up internal mobility opportunities.
4.3.6
PROMOTION OF AND COMPLIANCE WITH
THE PRINCIPLES OF THE FUNDAMENTAL
CONVENTIONS OF THE INTERNATIONAL
LABOUR ORGANISATION (ILO)
The Group’s human rights commitments are described in Section 4.6.2,
page 66 of this Registration Document.
Assystem pledged to uphold the UN Global Compact in 2011 and
reaffirmed its pledge on 16 January 2017.
The Group also complies with the fundamental conventions of the ILO.
Some of its French subsidiaries annually reaffirm their commitment to
complying and to ensuring that their contractors comply with the ILO’s
1998 Declaration on Fundamental Principles and Rights at Work and
its fundamental conventions on freedom of association and collective
bargaining, the elimination of discrimination in respect of employment
and occupation, the elimination of forced or compulsory labour and
the effective abolition of child labour.
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REGISTRATION DOCUMENT
2016
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