24 / 46
Age structure of headcount
The table below shows the age structure of the Group’s workforce as of 31 December 2014, 2015 and 2016 (data in physical headcount
in the Total column):
Distribution
by age and gender
2014
2015
2016
Total
Men Women
Men Women
Men Women
2014
2015
2016
Under 30
56.6% 43.4% 55.5% 44.5% 58.6% 41.4% 182
191
191
30-39
56.1% 43.9% 55.7% 44.3% 56.3% 43.7% 1,040
1,040
965
40-49
52.8% 47.2% 54.7% 45.3% 54.5% 45.5% 1,118
1,148
1,215
50-60
54.2% 45.8% 53.4% 46.6% 54.2% 45.8% 631
676
727
Above 60
61.8% 38.2% 56.5% 43.5% 58.0% 42.0% 68
69
69
TOTAL
3,039
3,124
3,167
The average age of Amundi employees in 2016 was 43.1.
Headcount distribution by gender
The table below shows the distribution of employees by gender as of 31 December 2014, 2015 and 2016:
Employees by Gender (FTE)
31/12/2014
31/12/2015
31/12/2016
Women
1,332.4
1,361.1
1,364.9
Men
1,655.3
1,707.7
1,743.8
TOTAL
2,987.7
3,068.8
3,108.7
The distribution between women and men has remained stable over the last few years. In 2016 the Company comprised 43.9% women
and 56.1% men.
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 relies on three priorities: developing skills, supporting
managers in their HR responsibilities and providing educational
expertise to the business lines and the teams.
Through these training and support measures, Amundi seeks:
p
to ensure that employees can progress within the Group and
occupy positions that make the most of their experience and
match both their personal objectives and those of the Company;
p
to ensure the long-term employability of its employees.
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.
In 2016, Amundi rolled out a digital training and information-sharing
platform named Philéas. This platform is accessible to all Amundi
employees in France and abroad. Philéas’ initial purpose is training.
The available contents cover the fields of administration, languages,
knowledge of the Company and management (professional
interviews). The product will evolve and will gradually cover business
line needs. Secondarily, Philéas’ aims to enable business line experts
to contribute to the sharing of knowledge within the Company
through the creation of specific content that may respond to internal
(development of the skills of Amundi teams) or external (training of
partner networks) needs.
In 2016, as in 2015, the training effort dealt with increasing managerial
skills and helping with changes occurring in jobs, particularly those
stemming from changes in regulations. Amundi continued its efforts
to provide managerial support to new managers with the aim of
arming them with the basis of management practices (guidance,
employee development, manager’s HR role and psychosocial risk
prevention in particular).
A specific campaign was conducted for the management circle (over
150 individuals) to establish the practice and culture of providing
feedback. This campaign will continue in 2017 in order to train all
managers within the Company.
24
AMUNDI
-
2016 Corporate social responsability report
Economic, social and environmental information
Make individual and collective development central to our responsibility as an employer