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2016 REGISTRATION DOCUMENT
HERMÈS INTERNATIONAL
44
Corporate social responsability
2
People
2.3
People
People have been the focus of the Hermès creative, artisanal and mer-
chand projects since 1837. United by shared values of quality, ethics
and solidarity, it is our people that drive our growth. The aim of people
management is to create the conditions conducive to maximising their
efficiency and accomplishment. Managing our employees is taken
seriously and focuses on both social and economic success, supported
by human resources teams.
Communicating our corporate culture at all career stages, combined
with a raft of development and leadership initiatives help to increase
employee commitment and pride at contributing to the Group’s growth.
The emphasis placed on a positive working environment across all work
locations, and the investments made in learning and in improving skills
enable each employee to give their best and play their part in the shared
Hermès adventure.
The Group’s human resources department issues guidelines to the sub-
sidiaries on how to go about their work while respecting local issues and
cultures.
Developingmen and women (the latter represents 67%of the workforce)
is at the heart of the Hermès long-term strategy. This development can
only take place in an environment which enables each person to find
their place, make a commitment, realise their full potential and grow as
they take on new assignments and roles. The quality of management –
in every position within the organisation – has a strong direct influence
on the Company’s success, and requires fully committed teams.
Management is therefore responsible for creating and reinventing this
environment. Each manager, through their daily actions and the quality
of their leadership, is responsible for bringing out quality and enabling
employees to develop. Enlightened leadership is not something that can
be improvised. Management is a demanding job, which is learned and
cultivated over a whole lifetime, through confrontation, experimentation
and by forging links with other managers. That is why Hermès wants to
cultivate and circulate its leadership vision more widely, in line with its
strategy, values and ethics.
2.3.1
Figures
2.3.1.1
Workforce
Group workforce
The workforce within the Hermès Group includes active permanent staff
members and people on fixed-term contracts of more than nine months,
including apprenticeship contracts. The permanent active staff repre-
sents 96% of the Group workforce. Increasing by roughly 88% over the
last ten years, the Group workforce was equal to 12,834 people as at
31 December 2016.
2016
2012
2008
2015
2011
2007
2014
2010
2013
2009
7,455 7,894 8,057 8,366
9,081
10,118
11,037
11,718
12,244
12,834
2006
6,825