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2016 REGISTRATION DOCUMENT
HERMÈS INTERNATIONAL
48
Corporate social responsability
2
People
In 2016, 806,060 free shares were allocated to over 11,300 Group
employees worldwide (subject to a condition of nine months’ uninter-
rupted service on the allocation date). To promote employee loyalty over
the medium– and long-term, and to boost collective performance, these
plans are subject to a vesting period of four to five years, attendance
conditions and, for some shares, performance conditions. Additional
information on all employee shareholding plans in force within the Group
can be found in the “Corporate Governance” chapter on page 140.
2.3.2
Organisation of working time
Each entity manages its working times in compliance with the regula-
tions in force and on the basis of the particularities of its own activity,
in an effort to balance private/professional life, in particular implemen-
ting variable working times for French entities. Nearly all employees are
full-time.
Full time – PART TIME (WORLD)
Part time
4%
Full time
96%
Absenteeism (France)
InFrance, theabsenteeismrate is3.6%. Absenteeism is calculatedusing
the accumulated hours of absence over a period less than or equal to
90 consecutive days for the following reasons: illness and occupational
illness; absence as a result of aworkplace accident or an accident on the
way to or fromwork; and unjustified or unauthorised absences. Changes
in absenteeism are systematically monitored and analysed by each
entity, in order to identify causes and propose action plans. Return-to-
work interviews are one of the tools that HR departments use to combat
absenteeism. This type of measure helps to encourage dialogue, leading
to better understanding of the causes of the absence while respecting
medical confidentiality. Managers are also trained in managing returns
to work based on the type of absence, which is a key element for limiting
their frequency. Moreover, this monitoring system has led certain com-
panies to only establish short- and medium-term objectives with regard
to absenteeism. These objectives are accompanied by initiatives focu-
sing on an improvement of working conditions, development of versati-
lity or manager training regarding the management of absenteeism. As
such, the adoptedmeasures include communication, awareness-raising
and prevention actions (vaccinations, presence of a physician on the
sites, etc.), but also verifications in order to increase the accountability
of the employees and managers. Also, based on the demographics of
certain sites, specific actions have been implemented in order to sup-
port maternity under the best possible conditions. For example, these
specific action plansmay involve adapting the workstation, or implemen-
ting preventionmeasures intended to allowpregnant women to remain at
work, if they so desire, until the start of their maternity leave.