85 / 330
3
4
4
AN EFFICIENT AND RESPONSIBLE GROUP
3. A Group that is committed to the professional growth of its employees
85
SAINT-GOBAIN
- REGISTRATION DOCUMENT 2016
crossover between activities, generating new solutions for
customers.
the potential for innovation at Saint-Gobain. It also presents a
solution to reconcile employees’ professional development
with business requirements: offering more opportunities for
the development of employee loyalty and it intensifies the
Professional mobility is an asset to the Group as it increases
the sharing of experiences among employees and therefore
actions, and on a concerted vision of mobility.
The actions taken by Saint-Gobain to support mobility are
based on broad communication of the policy and associated
General Delegations to meet this requirement.
to be disseminated and harmonizing employee review
practices. Similarly, all employees are invited to consult the
job offers to be made and to apply for them. The online
platform OpenJob has been developed and used in the
to all Group entities, allowing movement management rules
This communication is based on a mobility charter, common
from employees from other Activities in their succession
plans.
and are reinforced for managers. The management teams
also encourage employee mobility and include applications
prospects. These mobility committees cover all employees
In the various Group entities, mobility committees bring
together human resources managers to share job offers and
exchange points of view of employees’ development
the scope of reorganization projects, Saint-Gobain favors the
conclusion of mobility agreements.
In the event of geographic mobility, the Group offers each
employee support for himself and his family. Finally, within
Promote diversity
3.2.2
nationalities, training, career paths, generational diversity and
disabilities.
management and an equal treatment policy on recruitment,
occupational training and remuneration favor diversity within
the Group. Wherever the Group is present, Saint-Gobain
undertakes to promote diversity in all its forms: gender,
adapt to the world around it and to understand the
challenges, to benefit from different skills and experiences
while developing its ability to innovate. Exemplary
With the diversification of its teams, the Group is able to
Research and Development, etc.), and on the establishing
local managerial teams.
diversity of nationalities, the emphasis is placed on
developing diversified paths in the skill areas (Marketing,
gender diversity. To favor the multi-disciplinary nature and
diversity, entitled Gender Balance Awareness, has been
drawn up and circulated in several languages to the human
resources and management teams. Present in several
countries, Saint-Gobain’s female networks feed this culture of
occupational promotion, equal pay, training and work/life
balance. Tutoring and mentoring programs have been
introduced in several General Delegations and an e-learning
document on awareness of the challenges of gender
voluntarist recruitment policy and on action plans for
The increase in the gender diversity of teams is based on a
for younger and older employees. Finally, the recruitment and
retaining of people with disabilities are important subjects for
Saint-Gobain.
With regard to generation diversity, Saint-Gobain ensures a
balance in the age composition of employees, making room
objectives :
In 2016, Saint-Gobain implemented 3 mid and long terms
experience)
always have more than 90% of senior executives who
meet one of the 3 diversity criteria (gender, nationality,
25% of female managers in 2020
25% of female senior executives in 2025
all ways of diversity.
These objectives represent the Group's ambition to promote
Reinforce employees’ commitment
3.2.3
culture.
principles, Saint-Gobain has defined a set of tools, seeking to
contribute towards reinforcing the commitment of its
employees: measuring employee commitment, remuneration,
health cover, social dialogue, maintaining jobs and corporate
are saying, and refraining from any complacency. From these
keeping with the Group’s values, dealing with their teams and
individuals, saying what they are doing and doing what they
employees by giving more meaning to their everyday work
and by favoring a spirit of initiative. Whatever the hierarchical
level or geographic area, four managerial attitudes guide and
commit employees to a situation of supervision: acting in
both generational and technological, is an essential challenge
for the Group. To meet this challenge, the Group places
“managerial attitude and involvement” at the heart of this
measure: managers motivate and develop the loyalty of
Increasing employees’ involvement in a context of change,