Egis is constantly seeking to reconcile its focus on economic growth with the career development of its employees. Listening to people’s needs, continuing a rigorous and constructive social dialogue, are the key elements of this approach.

Egis acts as a responsible employer by:

  • Favouring sustainable employment. The last few years, more than 95% of employees in France have been on permanent contracts,
  • Promoting the professional development of its employees,
  • Renewing its anti-discrimination policy.
See the Egis human Resources Management Code  :  “Overall commitments described in this code are a target which needs to be achieved, promoted, challenged and adapted by all and for all in our professional lives”

 

An employment Pact

Recent orders at Egis have been marked by a growing proportion of complex projects assigned to the group, and their location outside of the French market, in high growth regions like Qatar, Saudi Arabia, India and Brazil. Wherever possible, career paths need to be in line with these new operational requirements. This condition will ensure they are dynamic and secure.

An employment pact was created for this purpose, and its main commitments are as follows:

  • Management’s commitment to play a more proactive role with regard to employees, especially in situations where the need to develop skills is most evident.
  • Employee commitment to careers that might include geographical or professional mobility, with all the problems and opportunities this represents. These career paths require increased personal support (individual career assistance, training).
  • The commitment by group management and its subsidiaries to develop information on internal employment opportunities, which, in a larger group, are not always sufficiently well known. Examples of internal careers are now widely available. “My career with Egis” meetings have been organised by site to discuss the opportunities for professional and geographical mobility in the group,
  • Involvement of social partners: all the trade unions have signed an employment agreement that aims to develop strategic workforce planning, applying the broader guidelines established further up the chain, and paying special attention to methods of career support. This policy has resulted in a significant increase in professional and geographical transfers within the Group.To see KPIs on labour relations, see our Extra-Financial Reporting (jobs, work organisation, mobility, etc.)

Recently:

  • Continuation of the Strategic Workforce Management (GPEC) agreement with three “business activity observatories” carried out and specific monitoring of vulnerable jobs.
  • Continuation of career appraisals allowing employees to plan for the future of their professional careers and identify the skills development they need.
  • Career support policy : Management system using annual targets, Career appraisals by each BU, People reviews performed by each BU, A group-wide talent management process (annual people reviews & succession plan) for specific groups: leaders, directors of major Group projects, high-potential women.

 

Focus on mobility / Egis offers its employees a wealth of opportunities to work in an international context
Internal mobility is a key element of Egis’s HR policy in terms of managing jobs and skills. Several agreements guide this policy and, to increase the visibility of jobs to be filled internally, a platform on the intranet “StepUp” has been made available alongside job descriptions

Mentoring: as beneficial for the company as it is for employees

To renew the traditional forms of employee development and to promote cross-business networking in the group, a mentoring scheme was launched. Our ambition is of course to expand the initiative, in numbers and geographical scope, by encouraging our international subsidiaries to adopt the initiative. Finally, work is still needed when it comes to supporting women in the workplace so that they have the confidence to put themselves forward more.

Social dialogue that prioritises relationships and respects people’s rights

With regard to social dialogue, monthly meetings are held with union coordinators and two to three meetings are held with the Group Committee. This number and frequency of meetings goes well beyond the legal requirements.
Since 2011, a major project of aligning the Group’s labour agreements was launched.
The latest agreements signed include:

  • Telecommuting – 2019
  • Quality of life at work / reight to disconnect – 2018
  • Generation contracts – 2017
  • Accumulated leave – 2017
  • GPEC (strategic workforce planning) – 2016
  • Gender equality – 2016
  • the employment of people with disabilities – 2016
  • the bike-to-work scheme – 2016
  • Establishment of a profit-sharing scheme – 2016
  • Medical expenses and retirement benefits – 2008 (all Egis Group employees are covered by this binding agreement – for employees of Egis in France)

Employee shareholding

In the first half of 2011, Egis opened up 25% of its capital to key executives (referred to as “partners”) as well as all French employees through a company mutual fund (FCPE). At the time, the capital structure set up had never been seen before in the engineering sector: Egis combined a major financial institution focused on the long term, the Caisse des Dépôts, and a motivated and dynamic shareholding of managers and employees committed to the success of their group.

A social barometer

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In September 2018, the 5th edition of the social barometer has been launched. Each employee had the chance to express themselves on their level of satisfaction and expectations in areas such as working conditions, staff recognition and career prospects, the functioning and organisation of their entity, and their degree of trust and commitment. This survey offers an in-depth insight into the internal climate at Egis. It is an important tool for coordination and decision-making, guiding the workings of the different organisations, management, human resources management and even social responsibility. It therefore actively contributes to the social and economic performance of the Egis Group. It is part of its “managerial commitments” and its desire to develop a culture of feedback.

Résults

The results of the social barometer conducted with the CDC group show that the Group’s employees are satisfied. 50% of employees surveyed (worldwide) answered the questionnaire. The scores are consistently and significantly more favourable than in 2015.
Specifically, we can observe:
• A clear sense of pride to be working for Egis: 88%(+14pts) – N.B. 78% of employees would recommend working at Egis to relatives,
• A high level of job satisfaction: 73%(+8 pts),
• A high level of trust and a clear improvement in attitudes towards the management team 74% (+19 pts) as well as the employee representative bodies 73% (18pts),
• An overall level of career satisfaction in line with the national standard (76%) and seeing significant improvement (+9pts),
• 61% are on board with the Group’s strategic choices (+23 pts) and 69% are confident in its ability to adapt and perform (+18 pts), although only 53% have a clear vision of the strategic objectives.