For several decades, we have pursed a deliberate policy of investing in human potential. We recruit men and women who believe in our Values, offering them real operational responsibilities assigned within the scope of a business project they have helped to develop. We give everyone the opportunity to progress through training, multi-skilling and career progression.
A proactive HR policy
1. Policy implementation
For many years, we have pursued a deliberate Group management policy, defined annually, which outlines strategy based on company vision and proposals from our units and branches, budgeting, cascading objectives and incentive systems.
This means all our employees are able to:
- help define areas for improvement and/or the projects for their unit;
- understand how their contribution fits into the broader context of their unit’s objectives;
- enjoy a certain autonomy and motivation to achieve the expected results; and
- be clear about what the company expects from them.
It allows our company to:
- anticipate business trends and the human capital needed for our Group strategy to succeed; and
- define the investments necessary to implement projects and/or improvement plans.
All our companies organize training tailored to the needs of our employees at all levels of the company as part of a skills forecasting and training policy, giving preference to training leading to a qualification (like the CQPM vocational metallurgy diploma in France).
Ongoing dialogue is encouraged between our employees and their managers, including at least one individual annual review and, when new skills have been acquired, a career interview.
Foremost in our minds at all times are our core Values—dynamism, innovation and commitment—the bedrock of our code of good conduct and management principles.
3. Social dialogue
We believe in the importance of communication. This is why we encourage social dialogue between our management teams and employees, to exchange experiences and information on the achievements and the challenges facing our different business units, taking into account the local culture and the social and economic context in each country. As a result we can develop constructive programs to improve competitiveness at each plant, encourage innovation and collectively reap the fruits of resulting improvements.
4. Total Quality Charter
We owe the continuous improvement of our business units to our Total Quality Charter approach, in place since 1993. All our business functions follow its principles to the letter.
We involve all our employees at all levels in improvement initiatives, such as problem resolution groups, suggestion systems, the development of multiple skills and staff empowerment.
Such tools foster a community spirit and motivate teams to invest in the continuous improvement of their unit as part of a win-win partnership.
Our newsletter, Le Lien, published several times a year and made available to all employees in the eight languages spoken throughout the Group, keeps everyone up to date with our latest news and our human and technical success stories, and reports on the rich experiences and cultures of our employees.
Our business units also publish their own internal newsletters to keep their teams informed of recent initiatives and actions.