Bouygues' remuneration policy is based on four main principles. Each business then adapts its policy in accordance with its own strategic priorities:
- Remuneration is comprehensive, in other words it takes account of all forms of remuneration: fixed or performance-related, immediate or deferred, and any benefits in kind. This helps boost direct profit-sharing, profit-based incentives and company contributions to company savings schemes and collective retirement savings schemes (PERCO) set up in 2006.
- It is optimised, since it includes pay components at no further cost to the company that are attractive for employees and meet specific needs, relating to age and family status, for example.
- It is individualised, rewarding employee performance according to professionalism, results and potential.
- It comprises a variable component allocated to employees according to collective and individual performance, based on clearly defined objectives that are often year-long.
An appraisal is held once a year between line managers and their employees. It enables them to review the employee's performance, discuss career development opportunities and set objectives that will serve as a reference for performance-related pay during the year in question. It also serves to identify training needs and requests.
Guidelines for pay rises for the coming year are set by each business alongside the Group's senior management, following consultation with the trade unions. Particular attention is paid to young and high-potential employees.
(Updated: March 2010)
