Despite the tough economic conditions in 2013, average wages actually rose slightly. The compensation policy of each business area within Bouygues group is a key factor in attracting, motivating and retaining staff. Individual compensation rewards potential, performance and professionalism. Pay is also proactive, based on external elements (rises above the inflation rate, attractiveness to potential candidates) as well as on the company’s financial performance. Depending on the country, wages are supplemented with benefits such as profit-sharing, additional social protection, pension savings plans, a thirteenth month’s pay, top-up contributions, and social and cultural activities. Several business areas provide each employee with a personalised document summarising all these benefits to give them an overview of their total compensation.

Bouygues Construction

In France, at Bouygues Construction, the 2012 salary review resulted in a 2.5% average increase in pay. In addition, nearly 45 % of employees received a personal bonus. The pay policy is rounded out by collective compensation arrangements (profit-sharing, of which the discretionary part was subject to a renewal agreement in 2012) and employee savings plans (employee savings and collective retirement saving schemes).

Salary reviews are a basic tenet of the HR policy in effect at all of Bouygues Construction’s operations. Common to the process are local manager involvement, centralisation of final decisions within each subsidiary or country, the identification and rewarding of key categories and data consolidation. In countries benefiting from a broad-based increase applied at nationwide level (e.g. in Nigeria), personal pay reviews have a personal and team dimension, in order to reward performance and stimulate potential. This process represents an indicator that is monitored and audited internally, within the scope of the HR development indicator put in place by Bouygues Bâtiment International within its subsidiaries.

Bouygues Immobilier

Bouygues Immobilier has a comprehensive compensation policy that encompasses a fixed wage in recognition of skills, a variable portion that rewards performance and various benefits (such as the discretionary profit-sharing scheme, which was renegotiated in 2013), which aim to foster loyalty to the company.

A compensation survey on the property development industry by Aon-Hewitt in 2013, in which Bouygues Immobilier took part for the second consecutive year, placed the company above the market benchmark.

Bouygues Telecom

In 2013, employees of Bouygues Telecom enjoyed an above-inflation pay rise on average.

In addition, a one-off bonus of €500 was paid out to staff not benefiting from a variable pay award. Managerial staff surrendered two days of leave arising from rules on reduced worktime in exchange for a 1.5 % monthly increase in pay.

Since the company did not return a profit in 2012, it was not in a position to assign funds to staff profit-sharing in 2013 with reference to the preceding calendar year.


In France, at Colas, annual average salaries rose across all categories of employees. In consultation with trade unions, Colas renewed the incentive scheme first introduced in 2010, giving employees a stake in the company’s results.

Employees also benefit from a non-discretionary profit-sharing and an employee savings scheme.


In 2013, showing an average increase of 1.8%, pay policy at TF1 was focused on two goals:

temper growth in payroll within the context of productivity drives; and make room for targeted increases in purchasing power, by means of an above-inflation rise. A further increase of 0.7% was awarded to the 360 employees on the lowest pay scale.

(Updated: January 2016)