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Every year, more than 1,000 new recruits are introduced to the Group's history and values during induction days led by senior executives from the Group's five business areas. The day concludes with a discussion with Martin Bouygues.
Over 1,800 people attended induction days in 2007.
The Group's businesses also run induction programmes for their newly recruited staff.
Another initiative is a monthly lunch at which 20 or so executives from throughout the Group have an opportunity to talk freely with Martin Bouygues on a wide range of subjects. In 2007, more than 200 employees attended these lunches.
Mobility
At 31 December 2007, Bouygues had close to 137,500 employees (75,500 in France) in a broad spectrum of businesses and some 80 countries. The Group thus offers staff members a host of opportunities for mobility and career development.
The Group has developed a vacancy database called "Mobilitel" which lists job offers in the Group's various units and is accessible by all employees. A Careers/Mobility Department is also on hand to advise employees on career development and jobs in other countries. Mobility at Bouygues can be part of specific assignments or longer-term postings.
Pay
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 corporate savings plans and complementary retirement schemes 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. Between April 2006 and April 2007, Group employees' total pay packages increased by 5.6% on average.
Training
Training is a crucial factor in staff performance in France and elsewhere and boosts career development. Training includes apprenticeship programmes to help young people obtain professional qualifications in line with the Group's recruitment needs.
Each business is responsible for its own training programmes to meet its specific requirements. In 2006, the Group devoted 83 million euros to training, representing 4% of its total payroll, whereby the statutory minimum in France is 1.6%.
As an example of an initiative in this field, the Gustave Eiffel training centre for apprentices was created in 1997 by Bouygues Construction in partnership with the Versailles Chamber of Commerce to help young people obtain professional qualifications. In 2007, 320 youth were trained at the Gustave Eiffel training centre. Of these, 153 completed apprenticeships in the Group's various French subsidiaries. The Group hosted a total of 1,143 apprentices in 2007.
Bouygues Management
Institute
Created in 1999, the Bouygues Management Institute (IMB) provides training and information to 500 senior executives from the Bouygues group. It has three goals:
- promote common values among senior executives from the Group's various businesses;
- broaden senior executives' horizons and help them take stock of their management practices;
- help them establish networks Group-wide.
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The Group management team meets regularly, under Martin Bouygues, through two bodies :
- Group Corporate Management Committee (11 senior executives)
- Management meetings (405 managers)
Bouygues group
universities
In addition to the Bouygues Management Institute, training courses tailored to the individual careers of managers are developed by the Group's subsidiaries. Each business has its own corporate university - Ulysse, Marco Polo and Pericles at Bouygues Construction, the Colas Campus and the Bouygues Immobilier University.
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Self-assessment
Bouygues SA has developed self-assessment software since 2002. Dubbed Abby, the software enables managers to compare themselves with the European Foundation for Quality Management (EFQM) model, using an anonymous voting system. Tracking and updating managerial best practice in sustainable development, the software covers the main contributing factors to sustainable excellence, divided into nine separate criteria.
The self-assessment exercise also helps to identify an organisation's strengths and areas for improvement.
The steps needed to achieve progress are then discussed and ranked by order of importance.
Eight Abby self-assessments were performed in the Group in 2007.
Information
The support departments (human resources, finance, cost control, IT, communication, etc.) have played an essential role since the Group was founded in promoting shared values. Information and training meetings are organised frequently. Likewise, each division organises its own meetings to inform and motivate staff.
A new intranet portal called e.by was set up in February 2003, enabling all Group employees to forge links and to communicate. Each of the main support departments (see above) develops and runs its own portal.
Staff
representation
France
Corporate life:
Bouygues group employees take part in corporate life through:
- staff representative bodies that offer cultural and leisure activities, sports and travel.
- councils of different bodies:
- company health plans;
- investment funds that manage employee savings schemes, the Group savings plan and the complementary retirement scheme.
Through these councils, employees play an active role in the organisation and management of company health and savings plans.
The Group Council
At 31 December 2007, more than 400 works councils were represented on the Group Council. At meetings, the Chairman and the management team take questions from representatives and set out their vision of the Group's future and strategy.
Europe: European Works Council
The Council for Dialogue has been the most senior staff representative body in Europe since 1995. In 2007, a special bargaining group was set up to prepare the transition to a European Works Council.
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