|Reduce the workplace accident frequency ratea||5.2 %||4.9%||5.1 %||Down vs 2019|
|Increase the proportion of women on the workforce||18.4 %||18.7 %||18.8 %||21% in 2020|
|Increase the proportion of women in executive bodies in Franceb||18.8 %||20.4 %||21.1 %||23% in 2020|
Result in line with the objective Result lagging behind the objective Not achieved
(a) Number of accidents involving time off work x1,000,000/number of hours worked. The auditor states that it has obtained reasonable assurance for the 2020 indicator.
(b) Executive Committees or equivalent of senior management teams in the Group’s five business segments and in Bouygues SA.
Bouygues believes that its own people, who are united by a strong culture, are its most important resource. Their dedication helps drive the Group’s performance. This is why we pay special attention to each one of our employees, both in terms of their career development and their job satisfaction within the Group.
In light of the new working methods adopted during the Covid pandemic, and in line with our Climate strategy and our inclusiveness policy,
Bouygues works to…
…support the transformation of working methods
The Group believes ensuring the physical well-being as well as the health and safety of its people is a top priority.
- By using new technologies, Bouygues is transforming its operational tools to meet this objective. In 2020, the roll-out of connected objects such as the iPilot system (a system for the remote operation of cranes) and the connected sleeve (an innovation that assists site workers) has made work less arduous and helped prevent accidents.
- Teleworking has become more widespread due to the Covid-19 pandemic. The Group is supporting this development with the roll-out of on-line collaborative platforms, digital literacy training and equipment to make sure employees have what they need to work effectively from home. Other such measures include making employees aware of their right to disconnect and finding the right balance between teleworking and working in the office.
…help employees gain future-ready skills
In 2020, 80,165 employees completed a training course. Bouygues’ Climate strategy is a great opportunity to advance within in a profession whilst taking part in the fight against climate change at the same time. Training programmes on the environment and CSR issues have been boosted in order to raise awareness amongst the business segments about climate-related challenges :
employees completed a training course
Bouygues Construction has launched WeWood Academy to provide training in timber and bio-based construction which is at the heart of its strategy.
- Colas has expanded its training to include courses on topics such as worksite waste management.
- TF1 is upskilling its teams on the theme of eco-friendly television production.
- A specific training module entitled “Carbon-free prosperity” is also being provided to Bouygues’ 500 top managers.
As well as being fundamental to the Group’s transformation, these new environmental and CSR skills will bring employees in to line with the requirements of tomorrow’s world of work. They are fully in keeping with the Group’s human resources policy, which emphasises internal promotion, training, and job and geographical mobility as a path to varied and rewarding careers.
…speed up the advancement of women within the Group
Gender balance is a source of strength, creativity, cohesion and as well as, ultimately, a performance driver. Given the predominance of its construction businesses, the Group’s workforce has traditionally counted more men than women. As a result, we are rolling out a concerted gender equality policy.
Our first “Group Gender balance” action plan launched in 2017 set the ball rolling, particularly in terms of women advancing to management positions (in 2020, 20.7% of women were department head or a more senior grade versus 17% in 2017).
of women “department head”
The new plan, launched in 2021, whose targets are for 2023, is based on three priority areas:
1 – Training courses to support the advancement of women’s careers, aimed particularly at women managers and high-flyers.
2 – More enhanced HR communication aimed at women in order to promote gender balance.
3 – Shared metrics to track progress that will be factored into the performance-linked pay of senior executives.