Fair and evolving remuneration, employee benefits
The Group has a proactive remuneration policy that rewards employees collectively and individually for their merits, commitment and performance. This approach, which is a marker of respect, underpins how we recognise each person’s skills and potential.
Each business segment, depending on the country, has a remuneration and perks policy aimed at rewarding the individual and collective performance of its teams. This includes voluntary and compulsory profit-sharing schemes, employee benefits, pension savings plans, a thirteen month’s pay, employer top-up contributions to savings schemes and social and cultural activities.
This policy is also nimble: Bouygues makes it priority to mitigate as far as possible, or even offset entirely, the negative impacts of the rising cost of living for its people – especially those in the lowest wage brackets. In addition to their salary, employees also receive a high-quality package of benefits that includes personal risk coverage, healthcare and a retirement savings plan.
Pioneer for employee share ownership
Sharing the value created with its people and encouraging employee share ownership have always been high on Bouygues’ agenda. As early as 1989, the Group set up a company savings scheme (PEE), with the level of employer top-up contributions raised on regular occasions.
Over the past 20 years or more it has introduced several employee-reserved capital increases. Bouygues is, in fact, a pioneer among CAC 40 companies when it comes to employee share ownership.
This share ownership culture is also gaining further momentum outside of France, particularly in Belgium, Switzerland and The Netherlands.
19,2 %
Capital held by employees
in 2025
72 000
Employee shareholders
in 2025
Training & development
We endeavour to create an environment in which our people can develop their employability and enhance their skills through support and training programmes to help them advance in their careers.
The Group’s employees are trained at all levels of the organisation, through common management training curricula and other courses delivered by the six business segments.
Top management community
Identifying and developing talented people within the Group is the cornerstone of our arrangements.
The Bouygues Management Institute (IMB) forms a network among the Bouygues group’s top managers and invites them to reflect on current and future challenges, share practices, and give serious thought to the Group’s values and ethical commitments.
Investment in training
Bouygues invests in training to support its people by contributing to their employability and developing new skills, at a time of increasingly fast change in the climate, uses and technology.
The Gustave Eiffel centre, which is supported by the Bouygues group, prepares students for vocational examinations in construction, electrical engineering and service trades.
Internal mobility
Internal job mobility within the Group is a priority. Given the size and diversity of Bouygues and its activities, the Group acts as an excellent internal job market in itself, giving every employee the chance to advance their career.
Listening and talking
High-quality labour relations are a particular strong point within the Bouygues group, founded on a constructive approach in which trade unions and other employee representative bodies make an active contribution. In 2025, this policy was reflected in:
A high level of turnout of 77.2% in France in Bouygues’ workplace elections. In France, the Group has 366 Economic and Social Committees and 4,661 elected employee representatives for a total headcount of 88,609.
Strong grassroots employee representation. In Europe, the Group’s European Works Council now represents employees from 20 countries since Ireland joined.
Providing an inclusive working environment
The Bouygues group’s HR policy reflects its strong commitment to HR ethics. The Group endeavours to provide a working environment that embraces diversity in all its forms and is welcoming of people from all walks of life, regardless of age, sex, social origin or sexual orientation, in compliance with local laws.
All Group employees should feel free to express themselves and enjoy the same career opportunities. For Bouygues, this open-minded attitude is a source of performance and creativity.
Gender balance
Ensuring that women and men are more evenly represented at every level – including in senior management bodies – is a top priority for Bouygues.
The Group’s training programmes and other initiatives on this front are geared towards bringing more women into its workforce and supporting their careers. The variable remuneration of the Group’s Executive Officers and of business segment senior executives is partly based on gender balance criteria.
In signing the cross-company initiative #StOpE, Bouygues has pledged to combat everyday sexism in the workplace. The B.together network brings together seven of the Group’s mixed and female networks across 14 countries and raises awareness on diversity and inclusion issues.
Gender equality index 2025 Bouygues SA = 89/100.
Disability
The Bouygues group has a long-standing policy of actively hiring and promoting people with disabilities. This disability-friendly policy, which is backed by tangible initiatives, aims to ensure that people with disabilities can access the full range of career opportunities on offer within the Group, and that they are included in all of the company’s business activities. The policy also covers the accessibility of all applications and information systems used within the Group. Providing a welcoming and supportive environment over the long term for people with disabilities is among our top priorities.
In 2019, Martin Bouygues signed the Manifesto for the occupational integration of people with disabilities, which includes ten pledges.
Diverse social and cultural backgrounds
We believe that everyone, in France and worldwide, should have the same opportunities regardless of their age, educational attainment, and social and cultural background.
With more than 50% of our employees outside France, the Bouygues group attaches increasing importance to internal job mobility between countries and business segments.
Generational diversity
The Group views generational diversity as essential to effective collaboration and the imparting of expertise within our workforce.
For this reason, we make maintaining and developing our employees’ skills a key focus of our onboarding and loyalty-building processes.