2021 Universal Registration Document
4 CORPORATE RESPONSIBILITY
Social responsibility: a committed and responsible Group
Maintaining and developing skills : 2021 saw an increase in efforts to digitalise training content and a focus on cultivating a learning organisation.
Providing a common performance appraisal system based on ongoing dialogue between employees and their managers and resulting in an individual development plan
6,792 employees promoted, 32% of them women (vs 4,117 employees promoted in 2020, 35% of them women) The number of promotions represents 15.7% of the permanent contract workforce in post throughout the year (vs 9.8% in 2020) 100% of scope, vs 94% in 2020 1,219,922 training hours , vs 1,207,065 in 2020 Internationalisation of training offering: Training in English: 40 sessions per month/49,000 hours (launched 2021); 2022 target: 80 sessions a month Training in French: 280 sessions per month/385,000 hours Highlight in France: management and leadership programme This course aims to develop a shared leadership culture and help managers understand the Group’s strategic priorities 58,172 training hours; 40% of managers in France trained 41.7% of scope: France Group training expenditure: 4.1% of total payroll across the relevant scope 54.6% of scope: France, Germany, Spain Training expenditure – France : 4.6% of total payroll expenses vs 4.6% in 2020 41.7% of scope: France Rolled out to all geographies Highlight in France: targeted “Newskill” programme to promote the acquisition of new skills and/or retraining to protect and enhance employability for selected Group employees 118 employees trained and 17,315 training hours 13.3% of training hours in “Innovation and digital transformation” modules 100% of scope: Group 25% self-directed learning through digital content 100% of scope: Group employees from a diverse range of backgrounds and to treat everyone fairly. This approach is underpinned by five inclusive policies: A gender equality policy aimed at increasing the proportion of p women at every level of the organisation; A disability policy aimed at recruiting and keeping people in p employment irrespective of their disabilities; An intergenerational policy aimed at attracting talented young p people while promoting knowledge transfer between generations; A policy promoting diversity and access to employment for young p people from working-class and rural areas, aimed at diversifying our recruitment and fostering social openness; An LGBT+ policy aimed at ensuring that everyone has the same p opportunities to flourish and succeed within the Company, irrespective of gender identity, appearance or sexual orientation.
Supporting both short-term performance and the corporate plan, with two key priorities: 1) Internationalising the offering : instil a shared corporate plan, fundamentals (values, basics and governance principles) and compliance rules across the Group 2) Management and leadership programme rolled out to all Group managers (launched in France in 2021, to be gradually rolled out Group-wide starting in 2022)
Managing future operational risk by rolling out the People Dynamics approach, broken down into two key actions: 1) Identify far-reaching changes affecting our businesses over the next one to three years (emerging jobs where there is positive pressure, and/or that are sustainable or sensitive) 2) Draw up HR action plans for acquiring, maintaining and developing required current and future skills Driving sustainable performance by promoting self-directed learning, knowledge-sharing, experimentation and on-the-job learning Help employees continuously refresh their knowledge to boost their employability and meet clients’ demands Gaining and passing on knowledge must become a key part of our day-to-day activity 2022-2025 performance indicator targets Increase number of hours’ training in “Innovation and digital p transformation” modules from 14% to 20% of total training hours. Increase the proportion of self-training by promoting p micro-learning: increase proportion of asynchronous learning (e-learning and platforms) from 25% to 30%. Deploy the Group’s management and leadership programme to p all entities and countries (to be launched in 2022). Diversity and equal opportunity 2.7. The Group reaffirms its commitment to combat discrimination, based on the principle of equal opportunity. The Group is keen to create a caring environment where everyone works together to foster inclusion and well-being. As such, it endeavours to recruit
SOPRA STERIA UNIVERSAL REGISTRATION DOCUMENT 2021
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