OUR ENVIRONMENTAL, SOCIAL, AND SOCIETAL RESPONSIBILITY
Our social responsibility [NFPS]
The following table gives a few examples of such agreements.
During the lockdown, a short-time work agreement was negotiated to mitigate the decline in sales force activity, and at the end of that period return-to-work measures were discussed with the CSE. In addition, teleworking will soon be deployed in the Group’s various entities. The economic redundancy plan signed in 2019 continued into 2020: the third phase of voluntary departures took place from September 1 to 30, 2020. Follow-up committees with employee representatives are held every month. We were aiming for three goals: to reduce mobility in order to avoid infection and protect our employees’ safety; • to deliver orders to our customers and keep the business running; • to ensure that our employees’ incomes were affected as little as possible. • To accomplish these goals and still keep producing in response to recent customer requests, we needed to switch some vacations days and rearrange work shifts. This was discussed with unions (where applicable) and works councils, and directly between employees and management. We reached agreements that were beneficial for all sides – truly a win-win situation. Investigations and discussions with employees were held to ensure that no one at our factory was the victim of racism or discrimination. An incident of discrimination was reported and through discussions with HR and legal it was successfully addressed. Training on discrimination avoidance is forthcoming. The yearly Collective Bargaining Agreement was successfully negotiated despite the health crisis, requiring only two days of discussions. The “Open Channel” program has been in place for a few years now and took on particular importance in 2020. It is a physical “suggestion box” system, available to employees, which is then managed digitally by a committee whose majority of members are unionized employees. Through this program, employees have raised a number of issues about the pandemic and how to manage its consequences in the workplace. Requests, doubts and questions are systematically answered, building employee confidence in the system. Employees can always make observations and comments on “Open Channel” and through the “HR & You” program. A new project called “BIC Up”, inspired by the book “Ideas Driven Organization: Unlocking the Power in Bottom-Up Ideas” (a) , is currently being tested. Everyone is invited to share, comment, and implement their own ideas and those of others.
Gaffney (United States) Saltillo and Cuautitlán (Mexico) Manaus (Brazil)
Gaffney (United States)
Authors : Alan G. Robinson and Dean M. Schroeder. (a)
This culture of remaining attentive to its personnel and taking collective requests into consideration is vital for the Group and will be maintained in the years to come through contacts with both labor unions and employee representatives. For 2021, the BIC Group is planning to set up permanent and generalized methods for distance working.
• BIC GROUP - 2020 UNIVERSAL REGISTRATION DOCUMENT •