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An efficient and responsible Group A Group that is committed to the professional growth of its employees

The four pillars of the OPEN program to 3.2 implement the Human Resources policy

Saint-Gobain has launched the OPEN (Our People in an Empowering Network) program, a management tool designed to enhance employee satisfaction. Action plans are defined for each objective identified as a priority for contributing effectively to a working environment that is conducive to professional and personal development and which balances job-related performance with employees’ well-being.

The Human Resources’ monthly meeting, chaired by the Senior Vice President, in charge of Human Resources and gathering in particular the principal Human Resources Directors of the General Delegations and of the Sectors, ensures the regular follow-up of action plans conducted for each of the program’s pillars.

THE OPEN PROGRAM

PURSUE DIVERSIFICATION IN OUR TEAMS

DEVELOP OUR MOBILITY POLICY

ONGOING DIALOGUE WITH OUR STAKEHOLDERS

CROSS-DISCIPLINARY STRATEGY OF HABITAT LEADER

INCREASE EMPLOYEE COMMITMENT

DEVELOP OUR TALENTS

INNOVATION AS A DRIVER OF DEVELOPMENT

CUSTOMER-FOCUSED ORGANIZATION

Enriching the policy of mobility 3.2.1 Every Saint-Gobain employee, no matter what their position in the company, should benefit from career enrichment. Their career path at Saint-Gobain should be a positive marker of their career so they feel they are an ambassador for the Group. Promoting and enriching employees’ professional mobility, whether geographic, functional or between the Activities, is a priority for the development of market and customer knowledge and accelerating the Group’s growth: It is an essential lever for contributing diversity, innovating, „ developing the individual and collective skills necessary for the organizational and technological requirements of the Group’s Activities. This also enables the sharing of market and customer knowledge, exchange of different experiences, development of an open mindset and enrichment of the careers of its employees; Mobility should reconcile employees’ professional „ development with business requirements. Offering more opportunities for development fosters employee loyalty and it intensifies the crossover between activities, generating new solutions for customers.

The system used by Saint-Gobain to support mobility is based on broad communication of the policy and associated actions, and on a concerted vision of mobility. This communication is based on a mobility charter, common to all Group entities, allowing movement management rules to be disseminated and harmonizing employee review practices. Similarly, all employees are invited to consult the job offers that are made and to apply for them. The online platform OpenJob has been developed and used in the General Delegations to meet this requirement. This platform is accessible on mobile devices for all employees. In the various Group entities, mobility committees bring together human resources managers to share job offers and exchange points of view of employees’ development prospects. These mobility committees cover all employees and are reinforced for managers. The management teams also encourage employee mobility and include applications from employees from other Activities in their succession plans. In the event of geographic mobility, the Group offers each employee support for himself and his family. Finally, within the scope of reorganization projects, Saint-Gobain favors the conclusion of mobility agreements.

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