SAINT_GOBAIN_REGISTRATION_DOCUMENT_2017

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

Promote diversity 3.2.2 With the diversification of its teams, the Group is able to adapt to the world around it and to understand its challenges, to benefit from different skills and experiences while developing its ability to innovate. Exemplary management and an equal treatment policy on recruitment, occupational training and remuneration favor diversity within the Group. Wherever it is present, the Group undertakes to promote diversity in all its forms: gender, nationalities, training, career paths, generational diversity and disabilities. To favor the multi-disciplinary nature and diversity of nationalities, the emphasis is placed on developing diversified paths in the skill areas (Marketing, Research and Development, etc.), and on establishing local managerial teams. With regard to generation diversity, Saint-Gobain ensures a balance in the age composition of employees, making room for younger and older employees. Finally, the recruitment and retaining of people with disabilities are important subjects for Saint-Gobain. The Group completes its objectives through the negotiation of work arrangements, the implementation of policies elaborated in association with specialized agencies and the strict application of the principle of non-discrimination. The increase in the gender diversity of teams is based on a voluntarist recruitment policy and on action plans for occupational promotion, equal pay, training and work/life balance. Tutoring and mentoring programs designed for women have been introduced in several General Delegations, in particular in Europe and in the Asia-Pacific region. An e-learning document on awareness of the challenges of gender diversity, entitled Gender Balance Awareness, has been drawn up and circulated in several languages to the human resources and management teams. Through training programs, communication and the organization of awareness-raising events such as Women’s Day in India, gender equality is established in the Group’s strategic vision. Present in several countries, Saint-Gobain’s female networks feed this culture of gender diversity and act as a lever to promote parity. The implementation of parentality charters in Western Europe and in the Asia-Pacific region formalizes the application of the principle of non-discrimination and promotes the efforts realized to create a hospitable environment for working parents (e.g. work arrangements, work conditions’ negotiations, development of paternity leave etc.). Finally, a systematic evaluation of the pay gap between men and women at equal position is carried out. The average pay gap for managers is recorded between 3% and 9% depending on the seniority of positions (see Chapter 5, Section 2.4). Objectives relative to gender diversity have been set in 2016 (see Chapter 5, Section 2.4). They are monitored on a trimestral basis by the Senior Management Committee and the Liaison Committee (see Chapter 1, Section 3.2). They have been developed by country and industry and are integrated

into the performance criteria that determine the annual variable compensation of senior managers. Overall at Group level, a Human Resources committee dedicated to female Talents allows for the dynamization of career opportunities. In addition to these specific objectives, a global diversity indicator which integrates gender, nationality and professional experience diversities is part of the CSR table (see Chapter 5, Section 2.1). This global diversity indicator is also a component of performance for the compensation plans of the Group’s managers (see Chapter 6, Section 2.4). Increasing employees’ involvement in a context of change, both generational and technological, is an essential challenge for the Group. To meet this challenge, the Group places “managerial attitude and involvement” at the heart of this measure (see Chapter 4, Section 1.4): managers motivate and develop the loyalty of employees by giving more meaning to their everyday work and by favoring a spirit of initiative. Saint-Gobain has defined a set of tools, seeking to contribute towards reinforcing the commitment of its employees: measuring employee commitment, remuneration, health cover, social dialogue, maintaining jobs and corporate culture. Reinforce employees’ 3.2.3 commitment Tools for attentiveness to employees and a) measuring commitment More individually, Saint-Gobain has introduced an annual interview procedure which makes it possible to ensure the regularity and quality of dialogue with employees. Individual interviews are held at least once a year for management and take place regularly among all employees. Finally, with the help of external partners, Saint-Gobain has developed a 360° assessment tool. This tool is available on request for any manager and is compulsory before taking part in any training in the management school. Surveys are conducted among employees in all the countries in which the Group is established under the responsibility of the General Delegations in order to measure: the conditions of their commitment; „ the individual perception of commitment; „ the understanding and subscription to the Group’s values, „ policies, objectives and strategy. These surveys by country or region are conducted in a coordinated manner and repeated every two years. The questionnaires are adapted to the local or regional context and include seven recurring questions on understanding and acceptance of the Group’s strategy, the sharing of corporate values, leadership, employee commitment, effective implementation of the HR policy, the Group’s attractiveness in the choice of professional paths and, finally, trust in the future.

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