Retour la liste des raccourcis et au menu d'échappement
A more attractive company
The Group hired 8,500 new employees in 2006, and plans to hire a further 10,000 in 2007, 4,000 of them in France. In this context, the company’s attractiveness is a key strategic priority for 2006 and 2007, both to appeal to potential new recruits and to encourage the loyalty of current employees.
In 2006, the annual Bouygues Construction Challenge was broadened to involve other profiles – supervisors and site workers as well as recent graduates. Alongside the Group’s more traditional presence at business and engineering schools, these events helped provide solutions to the Group’s urgent recruitment needs.
To promote greater employee loyalty, profit-sharing agreements were concluded in the majority of French subsidiaries in June 2006, one of the most symbolic measures taken during the year.
Personalised training
Training and equal opportunity
Develop our employees’ skills and promote equal opportunity.
| Commitments | Common core actions |
|---|---|
| - Make Bouygues Construction more attractive | - Design action plans in every entity to enhance attractiveness |
| - Promote the personal development of employees (welfare, fulfilment and career development) | - Develop site worker guilds or career paths that reward top-flight workers - Conduct employee satisfaction surveys |
| - Encourage diversity in the company | - Increase the number of women employees in the company - Introduce a section on employees with disabilities in our HR policy - Apply equal opportunity to the hiring process |
| - Encourage employees to play an active role in sustainable development actions | - Encourage the involvement of employees in the sustainable development approach |
A more attractive company
The Group hired 8,500 new employees in 2006, and plans to hire a further 10,000 in 2007, 4,000 of them in France. In this context, the company’s attractiveness is a key strategic priority for 2006 and 2007, both to appeal to potential new recruits and to encourage the loyalty of current employees.In 2006, the annual Bouygues Construction Challenge was broadened to involve other profiles – supervisors and site workers as well as recent graduates. Alongside the Group’s more traditional presence at business and engineering schools, these events helped provide solutions to the Group’s urgent recruitment needs.
To promote greater employee loyalty, profit-sharing agreements were concluded in the majority of French subsidiaries in June 2006, one of the most symbolic measures taken during the year.
Personalised training
Bouygues Construction spent €25.6 million on training in France in 2006, equivalent to more than 4% of its payroll (both general training and specific professional training programmes).
The aim in for 2007 is to add further to the training options available and tailor each employee’s training plan still more to individual needs, with a series of specific commitments.
Ecovert FM sets up a corporate university in the UK
Ecovert FM created an “FM university” in 2006. Its purpose is to serve as an R&D centre and to provide high-quality training programmes leading to a qualification and opening up prospects for promotion. Ecovert FM has been accredited by government departments and professional associations to dispense training programmes leading to qualifications (e.g. HR management, finance, safety, facilities management). It will open in 2007 for Ecovert FM employees and recent graduates taking part in induction programmes and on apprenticeship schemes. Scholarships will be available.
The aim in for 2007 is to add further to the training options available and tailor each employee’s training plan still more to individual needs, with a series of specific commitments.
Ecovert FM sets up a corporate university in the UK
Ecovert FM created an “FM university” in 2006. Its purpose is to serve as an R&D centre and to provide high-quality training programmes leading to a qualification and opening up prospects for promotion. Ecovert FM has been accredited by government departments and professional associations to dispense training programmes leading to qualifications (e.g. HR management, finance, safety, facilities management). It will open in 2007 for Ecovert FM employees and recent graduates taking part in induction programmes and on apprenticeship schemes. Scholarships will be available.
Site worker guilds
Established by Francis Bouygues in 1963, the Compagnons du Minorange, a company guild, now has nearly 900 members (out of 9,600 site workers in France). It is a way of recognising the best site workers who demonstrate exemplary skills in the areas of transmission of knowledge to young people, safety, fraternity, solidarity and respect on-site. Similar guilds have been set up in other countries (Morocco, Hong Kong and Cuba), while ETDE has established the Ordre de l’Energie on the same model.
Diversity in the company
Initiatives in three areas were undertaken in 2006:
Increasing the number of women employees, who constitute 12.6% of the total workforce and 17% of managers, slightly up on 2005. A growing number of women are being appointed to operational positions of responsibility, in sales and in property development, for example. On the other hand, there are very few women among the Group’s site workers, in spite of a number of interesting initiatives, such as a partnership between GFC Construction and ANPE (the French national employment agency) to provide specific training for women site workers.
Several Group companies carri
ed out operations seeking to offer work opportunities and job security to disabled people. In 2006, Bouygues Bâtiment Ile-de-France signed up to a charter on employing the disabled, while ETDE signed a 3-year agreement with the trade unions to take on 60 disabled people by 2008, to guarantee job protection to disabled workers, and to contract business to the sheltered sector (€100,000 of business contracted in 2006).
A training module has been devised to raise the awareness of recruitment managers to the issue of equal opportunity.
Increasing the number of women employees, who constitute 12.6% of the total workforce and 17% of managers, slightly up on 2005. A growing number of women are being appointed to operational positions of responsibility, in sales and in property development, for example. On the other hand, there are very few women among the Group’s site workers, in spite of a number of interesting initiatives, such as a partnership between GFC Construction and ANPE (the French national employment agency) to provide specific training for women site workers. Several Group companies carri
ed out operations seeking to offer work opportunities and job security to disabled people. In 2006, Bouygues Bâtiment Ile-de-France signed up to a charter on employing the disabled, while ETDE signed a 3-year agreement with the trade unions to take on 60 disabled people by 2008, to guarantee job protection to disabled workers, and to contract business to the sheltered sector (€100,000 of business contracted in 2006).A training module has been devised to raise the awareness of recruitment managers to the issue of equal opportunity.
.
Publications