88
I LISI FINANCIALREPORT2013
CORPORATESOCIALRESPONSIBILITY
6
Anxious to preserve employment within the various Group entities,
LISI strives to implement all preventive measures meant to avoid the
requirementforredundancies.Thusreducingovertime, reducingtheuse
oftemporaryworkor implementingpartialunemploymentatsomeof its
entities, areallmeasures thathave limited thenumberof redundancies
to26departures in2013.
Group total
Total new recruits
1,149
ofwhichManagement
101
Total departures
819
ofwhichManagement
97
Departures bymotive
0
Resignations
257
Negotiateddepartures
46
Dismissals (disciplinary)
92
Layoffs
26
Othermotives fordeparture
398
Internationalmobility
Numberofexpatsasat12/31/2013
16
Numberof impatsasat12/31/2013
3
1.1.4Compensationandchanges
In France, annual wage negotiations have permitted increases being
made toemployees in stepwith the resultsand cost of living context of
eachsite.
The LISI AUTOMOTIVE division sites have thus demonstrated a
responsible approach in agreeing on a moderate evolution of their
payroll.
Conversely,on thebest-performingsites,particularlywithin theDivision
LISI AEROSPACE, agreements have permitted employees a significant
salary increaseeither in the formofageneral increaseorassignedonan
individualbasis.
In addition to the increase in the base salary, the negotiations also
allowed for the implementation, in linewith the specificities of eachof
the plants, ofmeasures concerningminimum salaries, the value of the
certainbonuses (seniority, team,night, lunch)andevenon flexi-time.
In linewith previous years, the group remains attached to the idea of
fairsalariesbasedonemployees' contributionsand the resultsobtained.
Hence, a significant proportionof salaries is linked toperformanceand
distributed in particularly via incentive bonuses, participation in the
resultsandprofit-sharingbonuses.
Employees alsohave savingsplans that consist of variousmutual funds
towhich theymay allocateall or part of their rights, ormake voluntary
contributions. These payments qualify as appropriate, to matching
contribution fromtheemployer.
For 2013, the sums awarded to the employees in respect of incentive
bonuses, participation and profit-sharing represented more than
€13.5million,oralmost4.65%ofthetotalpayrollcostsoftheGroup.
In France, the LISI Group employees receive a supplementary defined
contributionpensionscheme (theso-called "Article83").
Theemployer pays amonthly feeonamutual fundopen toemployees
to enable them to build up retirement savings. Employees maymake
voluntarypaymentsorallocatedaysoff to increase theamountof these
savings. Upon retirement, the resulting savings are converted into an
annuity. Employees then receive additional income throughout their
retirement.
Identifying and retaining talent is amajor challenge for the LISI Group.
Assuch,executivesorownersofkeypositions intheorganizationreceive
a share awardprogram conditional on themedium-termperformance
of the company. This method of variable remuneration enables them
topartner closelywith the company's performance results over several
years.
1.2
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ORGANIZATIONOFWORKINGTIME
1.2.1Organizationofworkingtime
Thework of production staff ismost frequently organized in two (2x3)
or three (3x8) daily shifts. Depending on the site, substitution teams
are likely tobe implementedonweekenddays.Moreover, nightwork is
carriedoutincertainsectorstomeettheneedsofspecificresponsibilities.
Overtime accounted formore than 720,000hours in 2013, or 4.85% of
hoursworked.Thisnumberofhours ismainlyduetotheheavyworkload
onLISIAEROSPACEsites(500,000extrahours,ornearly2/3oftheGroup's
totalovertime).
In France, the senior staff follows theprincipleof a flat number of days
per annum (218), thereby acquiring days off. Depending on entities,
executivescanusesomeof thesedays in the formofaco-investment to
benefit fromemployer-fundedtrainingactivities.
