Corporate Social Responsibility
1
6
96
I
LISI 2014FINANCIALREPORT
Regarding the departures in the year 2014, LISI experienced a total of
329 resignations and 98 negotiated departures. Resignations account
for nearly 40% of departures and remain themost common cause of
departure from the company. The Group proceeded to a total of 111
dismissals forpersonal reasons (disciplinaryorother).
LISI
Totalnew recruits
1,397
ofwhichManagement
142
Totaldepartures
1,056
ofwhichManagement
110
Departuresbymotive
Resignations
329
Negotiateddepartures
98
Dismissals (disciplinary)
111
Layoffs
50
Othermotives fordeparture
468
Internationalmobility
numberofexpatsasat12/31/2014
21
numberof impatsasat12/31/2014
4
1.1.4Compensationandchanges
In France, the annual salary negotiations resulted in the award to the
employees of salary increases in linewith the results and the business
situationofeachsite.
Thesites therebydemonstratedaresponsibleapproachbyagreeingona
moderategrowthoftheirpayrollbill.
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, tomatching
contribution fromtheemployer.
For 2014, the sums awarded to the employees in respect of incentive
bonuses, participation and profit-sharing represented more than
€16.1million,oralmost4.61%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
|
Organizationofworking time
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. Furthermore, nightshift
workingwascarriedout incertainsectors inorder to respond tospecific
workloadrequirements.
Overtime accounted formore than 889,000 hours in 2014, or 5.11% of
hoursworked. This volumeof hours ismainly related to the significant
workloadat the sitesof theLISIAEROSPACEdivision (500,000overtime
hoursworked).
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.
