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Corporate Social Responsibility
LISI 2014FINANCIALREPORT
I
97
1.2.2Absenteeism
In2014,theabsenteeismrateremainedbelowthe4%threshold ineachof
thedivisionsoftheLISIGroup.
Various measures are taken at the divisions to reduce the number of
hours lost:
■■
Atmostunits, incentiveagreements includeanabsenteeism indicator,
■■
Interviews are conducted upon the employee's return to identify the
levers of progress that will help prevent further absences (e.g.: work
on ergonomics, gestures and posture training, adaptation of team
schedules),
■■
Communicationactionsareput inplace toeducatestaffon the impact
ofunanticipatedabsencesonproductioncycles.
In France, the employees of the LISI Groupbenefit from the services of
theRéhalto firm, inorder topreventanyworseningofpsychosocial risks,
regardlessoftheirorigin,work-relatedorpersonal.
This listeningandsupportplatform,composedofpsychologistsavailable
24x7, allows any employee of the Group to obtain the assistance of a
qualifiedprofessional toovercome theirproblemsand finda solution to
theirdifficulties,be theyofapersonal,professional, familyoraddiction-
relatednature.
A simple phone call, on a totally confidential basis, puts the employee
in touch with a psychosocial health worker in his/her region, who is
thereforeable toprovideadiagnosis.Theemployeecanbenefit fromup
to12hoursofpaidconsultations.
1.3
|
Laborrelations
1.3.1Theorganizationofsocialdialogue,includingthestaff
information,consultationandnegotiationprocedures
In addition to strict compliance with applicable law, the Group pays
attentiontosocialdialoguewiththeemployees'representatives,altogether
during meetings of the works committee (or the single employees'
delegation) oneachof the siteswhichhas suchabody, the centralworks
committee (BlancAéro Industries andFormer), theEuropean committee
andtheGroupcommitteeofLISI.
More generally, LISI ensures that the employees of the Group receive
and have access to high-quality information. Hence, various means of
communicationhavebeenput inplaceonthevarioussitesoftheGroup:
■■
Videoscreens intheworkshops (LISIMEDICALOrthopaedics)
■■
Internal journals (LISIAEROSPACE,CJEC,etc.)
■■
Flashnotes intheworkshopsbasedonrecentnews (CJEC)
■■
Informationbreakfasts (LISIAEROSPACE)
Trainingactionsarealso implementedforthe localmanagement inorder
to make them aware of the importance of maintaining good quality
socialdialogue.
Furthermore, specific committees made up of representatives of the
employees andmembers of the Management meet regularly to hold
discussionsandmakeprogressonvarious issues forwhich theywereset
up:
■■
ForwardplanningofEmploymentandSkills,
■■
Training,
■■
Genderequality,
■■
Qualityof lifeatwork,
■■
Health insurance fund,
■■
Accommodation.
1.3.2Reviewofcollectiveagreements
The listofcollectiveagreements in2014 isas follows:
LISIAEROSPACEParis
Profit-sharingaddendum
(06/2014)
Profit-sharingpremium (07/2014)
BAISaint-Ouen-l'Aumône Weekend teamagreement
(06/2014)
Profit-sharingagreement (06/2014)
BAIVillefranche-de-Rouergue Agreement for themodernization
of labor relations (04/2014)
Standbyagreement
(10/2014)
NAOagreement
(10/2014)
Profit-sharing
agreement
(06/2014)
Agreement /night
shift (10/2014)
BAT
Profit-sharingagreement
(06/2014)
NAOagreement
(06/2014)
Profit-sharingpremium (07/2014)
FTB / Izmir
Three-year collectiveagreement (2014-2016)
Argenton
Generationagreement (03/2014) NAOagreement
(03/2014)
CREUZET
PEGmembershipagreement (03/2014)
ForgesdeBologne
Weekend teamagreements (07
&12/2014)
LISIMEDICALOrthopaedics
Caen
Wageagreement (02/2014)
Profit-sharing
premium (07/2014)
Weekend
alternating
teamagreement
(02/2014)
Agreementon the
rightofexpression
(02/2014)
Profit-sharing
agreement
(06/2014)
