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LISI 2015 FINANCIAL REPORT
CORPORATE SOCIAL RESPONSIBILITY
Regarding the departures in the year 2015, LISI experienced
a total of 342 resignations and 98 negotiated departures.
Resignations account for nearly 40% of departures and remain
the most common cause of departure from the Company.
The Group proceeded to a total of 113 dismissals for personal
reasons (disciplinary or other).
LISI
Total new recruits
1,348
of which Management
168
Total departures
1,129
of which Management
115
Departures by motive
Resignations
342
Negotiated departures
98
Dismissals (disciplinary)
113
Layoffs
80
Other motives for departure
496
number of expatriates as at 12/31/2015
17
number of impatriates as at 12/31/2015
1
1.1.4 Remuneration and changes
In France, the annual salary negotiations resulted in the award
to the employees of salary increases in line with the results and
the business situation of each site.
The sites thereby demonstrated a responsible approach by
agreeing on a suitable growth of their payroll bill.
In addition to the increase in the base salary, the negotiations
also allowed for the implementation, in linewith the specificities
of each of the plants, ofmeasures concerningminimumsalaries,
the value of the certain bonuses (seniority, team, night, lunch)
and even on flexi-time.
In line with previous years, the Group remains attached to the
idea of fair salaries based on employees’ contributions and the
results obtained. Hence, a significant proportion of salaries is
linked to performance and distributed in particular via incentive
bonuses and profit-sharing bonuses.
Employees also have savings plans that consist of various
mutual funds to which they may allocate all or part of their
rights, ormake voluntary contributions. These payments qualify
as appropriate, to matching contribution from the employer.
For 2015, the sums awarded to the employees in respect of
incentive bonuses, participation and profit-sharing represented
more than €14.67 million, or 3.93% of the Group's total payroll
costs.
In France, the LISI Group employees receive a supplementary
defined contributionpension scheme (the so-called "Article 83").
The employer pays a monthly fee on a mutual fund open to
employees to enable them to build up retirement savings.
Employees may make voluntary payments or allocate days off
to increase the amount of 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 a major challenge for the LISI
Group. As such, executives or owners of key positions in the
organization receive a share award program conditional on the
medium-term performance of the Company. This method of
variable remuneration enables them to partner closely with the
Company's performance results over several years.
1.2
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ORGANIZATION OF WORKING TIME
1.2.1 Organization of working time
Thework of production staff ismost frequently organized in two
or three daily shifts. Depending on the site, substitution teams
are likely to be implemented on weekend days. Furthermore,
nightshift working was carried out in certain sectors in order to
respond to specific workload requirements.
Overtime accounted for more than 646,931 hours in 2015, or
3.74% of hours worked. This volume of hours is mainly related
to the significant workload at the sites of the LISI AEROSPACE
division (448,425 overtime hours worked).
In France, the senior staff follows the principle of a flat number
of days per annum (218), thereby acquiring days off. Depending
on entities, executives can use some of these days in the form
of a co-investment to benefit from employer-funded training
activities.
1.2.2 Absenteeism
In 2015, the absenteeism rates in the LISI AUTOMOTIVE and LISI
AEROSPACE divisions remained the same as in 2014, i.e. 3.6%
for LISI AUTOMOTIVE and 3.4% for LISI AEROSPACE.
An improvement was recorded in the LISI MEDICAL division:
3.1% in 2015 versus 3.3% in 2014.