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CORPORATE SOCIAL RESPONSIBILITY
6
LISI 2017 FINANCIAL REPORT
2.1.2
|
Promoting internal mobility
The Group has made internal mobility, both geographic and functional,
one of the linchpins of its human resource policy. The diversity of
business sectors and careers and its international dimension allow
employees to design customized career paths. All employees can
become the actors of their own development thanks to the “Job Forum”
accessible on the Group’s intranet.
Furthermore, during annual reviews, line managers discuss how their
staff would like to develop their careers.
The magazine CAPITAL of February 2018 presented the results of a
survey of companies assessed by their employees and those of the
industry.
LISI comes out as one of the best employers in France.
LISI AEROSPACE is ranked as the 14
th
best employer in the Aerospace,
Automotive and shipbuilding sectors.
In the Automotive sector, LISI AUTOMOTIVE is ranked among the most
attractive companies alongside major players (18
th
).
2.1.3
|
Adapting the Organization of working time
to the needs of the Group
Working time is adjusted to better meet the needs of our customers in
compliance with legal work periods, which vary by country, from 35 to
50 hours per week.
In the production services, across all the sites, the work is organized
in shifts (2 or 3 shifts). Depending on the site, substitution shifts
may be arranged on weekends. Furthermore, nightshift working was
carried out in certain sectors in order to respond to specific workload
requirements.
Overtime represented 4.3% of the number of hours worked in 2017.
2.1.4
|
Increasing the involvement of the personnel under the
LEAP program
Since 2011, the LISI Group has introduced an operational improvement
program called LEAP (LISI Excellence Achievement Program).
To support the development of employees in this initiative, tools were
designed in 2017 and put at the disposal of the plants:
■■
putting in place the human organization for production;
■■
developing supervisors;
■■
developing gap leaders;
■■
training on workstation and versatility.
2.2
|
COMPENSATION AND CHANGES: REWARDING
PERFORMANCE AND RETAINING TALENT
The Group has decided to link compensation to the company’s
performance and to individual and team achievements.
Ourcompensationsystem includesallfinancialcomponentsandbenefits
to which each employee is entitled. It is designed to reconcile the
recognition of individual performance with the search for internal equity,
while taking into account the local economic environment.
French employees have the right to invest in the company through an
employee savings plan and, in this way, become a LISI shareholder. An
attractive matching contribution from the employer goes together with
this Group Savings Plan. 35%of French employees are LISI shareholders.
In France, the LISI Group employees receive a supplementary defined
contribution pension 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.
Making talented people involved and loyal is amajor challenge for the LISI
Group. As such, executives or holders of key positions in the organization
receive an international 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.
Breakdown of personnel expenses
(in thousands of euros)
Temporary workers
41,527
Salaries and incentives
415,212
Layoff pay
3,085
Social contributions and taxes on salaries
154,085
Employee profit-sharing
3,814
Pensions and long-service medals
1,612
Total payroll expenses
619,333
2.3
|
PROMOTING QUALITY OF LIFE AT WORK AND
IMPROVING THE HEALTH OF OUR EMPLOYEES
LISI considers that the health and safety of persons is one of its major
responsibilities.
In 2017, all LISI AUTOMOTIVE sites and French sites of LISI AEROSPACE
launched a survey on the quality of life at work. The results of the
survey are analyzed and enable working groups to be organized on the
topics that emerge and to establish improvement action plans by site.