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CORPORATE SOCIAL RESPONSIBILITY
6
LISI 2017 FINANCIAL REPORT
2.5
|
DEVELOPING EMPLOYEES’ SKILLS AND
MAINTAINING THEIR EMPLOYABILITY
Giving every Group employee the opportunity to develop his/her skills is
essentiel to the sustainable growth of our organization.
To address the changes in our businesses and technologies, initiatives
specific to each sites have been launched:for example, at the Saint-
Brieuc site, the skills set for the positions of setter-operator and
machinist has been finalized. At the Hérouville site, a comprehensive
initiative was launched in 2017 based on the following priorities:
■■
developing the integration process and tutoring;
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drawing up baselines of careers, career datasheet and multi-skill
matrix;
■■
protecting critical skills;
■■
upskilling employees.
In 2017, LISI AEROPSACE designed a working methodology called the
“GPEC BOX”. It covers 15 areas (e.g.: Forecasts of changes in jobs,
Protection of Know-how, Training Plan, Annual Maintenance, etc.). The
GPEC BOX offers concrete actions to the sites to improve their maturity
level on the subject.
2.5.1
|
Training
LISI has made skills development through training one of the major
focuses of itsHumanResources policy. It enables its staff to remain at the
highest skills level, on a market subject to rapid technological changes
and strong competition.
LISI ensures that all employees, regardless of
theirageorposition,haveaccessthroughouttheircareertothetraining
courses necessary for the construction of their career path and their
adaptation to changes in the businesses.
In 2017, 244,419 training hours were provided. In 2017, investment in
training by companies of the Group worldwide stood at €8,705,468.
The LEAP
(1)
and SCP training programs to attain excellence
■■
Since 2011, LISI has undertaken an extensive training program on
the fundamentals of LEAP: the LEAP Basics training is mandatory
for any new employee. Since 2015, training sessions dedicated to
advanced LEAP tools (LEAP Intermediate, LEAP Advanced, LEAP
Manager, Experience Plan, Advanced Statistics, etc.) are organized
as part of the company university, LISI Knowledge Institute (LKI),
taking care to combine learners from all divisions of the Group.
■■
In 2017, LISI continued the implementation of its major LISI
Excellence HSE tool, the Safety Culture Program (SCP), at all its
sites. The aim of this program is to address behavior-related causes
of occupational accidents by providing managers with the keys
to understand hazardous behaviors and giving them the levers to
correct them. This program also aims to develop a Safety Culture
among employees through the deployment of a structured and
regular communication campaign. Thanks to a shared culture of
prudence, encouraging each employee to make his/her working
environment more safe, our sites have registered improvements
in terms of safety, with the Group reaching its lowest accident rate
in 2017.
(1) LISI Excellence Achievement Program.
2.5.2
|
Development of the training offer from
LKI university
The company university, LISI Knowledge Institute (LKI),
has established itself not only as a pillar in the employee skills
development strategy but also as a major tool for the retention of
talents and the attraction of candidates with strong potential:
■■
customized training programs in the following Fields: Technique/
Businesses, Personal Development, Management & Leadership, to
maintain and enhance skills and support change;
■■
sharing a global vision, a common managerial culture;
■■
exchanging experiences and good practices across the board:
multi-sites, multi-countries, multi-businesses, multi-divisions.
Key figures 2017:
■■
112 training sessions organized;
■■
1,187 of training leave;
■■
Satisfaction of participants 4.46/5.
Two new training programs at LKI were introduced in 2017:
■■
JUMP:
this training course was jointly developed with the
Ecole
Nationale Supérieure Arts et Métiers
(ENSAM) and is intended
for employees working as technicians/supervisors to whom
LISI wants to provide a solid skills and knowledge base, rather
general in nature, geared to Mechanical aspects and Control of
manufacturing processes, with the objective of training them for
positions with broader responsibilities in the short or medium term
(People and/or Project management, Sales and Marketing).
The educational objective is to give employees demonstrating good
potential for progress, the opportunity to acquire academic and
practical foundations similar to those of the initial training program
of an Engineering school;
■■
management for Supervisors:
as part of the LEAP culture, the
objective of this training program is to make learners aware of
their role as Supervisor, adopt the attitude of a manager and
acquire the appropriate practices. It is planned to offer this
program at the international level. In 2017, it was rolled out at the
Morocco and France plants.
2.5.3
|
Career paths in France
Since several years, LISI develops specific career paths, based on our
strategic businesses: cold stamping, heat treatment, machining, rolling,
laminating, automatic control, surface treatment.
In 2017,
68 CQPM/CQPI qualifications were obtained:
■■
three stampers at the La Ferté Fresnel plant obtained the “Operator
of Industrial Equipment” certification (CQPI), endorsing their career
as stamper specialized in “Twolock screws”;