Universal Registration Document 2019

106 LISI 2019 UNIVERSAL REGISTRATION DOCUMENT Corporate Social Responsibility 4 Breakdown of the registered headcount by socio-professional category: 12/31/2017 12/31/2018 12/31/2019 DIFFERENCE N/N-1 Management 1,258 1,286 1,189 -7.5% Supervisors 953 968 837 -13.5% Staff and workers 9,747 9,877 9,145 -7.4% TOTAL 11,958 12,131 11,171 -7.9% Breakdown of the registered headcount by division: Change in workforce 7,251 7,214 6,583 3,779 3,931 3,634 909 959 929 11,958 12,131 11,171 LISI AEROSPACE LISI AUTOMOTIVE LISI MEDICAL LISI GROUPE 2017 2018 2019 2017 2018 2019 2017 2018 2019 2017 2018 2019 The Human Resources policy is in line with the overall corporate strategy and places human beings at the heart of all decisions. At LISI, the Human Resources strategy is decentralized: each division (LISI AEROSPACE, LISI AUTOMOTIVE and LISI MEDICAL) is autonomous to better respond to the local priorities of the activities and sites. The Group HR policy is nevertheless based on the governance provided by the Deputy CEO. The HR Committee handles cross-functional subjects. It comprises the three division HumanResourcesDirectors, the two FranceHumanResources Directors, the Deputy CEO and the Group Human Resources Development Director. In 2019, this committee met five times regarding the following priorities: ■ talent management (mobility, key positions, people reviews), ■ CSR ■ employer branding, ■ diversity, ■ the Human Resources information system, ■ and training. At least twice a year, each division also holds Human Resources seminarswith the site Human ResourcesManagers in order to implement initiatives in the field. The Group’s policy aims to: ■ attract and retain talent, ■ develop skills, ■ promote diversity, ■ ensure well-being and quality of life at work. In order to respond to the main risks represented by: ■ the appeal of qualified individuals, ■ the development and retention of talent, ■ well-being at work. 4.1  /  Attracting talent Employer branding In an extremely competitive environment, LISI seeks to develop its appeal in France and internationally. Robotization and digitization have also accelerated the search for qualified manpower. In 2019, the LISI Group specifically worked on its employer branding. The Human Resources and Communications teams built a common Career site for the three divisions. Internet users and candidates can thus explore the Group, its sites, its values, its business lines and its career opportunities. Videos are also available on social media making it possible for every person interested to explore the Group’s business lines and international environment. In 2019, the LISI Group recruited 984 permanent employees (1,082 in 2018). 66% of recruitment took place in the LISI AEROSPACE division. The key positions recruited were in the following areas: ■ production (specialized operators, Supervisors and Managers for Autonomous Production Units), ■ quality, ■ methods.