WELL-BEING AT WORK AND RECOGNITION
As a key indicator for measuring our progress in this area, our absenteeism rate continued to drop in 2018 and is in line with our commitment to 5%. As a reminder, our target for 2022 is an absenteeism rate of less than 4%. To achieve this objective, we continue to invest in improving working conditions, intensifying our internal communication and regular feedback from our employees on our strategy and results.
A DEMANDING AND MOTIVATING MANAGEMENT APPROACH
The quality and consistency of the practices of our management teams are essential. That is why, in 2018, we launched in-depth training courses in France, starting with our operational managers. In 2019, an international training course will be launched for the company’s strategic managers. 100% of our managers will be able to benefit from these programs by the end of 2020.
GREATER DIALOG FOR GREATER COMMITMENT
In 2018, we decided to give even more space to open exchange with our employees and launched an annual global engagement survey among 400 executives and supervisors. This system is supplemented by the creation of expression groups for our operator employees. This approach has demonstrated certain strengths in terms of adherence to our strategy, its CSR & innovation dimension and the commitment of our staff. But also areas to work on that are the subject of global or service-specific action plans.
of our employees are proud to work at Verescence
of our employees are passionate about their profession
of our employees share the same values and the group’s CSR commitment
In 2019, in Mers-les-Bains, we will finalize the modernization of the site’s administrative offices, which will accommodate 150 people in a state-of-the-art and highly collaborative space. When completed, this project will represent an investment of €4.5 million.
A SHARED AND STIMULATING DIRECTION
In 2018, the group’s internal newsletters, first published in France, were extended to Spain and the USA. All of our sites publish an internal newsletter, “Verescence in Action”, once a month placing the emphasis on the site’s latest news. We also continued to develop our collaborative tool on the Group’s Intranet with the creation of a “Human Resources” section.
In 2019 we will be preparing the launch of our new strategic plan, “Verescence 2022”, which will be presented at each of our sites, an opportunity to explain our strategy and its application in each plant and department. An opportunity also to take stock of our transformation plan, which is coming to an end (Excellence 2018) and to celebrate our major achievements.
TEAM BUILDING & CONVIVIALITY
We regularly organize inaugurations and events to celebrate milestones, victories and important moments in the company’s life. These highlights allow us to invite the stakeholders who have contributed positively to these projects and to congratulate our teams. Verescence Orne was in the spotlight in 2018, with the inauguration of its new decoration lines and the 60th anniversary of the site.
We believe that sport is an ideal way to bring teams closer to the group and have healthy employees. In 2018, Verescence took part in numerous races, including the Transbaie, a legendary 17km race in the Bay of the Somme that brought together 6,500 runners. The Verescence team was formed of 84 athletes from France and Spain who trained together all year round. We will be taking part again this year with more than 100 sign-ups.