The induction of new people within the subsidiaries requires structured training and time. We think that it takes a new employee one year to acquire minimum independence and efficiency. This explains why it is impossible to suddenly adjust staff structure to changes in the marketplace. We need to anticipate and act with confidence.
Throughout people’s careers, we try to allow everybody to develop their talents according to their own merits and capabilities. We cultivate virtues of exemplarity, transparency, respect and a fair share of profits from our work.
Our management teams are clearly responsible for the quality of the labour relations in our companies, and we promote care, conviviality, simplicity and serenity.
To this end, our minimalist organisational structure, limited to four hierarchical levels, promotes proximity between managers and all employees of the group.
However, this proximity is no longer sufficient to gather all ideas, comments, suggestions and sources of discontentment from the men and women who work in each of our subsidiaries. It is for this reason that in 2017 we decided to send them a questionnaire entitled ‘Employee survey on the quality of life at work’. They obviously bought into this new form of expression, given that the response rate was 94%!
This we think helps us to gather behind us staff who are implicated, confident, efficient and generally loyal.
When a departure seems inevitable, we attempt to be as fair and dignified as possible, and to maintain good relationships with those who leave us.
All this allows us to be very demanding at every level of the company, and indeed requires us to be so for the benefit of the group.
With the acquisition of 6 companies and one business since 2015, we now face the challenge of opening up to other corporate cultures whilst progressively disseminating our key values. Those values must continue over time and represent the cornerstone of our group.