Business model

Each employee, whatever his or her function, can exchange with his or her peers in inter-subsidiary working groups. This is the case in the field of management, where the sharing of good practices is a very effective method of encouraging each individual to progress and of ensuring overall cohesion.
We fully accept that there is no group HRD. Our vision is that the director of each subsidiary, in close collaboration with the administrative department and the local manager, must assume full responsibility for their human resources. Thus, the administrative departments of the subsidiaries are responsible for several areas of activity, including human resources, IT, accounting and taxation. Human resources are the area to which they devote most of their time, in order to ensure that our employees have the right working conditions. Thermador Groupe provides support in legal and payroll matters.

It all starts with recruitment, a difficult art that we practise with humility and simplicity. In the end, we find that collegial decisions are the safest. Throughout the individual career paths, we strive to allow each person to develop his or her talents, according to his or her merits and abilities. We cultivate the virtues of exemplarity, transparency, respect and a fair share of the proceeds of our work.

"The future value of the group is in the hands of its leaders and its teams. We are therefore working hard to grow our human resources."

To give purpose to the missions of each person.

We attach importance to seniority in our teams. Preserving the motivation of our employees is therefore essential, as our employees stay in our subsidiaries for an average of 9.7 years. This involves thinking about the tasks entrusted to them, their development and the meaning given to each person’s contribution.

The choice of proximity with our employees.

Our management teams are clearly responsible for the quality of the human climate in the companies and we encourage care, friendliness, simplicity and serenity.
Our short structure, limited to four hierarchical levels, favours proximity between the managers and all the employees. However, this proximity is no longer sufficient today to collect all the ideas, remarks, suggestions and dissatisfactions of the women and men who work in each of our subsidiaries. Since 2017, we have submitted our ‘quality-of-life-at-work’ survey to our. employees every three years. They have clearly taken to this new form of expression, as 93% of them responded in 2021. These surveys are the subject of action plans in the subsidiaries in order to address the remarks made via this anonymous questionnaire.

We believe we have a committed, competent, efficient and generally loyal staff.

When departure seems inevitable, we strive to remain fair, dignified and maintain good relations with those who are leaving us.

The importance of exemplarity and transparency.

All of this allows us and imposes on us a high degree of requirement in all positions, for the greatest benefit of all. Transparency of salaries in our subsidiaries is an effective means of preserving equal pay regardless of gender, religious conviction, political opinion, social or ethnic origin, sexual orientation or identity, disability, family status, nationality, surname or physical appearance.

With the acquisition of 10 companies and two businesses since 2015, our challenge is to open up to other business cultures while gradually spreading our core values. These values must endure and constitute the cement of the group.