In all countries where the Group is present, we are committed to developing a Human Resources policy which aims to:
- attract people of talent
- identify the skills required and adjust accordingly
- anticipate the effects of demographic trends in countries hampered by an ageing population
- maintain and increase the level of skills
- foster geographic and professional mobility
- recognize results and performance
- develop and maintain positive labor relations.
Since the origin of the Group, this policy has been based on a decentralized organization which places the operational subsidiaries at the heart of the strategy. This organization and the principle of autonomy bolster the exercise of responsibilities throughout all of the professions and facilitates the expression of an entrepreneurial spirit.Close
In order to motivate and help develop its employees’ loyalty, the Group follows a collective and individual career management policy that kicks in from the moment they join the company.
Career management creates a synergy between several aspects of Human Resources: annual assessment, individual career monitoring, support for professional mobility and forward-looking management of jobs and skills in line with organization changes.
The active internal mobility policy developed by the Group makes it possible to fill 56% of all vacant managerial jobs, rising to over 80% for management Committee jobs taken alone.
However, each year the Group hires more than 2,500 people on permanent contracts, including approximately 500 managers.
Operational decentralization, combined with an open mobility policy between subsidiaries, activities and professions, makes it possible to rapidly accede to jobs offering both training and responsibilities. It favors personalized career paths and encourages the kind of cultural diversity which is a source of creativity and motivation.
Our people are at the centre of our objectives and are the guarantors of our competitiveness through the implementation of our methods and know-how.
This is why the Group has developed specific training courses , in order to develop its employees' professional skills and better face and accompany the changes to our processes and the setting of our policies.
This makes it possible to train and unite employees from different subsidiaries while sharing best practices and strengthening the professional network within the company.
It is divided into three parts:
- Training in Group Culture and Management
- Training in Internal Practices and Expertise
- Training in Professions
This allows managers to benefit from development programs that boost their managerial skills.
In addition, the training function is decentralized thus enabling each employee to improve his/her skills and progress in his/her job with the help of a local contact.
Out of all these training courses, one warrants particular attention. : “Academy Bongrain”, a "core business" training set-up to keep up to speed sector-specific skills and extend know-how in order to improve individual and collective performance.
"La Sécurité, c’est mon affaire" (“safety is my business”) is one of the Group's major projects. Viewed as a key aspect of one’s behavior, the Group has since 2009 invested in raising awareness of all employees on the safety themes (training, poster campaign, creation of jobs dedicated to safety, etc.).
In the past 4 years, this has helped avoid each year over 100 accidents in the Group!
In 2013, the Group launched a group wide global event within all of its entities, with a world week of health and safety in the workplace.
The safety culture exists and it is now up to each subsidiary to share and grow this culture in order to move towards a zero accident future.
Relations between employees are founded on the principles of trust and respect with a view to treating each individual with dignity.
Similarly, relations and exchanges with staff representatives are based on listening and mutual respect they are geared towards the joint development of both the company and its personnel.
The Group's priority is to ensure that each of its employees benefits from working conditions which guarantee their physical and mental integrity while also respecting their privacy and family life.
In all of the subsidiaries, procedures have been set up in order to improve the daily lives of employees.
For instance, at the head office “short seated massages” are offered on a regular base to employees at special rates. There are also daily sport sessions in which all employees can participate.
In 2013, the Compagnie des Fromages & RichesMonts signed an agreement concerning the factoring in of arduous tasks and well-being in the workplace. In particular, it is geared to support its production sites in the area of ergonomics. The aim is to train up managers in ergo-motor principles and gradually deploy ergo-design of equipment and develop ergo-motor skills for jobs identified as more "arduous".
La Maison du Chocolat also introduced similar actions by installing ergonomic chairs in stores allowing sales staff to adopt a "seated/standing" position. A guide on “challenging situations” encountered in stores has been created in order to improve their moral well-being. Moreover, within the packaging department, teams regularly perform physical exercises to give the day a positive start.
"Committed to a better world"
The Group encourages its entities and their personnel to support all local initiatives concerning social and societal responsibility.
For instance, Cœur de Lion works with “the Restos du Cœur”, Chaumes welcomes young people from deprived neighbourhoods for summer jobs and CLEPS makes technical expertise available in support of dairy farms in the Republic of Georgia.
As part of a Group wide approach, in France, the Group has set up the "arrondi solidaire" programme enabling employees who so wish to donate the cents on their pay slips to 4 humanitarian associations: “Planet finance”, "NOMA", "Planète Urgence" and “Adie”. This system has also been rolled out in Germany.