Progressive Business Models by Eleanor O’Higgins & László Zsolnai

Author:Eleanor O’Higgins & László Zsolnai
Language: eng
Format: epub
Publisher: Springer International Publishing, Cham

A network of coordinators within subsidiaries

Dec@plan and Alternative Print Program project managers, who coordinate the steering committees for these two programs in France.

According to Armor leaders, CSR aspects are connected and have a combined impact on the quality of human relationships within the company. These relationships, in turn, foster stable human resources and drive profitability.

Improving the social status of its 1800 employees across all of its sites is one of the objectives defined by Armor leaders. It is seeking to achieve this aim by focusing on providing high-quality jobs, with 96% of its global workforce on permanent contracts. The need for balanced social dialogue through effective employee representation is also taken into account. In addition to the statutory representation bodies, there are also a number of local initiatives designed to encourage discussions on socioeconomic themes with management.

Thus, two participatory programs for continuous improvement have been deployed since 2008: Dec@plan for the Armor Industrial Coding & Printing activity, and the Alternative Print Program (APP) for Armor Office Printing activity. In both cases, the objective is to work on various themes involving employees, and some staff representatives: responsible purchasing, waste management, human development, eco-design, environmental impact, territorial integration, health and safety, energy, sustainable transport and social life for the Dec@plan; eco-design, responsible production, engaged collection, material recovery, human development, and societal involvement for the APP. Each axis can lead to the implementation of several development groups to address specific topics. Thus, the Human Development Axis is divided into several working groups: the integration of disabled workers, retention in employment of older workers. For instance, the group Maintaining the employment of seniors has contributed to the implementation of several initiatives: the reorganization of end of career planning, and the tutoring of younger employees.

In 2011, the Group signed the Diversity Charter in France. This charter encourages businesses to promote diversity within their workforce.

In terms of access to employment for disabled people, some 6% of Armor ’s workforce was disabled in 2013, which is the legal minimum. According to the latest data available from AGEFIPH 2 , the direct employment of disabled workers in France was 3.1% in 2012 (compared to 3.0% in 2011). The objective of Armor leaders is to fully integrate these employees into the company.

The company has produced a Comparative Status Report on gender equality, in line with statutory requirements, and has established a monitoring mechanism for the Equality Agreement signed in 2011. The first step was to make changes to the recruitment process to ensure genuine equal opportunities at every stage. Following the extensive consideration of inter-generational employment matters, the Group may well introduce a new age management policy with a view to simplifying the retirement process and introducing a mentoring system to encourage knowledge transfer.

Training needs are identified during annual performance appraisal meetings, as well as through so-called later-stage career meetings in France. In 2012, the ongoing training budget accounted for 3.1% of the total wage bill in France (i.e., 2.5 times the statutory requirement under French law). The Group is also developing separate training programs in the USA, Brazil, Poland, and Morocco.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.