The individual development of our employees is a key driver of our company’s performance. Most of our roles are linked to our papermaking activities or to support functions, both of which require know-how and technical skills .
The individual development of our employees is a key driver of our company’s performance. Most of our roles are linked to our papermaking activities or to support functions, both of which require know-how and technical skills .
Maintaining and developing these skills is one of the priorities of our HR strategy, so that our employees can develop and fulfil their potential within our company.
4.25%
Percentage of payroll devoted to training in 2022
To maintain a high level of skills, we support our employees in their development. We do everything we can to ensure that they are the drivers of their own development.
Our training programmes can be undertaken at the initiative of either the employer or the employee. During their annual performance review, employees can discuss the training they need to progress or to feel comfortable in their job.
Our training plan is therefore designed to enable employees to learn in order to adapt to a new job or to develop skills that can also be used in other areas of activity if the individual so wishes.
We have formalised a forward planning of employment and skills to adapt our resources and anticipate our needs, particularly in technical expertise, rare skills, but also the businesses of the future.
Placed alongside our development plan, this approach benefits everyone. Employees gain a competitive edge in the job market and the company develops the skills it needs.
Over the last few years, we have strengthened our internal mobility policy: promotion, new responsibilities, in-house professional retraining, etc. As part of our diversification, we have been able to offer our employees a range of solutions to help them achieve their career goals.
Our diversification into the packaging market has meant changes to our organisation and career moves for just over a third of our staff. We supported each employee through these changes.
In 2020, we gave all our employees the opportunity to take part in a career review to express their views on their current position and their needs and wishes relating to trainings and development. Following these interviews, we were able to offer positive mobility opportunities to 81% of participants.
To facilitate knowledge transfer, and particularly to anticipate the loss of skills due to retirement, we recruit and then mentor experts whom we train in our own methods. Every year, an average of a dozen people work with our future retirees to learn from their experience.
We also rely on work-study programmes to enable our most experienced employees to pass on the skills they have acquired over the years. For us, work-study courses are the ideal career development tool, because they enable young recruits not only to acquire the theoretical and practical knowledge they need to master a trade, but also to understand how the company works. Work-study students also benefit from the transfer of skills from their elders.
To avoid losing skills, we have identified critical posts, key skills and people with potential within the company. We have integrated them into a succession plan that is consistent with our skills development plan to facilitate internal mobility.
