uk-2014-annual-review

2014 ANNUAL REVIEW
The importance of Cast well-being is also
Within this framework, the Group helped
reflected in the constant attention paid
to create a Tourism Cluster structure in
to their security and health. In just three
Val d’Europe, while playing a key role in
years, €30 million have been invested
promoting the program to public bodies.
in the improvement of occupational
In addition, accredited internal training
health, security and hygiene. In addition,
programs have been officially establi-
a psycho-social risk monitoring program
shed. These include the Certificat de
is in place, as is an anonymous helpline
Qualification Professionnelle (Professional
staffed by psychologists. Disneyland
Qualification Certificate) and the Validation
Paris also has its own team responsible
des acquis de l’expérience (Validation
DEVELOPING THE TALENT
AT THE HEART OF THE MAGIC
Creativity and innovation are synonymous with the Disney brand. This is why the Group and its Cast
Members are driven by these assets. That culture guides the daily actions of Disney Cast Members though
a shared goal: creating unforgettable guest experiences. To keep the Disney team spirit alive, the Group
implements a proactive strategy to build Cast Member commitment and strengthen professionalism within
the tourism industry.
85 %
Cast Members satisfied*
with working conditions
Among
50
top places to work according
to Great Place to Work
(for Walt Disney Parks and Resorts)
#
1
single-site employer in France
and #1 private employer
in the Seine-et-Marne region
BUILD TEAM SATISFACTION
AND ENSURE WELL-BEING
With theme parks on every continent, as
well as movies and characters, the Disney
brand is firmly embedded in the collective
imagination. Disney has strong emotional
bonds with guests and also with Cast
Members. Disney Cast Members are highly
committed to the brand. As proof of this,
15% of the Group’s employees have at least
20 years’ seniority. The most recent internal
survey carried out by The Walt Disney
Company in 2014 highlighted employee
commitment. Out of the Cast Members
who participated, 80% said they felt
proud to work for Walt Disney Parks
and Resorts, of which Disneyland ® Paris
is part. Cast Member satisfaction has
increased by 4 points since the previous
survey conducted in 2012.
The results of the survey reflect the
Group’s commitment to developing talent
and maintaining employee satisfaction
in many ways. An example of this is the
CastMemberland program which focuses
on improving the employee workplace
experience. Special events are regularly
held for Cast Members, who also
benefit from proximity services (banking,
dry-cleaning, hair-dressing, etc.). Since
2012, three employee dining locations
have been fully renovated and up-graded,
making them pleasant places to relax
and take a break. New services have
also been introduced, and these include
an al-fresco dining area and even a food
truck. In addition, the Group also offers
Cast Members innovative new services
in other areas including the chance to
develop green thumbs by working the
on-site vegetable gardens at break times.
for assisting anyone who feels they may
have been discriminated against in the
workplace. To assist Cast Members suffering
from serious illness, since 2013 the
Group has been operating a new service
in partnership with Althalia. The service
involves informing employees about
specific specialists and ways to improve
the efficiency of their healthcare. This
program is in addition to the 60% health
and personal-risk insur-ance plan already
in place.
PROFESSIONALISM
IN THE HOSPITALITY INDUSTRY
In order to guarantee Cast Members’
professional well-being while reaching for
excellence and quality, the Group implements
a training and professionalization
policy that promotes upward mobility
through a number of measures. In 2014,
5.22% of payroll was invested in Cast
Member vocational training - more than
three times the minimum legal requirement.
Disney University, the official internal
training center, offers over 400 different
training programs for Cast Members.
These programs include specialized
training courses which allow team
members to strengthen their professional
expertise and enhance their development.
The commitment that Disneyland Paris
makes to strengthening professionalism
within the tourism industry goes far
beyond internal training programs. Euro
Disney S.C.A. participated in the creation
of a tourism industry excellence program,
therefore encouraging the development of
professional training programs in France.
of Field Experience) which can lead to a
Bac Professionnel Service (Professional
Service Baccalauréat certificate).
OUR MAIN CONCERN IS TO ENSURE
THAT 15,000* CAST MEMBERS
LIVE AND WORK TOGETHER IN
HARMONY ON A SINGLE SITE
WHILE REPRESENTING A WIDE
RANGE OF CULTURAL AND
PROFESSIONAL BACKGROUNDS.
EMPLOYEE PRIDE IN THE
WORKPLACE, THE SPIRIT OF
TOGETHERNESS AND THE UNIQUE
ATMOSPHERE THROUGHOUT
THE GROUP REPRESENT RESULTS
ON A PROGRESSIVE, STABLE
HUMAN RESOURCES STRATEGY
THAT HAS BEEN IN PLACE
FOR 22 YEARS.
Daniel Dreux
Vice President, Human Resources
I joined Disneyland Paris in
2001 on a 5-month short-term
contract. At the time, I was
a language student looking
for a summer job. I was
quickly offered a permanent
contract and then spent three
years working on the various
attractions in Frontierland (…)
I then went to the ticketing
complex at Walt Disney Studios ®
Park before being promoted
to Team Leader. I then became
an Expert Team Leader and
was invited to help open
Ratatouille : L’Aventure
Totalement Toquée de Rémy.
SVETLANA GUINÉE,
Expert Team Leader
* Source: Group’s 2013 Bilan Social employment report published
in 2014.
* Source: The Walt Disney Company Cast Survey 2014.
24 25