A N N U A L R E P O R T - Bouygues

BOUYGUES CONSTRUCTION
Our action in the social
and societal sphere
The attention paid by Bouygues
Construction to its employees and to
local residents is fundamental to our
policy of social and environmental
responsibility.
■ Paying attention to
employees
Our long-term success is founded on
the know-how, skills and mindset of
our staff.
Integrating employees
Bouygues Construction values apprenticeship
as an essential factor of integration.
Young people attending the
Gustave Eiffel apprentice training centre,
created by Bouygues Construction
in 1997, are able to obtain a vocational
qualification endorsed by a diploma.
Apprentices are trained jointly by an
Enhancing training
apprentice master and staff at the
Centre.
135 young people in training served
their apprenticeships in Bouygues
Construction companies in 2005. We
gave a commitment to enhancing the
scheme by signing a charter with the
public authorities in November 2005,
and many agreements exist with specific
structures. 300 apprentices are
currently in training in our French
subsidiaries.
Bouygues Construction also recruits
vigorously from elite universities,
specialist institutes and vocational
high schools, organising forums, conferences
and other events like the
Bouygues Construction Challenge. The
firm offered 1,524 internships and 50
voluntary overseas placements to students
in 2005. As a matter of policy, it
is in favour of subsequently offering
interns a position.
Outside France, priority is given to
integrating local staff and tracking
their careers in order to enhance their
value to the company and entrust
them with managerial responsibilities
as appropriate.
Increasing employability
Our human resources policy aims to
make staff increasingly employable
as they work in the firm, by increasing
their skills and ensuring appropriate
career management. Various career
options have been introduced to put
flesh on the bones of this policy, in
areas such as support services, project
management, etc. Three aspects
illustrate the policy: training, mobility
and the Minorange Guild.
Training
Bouygues Construction spent €21.6
million on training in France in 2005,
representing 3.67% of the total payroll.
Entities offer staff both general
training and vocational courses to
support their professional development,
such as managerial courses, the
“Sales Campus” for salespeople and
“springboard” courses for supervisory
staff.
One of the distinctive features of our
approach to training is the mentoring
of newly recruited site workers, practised
in most structures. Mentors help
young people to define their professional
ambitions and play an essential
role in passing on knowledge.
Mobility
Geographical and career mobility has
always been one of the main pillars of
our human resources policy, fostered
by complementarities and synergies
between Bouygues Construction entities
and within the Bouygues group
as a whole. Staff need to be properly
informed if they are to take advantage
of the opportunities for mobility,
and information is provided by human
resources managers, divisional managers
and specific intranet tools.
331 employees of Bouygues Entreprises
France-Europe, representing 4.5% of
the workforce, were able to benefit
from mobility opportunities in 2005.
Minorange Guild
The Minorange Guild, created by
Francis Bouygues in 1963, currently
has almost 900 members (out of
8,500 site workers in France) and aims
to recognise the best site workers,
exemplary in their transmission of
knowledge to young people, safety,
fraternity, solidarity and respect onsite.
Guild members must meet these
exacting requirements on a daily basis
and continued membership can never
be taken for granted. Another aim of
the Minorange Guild is to involve site
workers in the conduct of the business
and open up a direct channel
for dialogue with senior management.
The guild has inspired similar organisations
in other countries, such as the
Atlas Guild in Morocco, the Dragon
Mentoring at Pertuy
Construction
Volunteer mentors (professionals
acknowledged by their fellowworkers)
agree to develop their
teaching faculties with the aim
of welcoming, training, informing
and guiding young people in the
firm. They attend a 28-hour training
course, dispensed in two 2-day
sessions. 33 mentors from Pertuy
Construction have been trained
in two years to follow up the
twice-yearly intake of young site
workers hired on skill formation
contracts.
Guild in Hong Kong and the Maestros
de la Construcción created in Cuba
in 2005.
Health and safety
The accident rate at Bouygues
Construction is now five times lower
than the average for the construction
industry in France (permanent
and temporary staff alike), though
this achievement should not stop us
from being vigilant at all times (see
diagram p.59).
Encouraging results
Comprehensive health and safety
management has enabled Bouygues
Construction to maintain its performance
levels and confirm its lead-
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