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

teams. The workforce increased by
21% and, allowing for natural turnover,
266 new employees were taken on.
Only 11 of the company’s employees
are on temporary contracts.
Attentive to the needs of young graduates,
Bouygues Immobilier offers a
number of paid internships. 18 of the
students who spent time training at
Bouygues Immobilier in 2005 were
offered permanent jobs. Mentoring
and tutoring schemes have been
encouraged to help young people on
the first rungs of the professional
ladder. New employees are offered
mentors with whom they have no
hierarchical relationship in order to
favour their integration into the firm
and their personal development. The
mentors guide their charges, above all
through an induction day and two integration
sessions at which Bouygues
Immobilier’s values and organisation
are presented. On these occasions,
the CEO in person sets out the firm’s
ethical rules and answers questions
from newcomers. The policy also
applies to new employees elsewhere
in Europe. In 2005, for example, three
Polish staff members spent several
months in Paris soaking up the technical
know-how and skills of their more
experienced colleagues.
Encouraging diversity
The gender balance among Bouygues
Immobilier’s employees is 52% male,
48% female. Although the firm does
not employ many handicapped people
at present, it is looking at ways of
improving the situation. It also has a
policy of enabling older employees
to continue working longer, while the
mentoring scheme for new employees
helps to ensure that knowledge is
passed on. One member of the Human
Resources staff has been specifically
asked to study the question of older
workers and ensuring that the right
conditions for employing them are
in place.
Developing skills and careers
Bouygues Immobilier has introduced
effective arrangements for developing
its employees’ careers and providing
them with continuous training.
A systematic approach to the identification
and development of key skills
was introduced in 2005. At once participatory,
strategic and forward-looking,
it aims to identify the key factors
for successful performance in every
position. A new annual assessment
form has been produced, based on
needs and skill levels. In use since
January 2006, its more finely graduated
skills matrices allow for more
detailed and personalised assessment.
Better targeted training can then help
individual employees to improve their
performance.
As an international group, Bouygues
Immobilier offers possibilities for
mobility and career development to
those employees who wish to take
advantage of them while also encouraging
the employment of local staff.
The systems we have in place enable
those seeking mobility to change their
job, place of work or structure, including
within the Bouygues group as
a whole. Our mobility code ensures
that everyone is informed of vacant
positions, giving them regular opportunities
to express their wishes on
the subject and offering them support
tailored to their personal situation.
Bouygues Immobilier spent 3.18% of
its payroll on training in 2005. 13,764
hours of training were dispensed to
705 employees (69% of the workforce),
representing an average of
19.5 hours per employee. 1,501 training
courses were taken.
In order to meet new expectations,
the Human Resources division has
reorganised its training policy, putting
the emphasis on the transmission
of know-how and the sharing
of knowledge within the firm. The
training courses offered by Bouygues
Immobilier University are now organised
into four families:
• Integration: 2 courses for newcomers
• Professional skills: 48 courses covering
the full range of our activities
• Work skills: 8 courses to optimise
working methods and attitudes to
work
• Computer skills: 16 courses designed
to improve computer literacy
Some of the courses, such as those
on the environment, energy and heat
or facilities for persons with reduced
mobility, go beyond our statutory
obligations, anticipating changes in
the law and putting our employees
at the leading edge of information in
these areas.
Pay and labour relations
Pay scales are structured in such a way
that they can be tailored to individuals
while enabling all employees to share
in the company’s success. There are
three elements to the system:
• a fixed salary equivalent to 14.3
months;
• a performance-related element for
120 employees, based on concrete
and measurable targets. This element
may represent up to 4 months’
salary;
• a profit-sharing scheme for all
employees, which may represent up
to one month’s salary, capped at
€3,000 to favour the lower paid.
A total of €1.5 million was available
for profit-sharing in 2004, payable to
employees in 2005, giving an average
bonus of €1,830 per person.
The quality of labour relations is
a constant concern for the Human
Resources division. The works council
represents all the firm’s local enti-
SUSTAINABLE DEVELOPMENT
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