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

BOUYGUES TELECOM
tinuing to cover blind spots (areas
not covered by any mobile phone
operator).
By the end of 2005, the company had
installed:
• 69 roaming sites, where one operator
has a single mast on which other
operators’ customers can make and
receive calls;
• 31 shared sites, where a single mast
hosts each operator’s own network.
Bouygues Telecom will continue rollout
in 2006, installing over 200 new
sites with the aim of ultimately reaching
the 730 called for in the agreement.
Favouring equal
opportunity
■ Employing disabled
workers
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Bouygues Telecom works closely with
employment agencies specialising in
the placement of people with disabilities.
Open days have been held in
Customer Relations Centres, attended
by representatives of specialist bodies
and people with disabilities. The number
of disabled workers has increased
by more than 30% compared with
2004. The company is also developing
partnerships with sheltered workshops
and employment centres for
the disabled.
Bouygues Telecom has participated in
a project by Agefiph, an agency that
promotes the employment of disabled
workers, to set up a specific link on
its website (www.agefiph.asso.fr) to
encourage the employment of people
with disabilities in Customer Relations
Centres.
Bouygues Telecom’s Executive
Committee regularly monitors the
company’s disabled employment
policy.
■ Diversity in the workforce
Bouygues Telecom promotes nondiscrimination
and equal opportunity
in the workforce. To give just one
example, the company had employees
of 40 different nationalities at the end
of 2005.
48% of employees are male and 52%
female, though two-thirds of clerical/technical
and supervisory staff are
female and two-thirds of managerial
staff are male. 16.7% of women were
promoted in 2005 and 15.1% of men.
■ Skills development
In 2005, as every year, Bouygues
Telecom’s spending on training considerably
exceeded its legal obligation.
Almost 6,400 employees took at
least one training course.
The emphasis is on high value-added
vocational training, management
courses and courses designed to
make staff more employable and more
mobile.
In-house training in a wide variety of
areas (legal affairs, telecoms, maintenance,
quality, labour relations, etc.)
now accounts for a significant share
of total investment in continuous education.
The Customer Service initiative was
repeated in all Bouygues Telecom
stores for the fourth year running.
Under the scheme, customer advisers
wishing to gain experience of working
in stores spend time alongside sales
staff, welcoming customers and providing
them with information about
products and services. The scheme
has been a real success, with almost
1,600 employees taking part in 2005.
Monitoring the origin
of our products
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As a signatory to the Global Compact,
in 2005 Bouygues Telecom embarked
on a programme of social audits
in low-cost countries, especially in
China and Eastern Europe, with the
aim of ensuring that products are
manufactured under decent working
conditions for the employees of its
suppliers and their sub-contractors.
Eight audits were carried out by SGS,
a specialist firm, leading either to
remedial measures or removal of the
supplier from the approved list.
Supporting good
citizenship initiatives
Bouygues Telecom carried out various
actions in 2005 as part of its sponsorship
policy.
• A three-year partnership was
concluded with the Nicolas Hulot
Foundation for the Earth Challenge,
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