Registration Document BOUYGUES

1
The Group
Corporate, social and
environmental responsibility
Encouraging internal promotion
"People trust an employer that recognises their
strengths and promotes career development
with a strong promotion and internal mobility
programme. Our recruitment practices seek a
fine balance between using in-house promotion to
motivate staff and attracting people from outside
to contribute new skills and working methods."
To keep employees motivated, businesses ensure
that they give priority to internal promotion over
outside recruitment.
Each business area has a human resources
manager responsible for mobility and careers
committees where career paths and vacancies
are discussed.
In addition to the Bouygues Management Institute
and its international cycle, all business areas offer
training courses and support for managers in
partnership with elite universities, often including
study visits.
Mechanisms for giving recognition to professional
skills and achievements, like the Minorange Guild
and the customer advisors club, also exist for
particular categories. Francis Bouygues created
the Minorange Guild in 1963 to recognise achievements
in construction trades. The Guild and its
offshoots in other businesses have 2,174 members
in 25 orders, which enable the senior managers of
Group entities to reward their best workers and hold
regular discussions with them about the company
and its life.
internal promotion
in Group buSineSSeS
> Bouygues Construction regularly
organises events such as lunches,
conferences, award ceremonies
and meetings within all its subsidiaries,
providing forums for direct
exchanges between members of
the Minorange Guild and senior
management.
Outside France, guild orders along
the lines of the Minorange Guild
have been established at local level.
In 2010, Bouygues Turkmen officially
created the Kopet Dag order.
> Colas has taken specific measures
in its Moroccan subsidiary
to identify and support promising
employees in order to foster and
promote internal and upward mobility
for talented local staff.
> At Bouygues Immobilier, 86%
of employees who responded to
the internal 2011 Well-Being and
Performance survey said they
were satisfied with their level of
empowerment.
percentaGe of the workforce by type of contract
Scope: global
Holding company
and other
Bouygues
Construction
Bouygues
Immobilier
Colas
TF1
Bouygues
Telecom
2011
Total Group
2010
Total Group
2009
Total Group
France
Permanent contracts 100.0% 96.4% 93.9% 97.6% 92.8% 94.4% 96.5% 96.9% 96.3%
Temporary contracts a - 3.6% 6.1% 2.4% 7.2% 5.6% 3.5% 3.1% 3.7%
International
Permanent contracts 100.0% 92.0% 97.1% 89.2% 88.2% 100.0% 90.7% 89.5% 85.5%
Temporary contracts a - 8.0% 2.9% 10.8% 11.8% 0.0% 9.3% 10.5% 14.5%
France + International
Permanent contracts 100.0% 93.9% 94.1% 94.3% 92.4% 94.4% 94.1% 93.7% 91.4%
Temporary contracts a - 6.1% 5.9% 5.7% 7.6% 5.6% 5.9% 6.3% 8.6%
(a) Temporary and occasional workers
percentaGe of employeeS promoted a
Scope: France
Holding company
and other
Bouygues
Construction
Bouygues
Immobilier
Colas
TF1
Bouygues
Telecom
2011
Total Group
2010
Total Group
2009
Total Group
Managerial 14% 16% 16% 9% 15% 10% 13% 12% 10%
Clerical & technical 16% 16% 19% 8% 12% 14% 12% 10% 10%
Site workers - 12% - 4% - - 6% 8% 10%
Total 15% 14% 17% 6% 14% 12% 10% 10% 10%
(a) Change of grade
BOUYGUES • 2011 Registration Document • THE GROUP • 37