CWT Responsible Business Report 2012 - Carlson Wagonlit Travel

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ContentsChapter 4 - Human Resources 2012 Responsible Business Report -Chapter 4CWT core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceWomen@WorkThe CWT Women@Work initiative was initiated in 2010 to furtherdrive CWT’s growth and market differentiation by creating aculture that leverages the unique strengths of both women andmen in key leadership roles.CWT and industry demographics drive a greater mix of women at entrylevel management, but the trajectory mirrors that of other companies asemployees advance. In fact, as of end of 2012, women accounted for 44%of senior management (582 FTE), but 36% of N-2 (i.e. direct reports toExecutive Team).The effort to establish equal leadership opportunities for women within CWTis designed to support the company’s business goals by taking into accountthe growing proportion of women among the company’s client base. Womenare key buyers or influencers in travel purchasing. In fact, 70 percent of CWT’skey client contacts are women. While women account for only 30 percent ofbusiness travelers worldwide, the percentage of women travelers has beenincreasing steadily among younger generations. For example, women aged24-to-34 account for more than 35 percent of business travelers worldwide.Ensuring an accessibleworkplace in FranceIn France, CWT takes a veryproactive approach to theintegration of disabledpersonnel. The companyhas been a member ofthe Hangagés corporate networksupporting the disabled since 2009.And it also established in 2009La Mission Handicap, an internalentity dedicated to promoting theemployment of disabled people.La Mission HandicapLa Mission Handicap was set upby CWT France to formally committo reinforce recruitment, trainingand support for the disabled byensuring that disabled employeesbenefit from easier workplaceaccessibility, workstationadjustments, telecommuting,and dedicated equipment andaccommodation facilities.As part of its commitment,CWT France has assigned 12representatives to promote LaMission Handicap internally and hasrecruited 36 disabled employeesbetween 2009 and 2012. Disabledmembers of the CWT workforcebenefit from appropriate chairs,large computer screens, softwarefor those with impaired vision andequipment for the hard-of-hearing.The company has also workedtogether with various non-profitorganizations and participatedin many forums focusing on thedisabled. Moreover, CWT Francehas signed an agreement withsocial partners, which furtherformalized its commitment in thisarea for three years (2011-2013).In addition, CWT France iscommitted to favor outside supplierswhose workforce consists of atleast 80 percent disabled people,for such services as printing ofcommunications materials, cateringand paper/cardboard recycling.Copyright © 2013 CWT40
ContentsChapter 4 - Human Resources 2012 Responsible Business Report -Chapter 4CWT core valuesTalent acquisitionMy Journey. My CWT.Communication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceTo succeed in our New Heights 2015 global ambition,which includes attracting, developing, and retainingthe right talent, we must ensure our recruitmentefforts successfully identify candidates who will alignwith and strengthen our unique culture. These talentednew employees will help us achieve our vision to be theemployer of choice in our industry.CWT aims to beperceived as a greatcompany to work for,and as an employerof choice, if not theemployer of choice, within theindustry. To advance that goal, thecompany’s human resources functionhas focused in particular overthe past 18 months on clarifying thecompany’s identity, to ensure thatnew employees have a clear definitionof what to expect when they join.Thanks to this effort, managementJean-Luc Duchemin, Executive Vice President,Global Human Resourceshas identified the key attributes thatcontribute to CWT’s unique cultureand values and how they can supportrecruitment.Building on the work achieved todate, human resources specialistsare now defining ways to ensure thatnew hires not only align with CWT’sculture and values but have the capabilityto strengthen them. This effortinvolves all HR professionals withinthe company, but especially CWT’sroughly 2,000 hiring managers.At CWT, we have aunique and compellingculture as an employer.One that is defined byour people, supportedby our core values, and one that isimportant to build upon to becomethe employer of choice in our industry.Also, an effective employee experienceimproves employees’ “discretionary”effort. Committed employees staylonger, perform better, and refer thecompany to prospective employees.We all agree that our people are ourcompetitive advantage. Attractingthe right people to the business is acornerstone of great recruitment. TheCWT employer brand is as much aboutthe employee experience as it is aboutsimply attracting the right talent.The My Journey. My CWT initiative,launched in 2012, then aims to driveemployee attraction and retention andstrengthen CWT competitiveness. Theidea is to make the company’s uniqueidentity clear, especially to externalaudiences, by highlighting CWT’s keyattributes:Global Market Leadership- #1 in its industry- Global- Strong reputationStrong Moral Compass- Mutual respect- Openness, integrity- Employees treated asindividualsAchievement throughCollaboration- Winning through collaboration- Trust- High quality co-workersRobust DevelopmentOpportunities- Learn and grow- Personal developmentYou Drive Results- Make a difference- Involvement- Voice your opinionCopyright © 2013 CWT41
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CWT, Global Responsible Business31,
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