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Corporate social responsibility6Internal communicationAs in 2011, internal communication at Antalis in 2012 focusedon the strategic RACE 2012 programme, which was rolled outto new countries such as South Africa and all countries in LatinAmerica where the company is present.Both within and outside Europe, local managers and projectheads were extremely active in implementing and explainingthe programme, and initiatives included face-to-face interviews,meetings and newsletters designed to help all staff understandthe importance of the programme for the future of the company.The two international management meetings organised inMarch and October 2012 attended by over 130 people also providedthe perfect opportunity to step up internal communicationefforts about RACE 2012. Workshops were held to allow everyparticipant to discuss issues such as innovation as a key factorfor Antalis’ development going forward. As in 2011, the videoaddress given by the Chief Operating Officer, Antalis’ in-housemagazine Keynotes, and the intranet platform Between Us, actedas efficient communication channels for RACE 2012, highlightingthe achievements to date.RACE 2012 ended in December and is now part of the day-todaylife of the Group’s employees working to maintain and bolsterAntalis’ position on each of its markets.At Arjowiggins, internal communication is formulated at divisionallevel in order to foster greater cohesion and to rally supportfor common objectives.A yearly seminar is organised for managerial-level staff atArjowiggins Graphic to inform managers of recent performance,strategy and key challenges. The Creative Papers division organisesregular telephone and online conferences and holds a healthand safety seminar every year to discuss best practices at its differentsites. Arjowiggins Security held its first induction seminarfor its newly recruited managerial-level staff which involvedmembers of its Executive Committee as well as marketing teamsfrom its different businesses.The divisions also hold one-off meetings or use the intranet tokeep employees regularly informed of business news and keyevents. Arjowiggins Security has enriched its intranet site, whichnow provides its employees with a broad range of information,particularly regarding HR issues.The group’s intranet also features various documents (corporatepresentations, information on safety within the group, etc.) aswell as press releases published by Arjowiggins.Working conditionsCompensation policy and social protectionThe Group’s employees – in production or distribution or at theregistered office – are paid a fixed salary which, for most managerial-levelstaff, comes on top of a variable salary generally based onthe performance of the Group and/or the businesses to which theemployee belongs, as well as on whether individual performancetargets have been met. The variable compensation policy applicableto key executives has been harmonised across the Group. Aportion of the variable compensation payable to these executivesis now based on the objectives set for the Group, thereby encouragingexecutives to work actively towards these goals.The Group’s employees are also eligible for statutory healthcare,welfare and disability benefits. Certain senior executives or highperformingmanagers may be awarded fringe benefits on top oftheir salary depending on their position within the Group. Theymay also be granted long-term rights on Sequana shares, such asthose described below.In 2012, the statutory round of collective bargaining took place asplanned at the beginning of the year. The negotiations often ledto a two-phase increase in salary: at the start and in the secondhalf of the year. As no dividends were paid in 2012, Sequana isnot liable for the profit-sharing bonus introduced in 2011.Organisation of working timeIn every country in which it operates, the Group and its subsidiariesrigorously comply with the working time stipulated inlocal laws and regulations and collective bargaining agreements,regulations concerning the recovery of hours worked and annualleave.Succession plans for managersAs is the case each year, succession plans and organisational structureswere reviewed in 2012 by special committees. These reviewshelp identify any potential risks and evaluate how the organisationcould be optimised. They also identify any development requirementsand skills gaps. To make it easier to conduct these reviewsand monitor the findings, the Group has invested in eXcellence,a tool which manages succession plans as well as training requirementsand staff performance. This system will be gradually rolledout across the Group, starting with Antalis in 2013.Employee savingsThe French companies of the Sequana Group have progressivelyadopted a collective reward scheme, in the form of either anincentive scheme or a statutory profit-sharing arrangement.Company savings plans, widely implemented within the Groupin France, are not or are rarely implemented in other countrieseven if some of them have adopted a similar collective rewardscheme (Antalis in the UK and Belgium).Sequana | 2012 Document de référence (English version) | 201