SECTION 1 -

widespread use of reward programs encouraging loyalty to New Services.
One such example is the “Bernaches” program at the Group level, or the
“monthly employee” initiatives used in the United States, Australia, United
Kingdom and China.
o Identifying and promoting talent and prudently managing mobility
Choosing a manager is a decisive factor in the Company’s future. The Company
places nearly equal weight on internal promotion as it does outside hiring: a certain
amount of time is required to train and observe potential replacements.
o Promoting local resources on a global scale
This is determinative of the Group’s survival within a given market and ensures that
the Company’s message is understood. Local managers who are promoted in other
countries are trained through their involvement with international projects or their
visits to other New Services locations, which allows them to better understand the
Company’s culture, values and best practices.
o Globalizing teams in local and head offices
Because New Services’ employees are often exposed to different cultures,
customers and nationalities, the Company must promote its international profile in
order to remain in tune with and ensure brand recognition in these markets.
Accordingly:
international experience is prioritized as a criteria for hiring and internal
promotion;
the transfer of young managers from the Company’s headquarters to the
local branches is encouraged in order to improve their familiarity with
other cultures; and
managers with diverse ethnic backgrounds are promoted to key positions
within headquarters.
o Monitoring the quality of the benefits offered to each of the Group's employees
New Services’ goal is to enhance the well‐being of the public and its customers. This
is the driving force behind every service and solution that the Group develops and
sells. New Services strives to offer its teams high‐quality benefits (i.e., medical,
retirement, etc.) that are consistent with its more general goal to improve the
quality of life.
o Recognizing group and individual achievement using objective criteria
Given the size of the Group and its diversity, a common language must be used to
address matters relating to professional and performance standards. In practical
terms, this results in an objective and fact‐based approach to management. New
Services' performance evaluation process and compensation policy are two major
examples of this approach.
4.1.2 Employment
Hiring is an important part of New Services' human resources strategy: new talent must be
recruited in order to reach the Group's growth targets. In order to prepare for the future in terms of
human resources management, New Services dedicates a great deal of time to teaching its business
as part of an “entrepreneurial” hiring policy in each country. The goal is to enhance the company's
image, recruit young employees, and attract the best professionals in the areas of development,
marketing, and new technology.
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