VINCI - 2005 annual report

A RESPONSIBLE GROUP / SOCIAL RESPONSIBILITY
AGE PYRAMID
118
Over 60
55 to 60
51 to 54
45 to 50
41 to 44
35 to 40
31 to 34
26 to 30
25 or under
VINCI 2005 ANNUAL REPORT
2%
10%
10%
14%
14%
16%
11%
12%
11%
management for seniors (22% of employees
are over the age of 50). This work led
to the drafting of a reference document as
a common platform for initiatives to be
developed within the Group. It was also a
subject of debate in the second convention
of VINCI human resources managers in
October 2005. Actions aimed at raising the
awareness of communications managers
and the creation of dedicated tools further
contributed to the recognition of these
issues.
Initiatives launched by VINCI companies
included the signature of a diversity charter
by CFE (VINCI Construction) in Belgium,
the invitation issued by Cofi route (VINCI
Concessions) to the Garches Hospitals
Foundation to assess the accessibility of its
infrastructure for people with reduced
mobility, and the introduction of equal
opportunities training programmes
for managers at VINCI PLC (VINCI
Construction) in the UK (82 managers
participated in 2005).
Fostering social
dialogue
VINCI’s social dialogue policy refl ects its
commitment to several fundamental
principles: recognition of the role of
unions within the Group; decentralisation
and the quest for an ongoing balance
between trade union involvement and
maintaining a close link with professional
activities; the determination to increase
information and training for employee
and trade union representatives by
involving them in the implementation
of the Group’s major policies on aspects
such as occupational health and safety,
sustainable development and the gender
mix in the workplace; the determination
to facilitate communications and
meetings for union and employee
representatives.
On the local level, works councils,
single staff delegations and employee
representatives, together with the
committees for occupational health and
safety, contribute to the quality of social
dialogue. Discussions within these
different bodies are reported at national
level by the Group Works Council and at
European level by the European Works
Council.
The Group Works Council, which meets
twice a year, is made up of representatives
from over 50 entities in France.
It receives business and fi nancial information,
employment trends and forecasts,
and accident prevention actions initiated
at Group and company level. It is
informed of VINCI’s business outlook for
the coming year and has access to
the consolidated fi nancial statements and
corresponding statutory auditors’ reports.
It is advised formally, before any material
decision is made, of any signifi cant
project affecting the Group’s consolidation
scope, legal and fi nancial structures,
and the potential impact such a project
may have on employment.
The European Works Council has a
broader remit. It is made up of representatives
and observers from eight European
countries in which VINCI has subsidiaries.
The collective agreements negotiated
and signed by VINCI companies are
the tangible evidence of a decentralised
human resources policy, which takes
account of realities on the ground and
aims in particular to improve employee
health, safety and working conditions
while also enhancing the organisation of
working hours. In 2005, 993 collective
agreements were signed. Absenteeism due
to strikes amounted to 7,800 days out of
a total of 28.2 million days worked.
Remuneration
and incentives
EMPLOYEE PROFIT SHARING
VINCI’s remuneration policy is organised
in accordance with its decentralised
management structure. Common principles
covering individual remuneration and
incentives in line with the Group’s results
are used as guidelines for this policy in all
countries where VINCI operates. In France,
an increasing number of employees benefi t
from incentive schemes and profi t sharing
agreements. Some 41% of profi t centres
have incentive schemes (over €30 million