Plastic Omnium - 2018 Registration Document

3 STATEMENT OF NON-FINANCIAL PERFORMANCE CSR integrated in the business lines PLASTIC OMNIUM 2018 REGISTRATION DOCUMENT 109 Fostering employee loyalty Fostering employee loyalty begins as soon as they join the Company. The turnover rate among managers was 11.5% in 2018. Several actions were implemented to foster employee loyalty and manage current and future skills. The Group integration seminar for young managers and engineers ● working at the Company for under a year. 340 employees from 20 countries were able to form a network and meet Management. “Stay Interviews” held within three years of arrival of managers provide ● an opportunity to understand employees’ career development ambitions and to explain the opportunities available to them. The “people review” process is an opportunity to map existing profiles ● within the Group and match them to future requirements. Career paths are therefore designed and planned with employees during their annual assessment interviews. These interviews follow a specific process defined and formalized by ● the Group and cover nearly 5,000 managers. They are an opportunity for employees to discuss their mobility and promotion aspirations. NUMBER OF DEPARTURES DURING THE YEAR 2016 2017 2018 Redundancies 227 443 138 Terminations for other reasons 705 794 746 Other departures 1,252 1,987 1,804 TOTAL 2,184 3,224 2,688 Plastic Omnium wants to emphasize mobility and internal promotion, and Human Resources management tool. The mobility rate was nearly 10% in has set itself the target of filling 75% of senior management positions 2018. 63 employees also benefited from international mobility to begin a internally. Job openings can be viewed by all employees in OPteam, the new stage in their careers. MOBILITY RATE FOR MANAGERS 2016 2017 2018 France 7.2% 9.3% 10.9% Western Europe excluding France 3.8% 12.5% 8.3% Eastern Europe 12.5% 11% 12.8% North America 17.3% 13.3% 12.2% South America and Africa 13% 13.4% 13.0% Asia 9.8% 11.8% 5.4% TOTAL 9% 11.6% 9.9% Employee training is a strategic part of skills development. Jobs are changing rapidly, and skills need to adapt in response. Four programs have been steadily rolled out since 2016 for executives and managers. “Starter” is a program to support young talent for 12 to 18 months. The key objectives of this training are to develop leadership skills and encourage adoption of the "PO Way". 58 employees are currently part of this training program and 134 have already completed it. As a gauge of the efficacy of this program, the loyalty rate among these employees is higher than the average for young talent. “Driving success”, for the managers of local teams, embodies Plastic Omnium’s intention to express a shared, dynamic management culture consistent across all entities. In 2018, over 240 managers participated in these sessions, which focused on communication, leadership and team management. A new “Booster” program was launched in 2018 to train future senior managers and young senior managers. Three managerial skills are covered: implementing a strategy, setting guidelines for teams to follow and engaging and motivating people. This program is aimed at a highly targeted group; the first cohort in 2018 included only 22 employees. The latest “Leading Manufacturing” program is a very specific program for current and future plant senior managers. The first cohort of 15participants completed in 2018. In total, all of these programs have trained over 900 employees in three years, i.e. 19% of managers and engineers. One of the highlights of 2018 was Plastic Omnium’s introduction of regional campuses, bringing together several programs in the same place to boost the visibility and impact of its training initiatives. Two campuses took place, in Europe in January and in the United States in October. They provided an opportunity for participants to meet other people, learn about other career paths and network outside their usual circles. During these campuses, employees in induction programs, in the “Driving Success” and “Starter” training programs, or in negotiating and risk management training were able to network. Following the success of these campuses, the Group intends to replicate this regional format which combines training with local development. The campuses also brought together the “Starter Alumni”, participants from the previous cohorts of the “Starter” program during innovation and emotional intelligence workshops, thus extending opportunities for development for participants.