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Retaining talent and winning loyalty
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Mobility, career management, employee shareholding and well-being at work are major focuses of the policy implemented by GDF SUEZ to allow every employee to develop their potential and progress in their career, and to retain the best talents within the Group.
A mobility policy supporting sustainable employment in the Group
Closely tied to its corporate needs, the Group’s professional mobility policy, which was defined in the second half of 2010, responds to the triple challenge of strengthening integration within the Group, opening career opportunities, and supporting its sustainable development vector. With this in mind, it pursues five clearly defined objectives:
- fostering employee attraction, involvement and loyalty,
- optimizing the best match between internal skills and job requirements,
- enhancing cultural integration, cooperation and diversity,
- contributing to developing everyone's employability,
- encouraging the sharing of knowledge, skills and experience and the development of innovation.
This policy is based on several broad principles that include transparency in the internal job market, priority to Group employees, the right to confidentiality, reciprocal commitment, and clarity of transfer conditions between entities. The European Works Council was consulted when setting it out.
Link: a worldwide employee shareholding plan
“Link 2010” is a flagship operation for the Group, which is aiming for 3% of its share capital to be held by employees. The plan’s success shows their confidence in its future. In February 2010 a capital increase operation called Link was launched, restricted to its employees. Available to all Group employees, Link allowed them to have a stake in GDF SUEZ’s growth.
In the end 67,000 employees chose to participate in the operation and subscribed to Link with an average personal contribution of €1,500. The company issued 25 million shares, increasing its capital by €490 million. In Europe, employee participation was strongest in France, Belgium, Italy and Germany. Outside Europe, the greatest interest was in Brazil, Chile, Argentina and the United States.
This massive participation in the 2010 employee shareholding plan was supported by the involvement of the network of 500 Link Managers and Link Country Managers. Aided by local Group communication managers, they informed employees how the operation worked in all participating entities and countries.
Another reason for satisfaction was the ability to subscribe via the internet. Over 90% of employees used the web to respond to this offer. This constituted a real plebiscite in favor of extending sustainable development values and practices to all of the Group’s activities.
Link was also awarded the Employee Shareholder Grand Prize by a panel of independent experts. The prize recognizes best practices in employee shareholding among CAC 40 companies.
The bonus share allotment plan
In accordance with their commitments, the bonus shares allotted in 2008 by the Suez and Gaz de France Groups were delivered in 2010 to employees in the countries concerned. The employees received 10 to 15 shares depending on how long they had been with the Group.
The rollout of PERCO
Following the extension of the Group’s November 25, 2009 agreement for the whole of France, specific information promoting the Group’s collective retirement savings plan - PERCO - was sent in 2010 to all employees of French companies in the GDF SUEZ Group. This savings plan offers the same mechanism to all 350 Group subsidiaries in France, regardless of their size or the nature of their operations. The companies can enter into individual collective bargaining to define particular support measures.
This plan was awarded the Compensation & Benefits Prize by the Compensation & Company Benefits Observatory in the “Innovation and Corporate Cohesion” category.
