A RESPONSIBLE EMPLOYER and professional life, is the goal of the telecommuting experiment launched in 2013 by Societe Generale SA, with 500 volunteers working remotely for one to two days a week. DEVELOPING SKILLS AND EMPLOYABILITY 56 I SOCIETE GENERALE 2013-2014 CREATING A CLIMATE FOR LISTENING AND CONSTRUCTIVE DIALOGUE DIVERSITY AND GENDER EQUALITY: CRUCIAL DRIVERS OF PERFORMANCE 3 A Group that listens to its employees Every two years Societe Generale conducts an anonymous internal survey among its employees to learn their needs and perceptions. In 2013 the third edition of this employer poll was submitted to 131,000 employees in 76 countries, with a participation rate of 67% (up 6 points from 2011). The results allow managers and HR teams to prepare action plans in order to meet the needs expressed by employees in the poll. A new intergenerational contract is rolled out Societe Generale has a proactive policy of professional hiring and insertion that is particularly targeted to young people who have completed internships. This policy complements an experiment launched in June 2013 to have seniors two years away from retirement become part-time employees while receiving 65% of their full pay. In return, they must spend all their time at work on knowledge transfer within the company. Adapting working conditions: testing telecommuting What is the impact of remote work on how teams are organised and the employee-company relationship? Measuring these effects and correlating them with expected benefits, particularly in terms of balancing personal Societe Generale believes diversity is a driver of performance, a source of creativity, a way of getting closer to its customers and a means of adapting to a constantly changing environment. Group-wide Diversity Committee created Since late 2013 a Diversity Committee made up of members of the Group's Executive Committee and General Management Committee has focused on diversity issues as a central business challenge. It monitors progress made in terms of gender equality and international representation among managers in high-level jobs within the bank. It aims to meet specific short-term goals (2015 and 2017). Social dialogue for encouraging mobility and skills matching In France, Societe Generale SA and every labour organisation it works with signed an "agreement on change in professions, skills and employment" in February 2013, which arranges a continuous social dialogue on potential future changes and developments in working life. This agreement recognises mobility as an essential tool for encouraging the constant adaptation of employee skills in the face of rapid changes in the economic, regulatory and technological environment. As part of the agreement, a special skills centre, the Campus Métiers Mobilité, was created to assist employees, streamline internal mobility and anticipate the Group's future needs in connection with the business strategy (see testimonial opposite). Training that is better suited to business needs and uses new technologies The Group's first Massive Open Online Course (MOOC), a financial analysis course, was tested in 2013 by several employees. The Group's Training division is looking to transform its services beyond traditional channels like training sessions and e-learning to make use of the new possibilities opened up by digital technology.
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