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"None of the Sustainable Development Goals are accessible over the long term without a determined and unwavering commitment from the men and women in our company. Creating this state of mind depends above all on respect for all employees. Preserving and ensuring their safety is our main commitment. As a person's fundamental need, safety is the foundation of their development. Training, skills development and career progression can then be confidently constructed to make Saverglass a true community of performance players."
Eric Barthélémy, Director of Human Resources
Saverglass continues to develop its safety policy, focusing on both individual behaviour and shared vigilance.
In an effort to raise awareness among its teams, Saverglass has developed and implemented a risk prevention policy at all its sites. Employees undergo several days of training designed to develop preventative behaviour, covering the causes of accidents, high-risk behaviours and each employee's capacity for action. Good practices are then promoted on a daily basis by team management.
This approach reinforces the traditional method of prevention based on risk analysis, risk management action plans and training operators and managers. All of these actions have reduced accidents by 80% in 10 years (2010-2020).
Saverglass was built on the commitment of its employees.
In the spirit of dialogue, Saverglass conducted a quantitative and then qualitative QLW (Quality of Life at Work) survey in 2017 at all its sites. It took the form of one-on-one interviews. This study made it possible to identify areas for improvement and to implement and manage an action plan in each of the Group's entities in France.
This action plan has been defined by joint committees, composed of the Directors, managers and unions.
Five main areas were covered:
The approach was coordinated at the Group level by a liaison committee and by a steering committee at each site. The survey was entrusted to an independent firm to ensure complete objectivity in the analysis. Since then, actions have been implemented at each of our factories.
At Saverglass, social dialogue is based on openness and participation, which materializes through direct dialogue with employees and their representatives. Also, works councils have been established in line with the regulations applicable in each country where Saverglass operates. These bodies are led in person by the Group President to maintain direct contact between management and employee representatives.
In Europe, councils are organized every month at each site. In Mexico, the company facilitates social dialogue with a union, including annual negotiations on wages and benefits. In the United Arab Emirates, since the concept of unions does not exist, Saverglass builds social dialogue through regular contact meetings.
Beyond institutional communication, direct contact remains the preferred vehicle for exchanges between managers and their teams.
Finally, for the in-depth portrayal of the men and women involved in the Group's major projects, a periodical magazine is distributed to each employee's home once or twice a year.
Saverglass pays particular attention to how employees contribute to the Group's performance. To this end, an incentive agreement has been in place since 2001. This is regularly renewed with the specific feature of creating indicators that relate closely to each employee’s work. The impact they have on their incentives makes employees the primary beneficiaries of and critical players in their performance. Another original feature of this agreement is the existence of an additional incentive plan (the availability of which is dependent on financial criteria) in the event of exceptional performance.
Adapted to the legislation in force, this system applies at all the Group's production sites worldwide.
Moreover, allowing each employee to experience the company as a business owner is made possible by establishing a shareholder base accessible to all. Therefore, 10% of employees are also Group shareholders.
Saverglass has always considered Human Resources development as a sustainable factor in its economic performance. The Group is thus committed to attracting the best talent, promoting diversity, supporting the professional development of its employees, and creating satisfactory working conditions for all.
Career development is one source of motivation for Saverglass employees.
The number of managers promoted internally within the company is a significant characteristic of the Group. A dynamic and continuous approach based on knowledge acquisition through versatility management characterizes progression in the production departments.
The diversity of projects and growth of the Group make cross-disciplinary work increasingly important. As a result, everyone can discover and measure the impact of roles other than their own. Opening out to other departments enables us to broaden employees' personal development. Career managers and Human Resources Managers support this. Regular meetings are held to study individual career paths based on experience, skills acquired, and the future needs of the Group.
To this end, Saverglass employees are the company's main asset.
All our vacancies are posted on our Intranet. They are visible to all our employees, allowing them to access and apply for positions available in France and abroad. For our non-connected employees, a dedicated display is provided in the production units
Sharing knowledge is one of the primary focal points of the Saverglass Group's training policy.
The glass industry uses expert craftsmen with experiential know-how. They used to be called "Master Glassmakers.” There are no schools that teach these fields directly.
Therefore, in 1999, Saverglass created its own "School of Glass" and, more recently, its "School of Decoration.” Alumni, recognized for their technical mastery and teaching skills, teach good practices throughout our employees' careers. Therefore, in addition to the training received at recruitment, each step of professional development is validated by a specifically adapted course.
In 2018, 480 new Mexican employees attended Saverglass training modules conducted in Spanish by internal trainers sent specially from France. Practical training, meanwhile, was provided by more than 300 French employees sent to Mexico to support this effort. The modules are currently being offered to the 260 employees of MD Verre, a new factory acquired by Saverglass in Belgium.
Alongside this original approach, Saverglass has created "hotbeds" in partnership with the professional training centers adjacent to its main site. Students with college or university degrees are recruited on permanent contracts and supported for one or two full years to obtain a university or professional degree.
Saverglass also pursues a policy of dynamic relations with schools and universities in the regions in which it operates (Le Havre, Beauvais, Saint-Omer, Coulommiers). The partnerships created translate into offers of internships in France and abroad. We are regularly present on school selection panels, as well as at many employment or internship forums. We also have exchanges with universities for research work.
A continuous training policy supports the ongoing development of employees' skills. The annual training plan has four main priorities:
We have made respecting differences the first of the Group's five cardinal values. Saverglass adheres to the Corporate Diversity Charter meaning that objective and non-discriminatory recruitment criteria are applied, ensuring that only the professional competence of a candidate is judged.
Valuing differences is the first of the Group's five HR values. In France, adhering to the Corporate Diversity Charter means that objective and non-discriminatory recruitment criteria are applied, ensuring that only the professional competence of a candidate is judged.
Saverglass is also a member of the Club des Entreprises Inclusives (Inclusive Company Club). The purpose of this club is to put companies in the recruitment phase in touch with professional integration associations of various types (disabilities, migrants, reintegration, etc.) to offer everyone a chance to access employment. In 2020, Saverglass launched a qualifying integration approach with Les Apprentis d'Auteuil as part of their Skola scheme. This scheme enables people without vocational training, with inadequate training, or in a situation of exclusion to regain employability through a work-study contract leading to a qualification.
"In this way, we are looking to favor people located in geographical areas with economic and social difficulties or social distress concerning employment,” says Donia Djedid, Recruitment Manager.
Acting in favor of professional equality is an approach that is encompassed in the Group's strategy. A policy of equal pay has also been established.
Equal opportunity is rooted in our managerial practices, and we are working to strengthen the diversity of our teams. To guide, evaluate and improve its actions, the Group relies on, among other things, the gender equality index by production site in France.
Events, training, and communication campaigns about disability were conducted to raise our employees' awareness of working with disabilities. Dispelling the image of disability, bringing people closer together, and making current or future employees with disabilities feel comfortable were the objectives of a specific campaign conducted over three consecutive years. The results were measured by the number of people who discovered their rights. A social worker took over from the campaigns to continue the approach on a case-by-case basis. Specific research, carried out in conjunction with occupational medicine, is helping to explore the possibility of adapting particular workstations. Ergonomic studies have also led to introducing materials limiting the risks of disability associated with repetitive movements. Regular training is provided to learn the correct actions and posture at workstations.
In 2020, Saverglass was committed to developing a reflection on the end-of-career arrangements for employees aged 60 and over who have developed their careers in the production sectors. The objective is to maintain employment for as long as possible under the best conditions for persons exposed to the physical constraints of workstations.