Our social Responsibility
Saverglass has always considered the development of human resources as a sustainable factor in its economic performance. The Group is therefore committed to attracting the best talent, promoting diversity, supporting the professional development of its employees and creating satisfactory working conditions for all.

Linking economic development
and human fulfillment

Saverglass is committed to combining economic development and human fulfillment and has positioned itself as a corporate citizen.

Diversity and equal opportunities

We have made respect for differences the first of the Group's five cardinal values. Saverglass adheres to the Charter for Corporate Diversity [to add : https://www.charte-diversite.com/charte-de-la-diversite] which provides for the application of objective and non-discriminatory recruitment criteria, making it possible only to judge the professional competence of the applicants.



Attracting and retaining talented employees is a strategic necessity to ensure performance and the transmission of knowledge within the Group. At Saverglass, recruitment is accompanied by an active integration policy in all the countries where we operate: all new employees receive a welcome booklet and then undergo a training period. For several months, new employees are introduced to the Group through an induction program specially designed for them by the Human Resources department.


Skills development

In order to offer our customers the same level of quality and service worldwide, Saverglass has created "Glass and Decorating Schools", accessible in 3 languages. They enable us to pass on our know-how to all our production staff, to ensure their professional development and to ensure that our principles and production methods are respected.

In 2018, 300 new Mexican employees benefited from our training modules, taught in Spanish by in-house trainers. More than 300 French employees traveled to Mexico for the practical part of the training.


Fostering social dialog
with our employees

Saverglass is committed to promoting social dialog with its employees


Social dialog

Social dialog within the Group is based on an open and participatory approach, in the spirit of our principles of trust and respect. The rules of this social dialog are necessarily adapted to the regulations of the countries where we operate, but it is always led by the Group's CEO in person within each employee council. Management and employee representatives are thus in direct contact.


Involving employees in the Group development

Saverglass invites its employees to share in the fruits of the Group's growth. In 2017, the profit-sharing agreement was renewed with the new feature of creating indicators to adapt profit-sharing as closely as possible to the work carried out by each employee. In this way, each employee is the main beneficiary of his or her performance. In addition to this original agreement, there is also a “super profit-sharing plan”, accessible on the basis of financial criteria, in the event of exceptional results.

This system, which is adapted to local legislations, exists at all the Group's production sites around the world.

Finally, the company gives access to its capital and is owned by some of its employees:

+ than 300 employees have chosen to become Saverglass shareholders.


Working conditions

Working time management and reduction, job and skills management, generation contracts, drudgery, group savings plans, profit-sharing and incentive plans, risk prevention, attendance, remuneration, etc. All aspects of working life are governed by company agreements negotiated between management and employee representatives.

Preventing risks at work

Saverglass is committed to protecting the health of its employees.

Change in the frequency rate of accidents at work between 2007 and 2019. At the end of 2017, 60% of the group's workforce had received the behavioral training.

The Group has developed a risk prevention policy at all of its sites. The objective is to develop a modern and effective safety culture by focusing on behavior and shared vigilance.

The employees concerned follow a training course lasting several days with the aim of developing preventive behaviors by integrating the causes of accidents, risk behaviors and each individual's capacity for action. Good practices are then encouraged on a daily basis by management and volunteer operators. This method, which has been rolled out at all of our sites with the support of a specialized firm, complements the traditional prevention method based on risk analysis and operator training.

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