34
Non-Financial Indicators Handbook -
2013
-
VIVENDI
Social Indicators
5
Social Relations
■
5.2.2. Absenteeism in the Group
Absenteeism by Reason
Absenteeism is defined as working days not worked, excluding paid
leave, training courses, trade union absences, exceptional and standard
leave and days of reduction in working time. Contract suspensions
are not counted in the table below. However, all cases of sick leave,
including long-term disability leave, have been included.
Days of absence are broken down by reason: illness, family reasons and
workplace accidents (including commuting accidents in countries where
this concept is recognized).
The category of absence for other reasons recognizes reasons that reflect
cultural differences and differences in local regulations within the Group.
In particular, it covers absences for personal reasons, unpaid vacation
and unpaid leave, redundancies or unauthorized absence (whether paid
or unpaid), absence due to a child’s illness or a family event (excluding
maternity, paternity and adoption leave), and absence for pilgrimages or
examinations as well as unjustified absences.
In 2013, in general, absences in the Group showed a decrease.
Absenteeism by reason (average days per employee)
GRI
UNGC
OECD
LA7
-
V
Consolidated data
2013
2012
Illness
4.28
4.62
Family reasons
1.84
1.96
Accidents
0.28
0.36
Other reasons
1.67*
1.62*
* Excluding GVT (specific reasons related to local regulations governing work
organization), the Group’s rate of absenteeism for “other reasons” is 0.42 in 2013
and 0.44 in 2012.
Calculation method: the absenteeism rate is equal to the number
of days of absence divided by the average annual number
of employees for the year.
At GVT, days of absences (with the exception of absence for other
reasons) are counted based on calendar days and not working days:
the overall figure has been adjusted to take into account only absences
on working days.
5.3.
Social Relations
■
5.3.1. Organization of Social Dialog
Social dialog takes place at all levels of the Group. The Corporate
Works Committee and the European Social Dialog Committee (ESDC)
enable broad-ranging information and discussions on economic strategy
and the main policy objectives of Vivendi’s human resources policy
(please refer to AR 2013 Section 3.1.2. p. 72).
Within the subsidiaries, dialog and social discussion are organized
in line with the employment laws and regulations for each country,
according to the orientation given to the human resources policy of each
business unit.
■
5.3.2. Collective Bargaining Agreements
In 2013, 30 agreements or supplemental agreements were signed or
renewed. Among those agreements, the following can be cited as
representing active and productive social dialog: the Canal+ Group’s
agreement on the employment of disabled workers, the agreement
signed by SFR on telecommuting (please refer to Section 5.2.1. p. 32),
the two agreements establishing a supplemental retirement plan
(Article 83) and a collective retirement savings plan (PERCO) signed by
the Canal+ Group, as well as Generation Contract agreements or action
plans in most of the Group’s companies.
For several years, the Canal+ Group has committed itself to a voluntary
policy for the inclusion of disabled workers; it plans to pursue
initiatives already undertaken under the agreement signed in 2010.
On December 20, 2013, a new agreement on the employment of disabled
workers was signed for a three-year period. For the Canal+ Group, this
policy is based on the principle of equal opportunities in employment,
training, vocational training and professional development.
To assist its employees in preparing as well as possible for their
retirement, the Canal+ Group has undertaken and implemented
two additional mechanisms allowing all the Group’s employees to
accumulate retirement savings based on individual need, designed to
partially offset the downward trend in the replacement rates of public
and professional pensions.
The Generation Contract has enabled the different companies in the
Group to extend a policy and initiatives already taken under agreements
on forward-looking job and skills planning and/or agreements on the
employment of seniors to cover the long term. They meet the threefold
objective set, of (i) facilitating access to employment by young people,
(ii) developing and maintaining jobs for seniors and (iii) transmitting
skills between generations.
In 2013, the social dialog at SFR was strongly tied to specific and
exceptional assistance measures which SFR wished to implement as
part of two significant milestones in its history – its changeover to a
digital operator and the opening of its new headquarters, the “SFR
Campus”.
