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Social Indicators
Organization of Work
Methods of Work Organization
Work organization practices have remained stable both in terms of length
of time worked and proportion of employees working part-time.
Attempts to find a balance between the specific characteristics of
some of the group’s activities and the personal and professional lives
of employees are the focal point of changes in ways of organizing work.
To reflect their specific needs, which are often linked to the business
of providing services, some of the group’s entities make use of working
arrangements such as telecommuting and flexible or staggered working
hours, or being on call. This is true, for example, in the context of
producing television programs or shows, in ticketing, which has to adjust
to special events essential to their business (e.g., festivals, shows,
sporting events) and at the call centers of nc+ in Poland (Canal+ Group).
◆
In 2015, Canal+ Group renewed its telecommuting agreement that
was originally entered into in 2012, for a period of three years.
Canal+ Group believes that telecommuting is an innovative way of
organizing work, and has the goal of making work organization more
flexible and adaptable by making each employee more responsible
and independent.
◆
UMG encourages telecommuting and flexible working hours. This
policy does not necessarily derive from signed agreements and, in
light of the diversity of regulations in the numerous countries where
UMG is present, tends to take the form of specific action plans.
◆
In 2015, an agreement on work organization and flexible working
hours was agreed in the Watchever Group (Vivendi Village).
5.2.2.
ABSENTEEISM WITHIN THE GROUP
Absenteeism by Reason
Absenteeism is defined as the total of working days not worked,
excluding paid leave, training courses, trade union absences, exceptional
and standard leave and additional days of leave. Contract suspensions
are not counted in the table below. However, all cases of sick leave,
including long-term disability leave, are included.
Days of absence are broken down by reason: illness, family reasons
(maternity, paternity and adoption leave), workplace accidents and
commuting accidents in countries where this concept is recognized.
The category of “absence for other reasons” recognizes reasons reflecting
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 absences for examinations,
bereavements, relocating, and unjustified absences.
ABSENTEEISM BY REASON
(AVERAGE DAYS PER EMPLOYEE)
GRI
UNGC
OECD
G4-LA6
-
V
Consolidated data
2015
2014
Absences for illness
4.35
4.61
Absences for family reasons
2.48
2.50
Absences for accidents
0.11
0.16
Absences for other reasons
0.79
0.74
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.
EXTRA-FINANCIAL INDICATORS HANDBOOK
2015
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