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Our CSR: Human Resources

Providing the same opportunities for career development and professional success to all employees, based on the richness and diversity of their profiles, is a key commitment for the FDJ Group. To this end, the company strives to enhance the quality of life at work and employability through an ambitious human resources management policy.

Embodying values of equity and responsibility, the FDJ Group strives to be an exemplary player and a pioneer in the field of social innovation. Offering the same opportunities for career development and professional success to all employees, based on the richness and diversity of their profiles, has been a key commitment for several years. The FDJ Group strives to enhance the quality of life at work and employability through an ambitious human resources management policy.

Guaranteeing good skills management

The planned management of jobs and skills (GPEC) system, developed by FDJ more than ten years ago, is designed to ensure a match between employee skills and the skills necessary to implement its strategy. FDJ dedicates a significant part of its budget to employee training: in 2019, FDJ SA devoted almost 4% of its payroll to training.

In this way, it enables as many employees as possible to develop their skills and ensure their employability.

Today, rapid technological progress and change in society means anticipating the professions of tomorrow is now more important than ever. That is why FDJ is working on revising its forward management of jobs and skills approach to identify the talents of tomorrow and help employees develop their skills. The new approach currently being co-constructed with the various stakeholders concerned within the Company, in particular the business teams, will be implemented once it has been finalised in 2020.

Constructive social dialogue

Developing and maintaining quality social dialogue are critical parts of the Company’s sustainable performance policy.
In this context, each Group entity has employee representative bodies depending on its configuration (Social and Economic Committee (SEC)/central SEC and entity SEC, in addition to the mandatory SEC commissions (Health, Safety and Working Conditions Commission), Economic Commission, Professional Equality Commission, etc.), elected by a large majority in 2019.

The majority of these bodies meet once a month. A Group Committee, in which the majority of the Group’s entities are represented by elected employees. , also meets two to three times a year. All projects that impact the general running of the Company are regularly presented and discussed within these bodies. For example, it was within this framework that the capital transaction and many organisational development projects were regularly discussed in 2019.

In addition to these employee representative meetings, negotiation meetings are regularly organised at Group companies with union representatives (FDJ, FDP and La Française d’Images).

At FDJ, the management meets with representative trade union organisations twice a month to negotiate agreements helping guarantee a high level of social dialogue. This has resulted in the signing of agreements on the right to disconnect, professional equality, wages and working time over the last three years. In 2019 alone, the meetings resulted in the signing of eight agreements within FDJ, including an agreement easing the rules governing teleworking and another on the functioning of the SEC. In 2019, as a follow-up to the measures initiated in 2018 with the conclusion of a first global Group agreement on profit-sharing, inventive bonuses and the employer’s matching contribution, a Group savings plan was implemented to hold shares acquired under the Offer Reserved for Staff at the time of the Company’s foreseen privatisation.

Constructive social dialogue

Strengthening diversity and equality in the workplace

Since 2010, FDJ has been engaged in an ambitious policy to promote diversity and equal opportunities in order to tackle all forms of discrimination. The anti-discrimination policy and associated action plans are presented each year to the Group Management Committee and the Board of Directors.

In 2017, FDJ once again obtained Diversity certification, and for the first time obtained its Gender Equality label. These labels are issued every four years by Afnor (the French standards body). They are the result of a collective effort involving and mobilising the entire company. They underline a shared determination to implement the policy over time, with a view to continuous improvement.

Intergenerational <strong>solidarity</strong>

Intergenerational solidarity

For many years, FDJ has supported the employment and training of young people within the Company. In 2019, workstudy employees represented more than 6% of the Group’s workforce. To facilitate their integration, the Group organized three onboarding sessions for the 2019-20 school year, issuing them with a guide prepared specifically for work-study trainees containing all the information necessary for new employees.
Welcoming trainees is also a priority, as demonstrated the Company’s receipt in 2019 of the « Happy Trainees » award from ChooseMyCompany, which distinguishes companies with exemplary internship and work-study programs.

Since 2017, FDJ has given serious thought to proposing actions in in favour of seniors. Taking into account issues specific to seniors helps motivate teams and boost both performance and quality of life at work. It also promotes intergenerational work.

The company has chosen to differentiate between seniors (who are actively preparing for retirement) and “jeniors” (made up of active employees aged 45 and over) who wish to actively help them in their career plans. A catalogue of dedicated training courses for young seniors and seniors has been rolled out. It addresses aspects relating to personal development to give them a clearer picture of their possible career developments.

Professional equality between men and women

FDJ actively supports measures to promote the better representation of women in management roles. The objective is to reach the same percentage of women managers as there are women employed in the Company. In 2019, women accounted for 40.9% of managers, but 42.9% of the FDJ SA workforce. At Group level, 31.1% of managers are women, while among the rate for the workforce is 38.2%, a shortfall of seven points resulting from the consolidation of the Sporting Group in May 2019, the rate of women managers at the subsidiary being significantly lower. 2018 marked the end of the second agreement for professional gender equality.

The negotiation of the third agreement is underway, and the issue will be integrated into a more comprehensive agreement on “Quality of life at work and diversity”. Similarly, FDJ has for several years been implementing specific initiatives to bring more women into the technological professions, which constitute an important component of its activity. In 2019, the Group took part in Digital Women’s Day intended to promote gender diversity in the technological professions central to the business, and got involved in the launch of femmes@numérique, an endeavour devoted to that theme. FDJ also took part of the nationwide Mix’it programme alongside Face (a foundation working against exclusion), which aims to raise awareness and support companies in setting up their professional diversity policy.

  • For the programme’s second year, FDJ SA obtained a score of 99/100 (84/100 in 2018) in respect of the gender equality index for companies with over 1,000 employees introduced by France’s Avenir law.
    The law implements this index based on five indicators reflecting the gender pay gap in the Company, both directly and indirectly: pay gap; percentage of female employees given pay rises upon return from maternity leave; difference in spread of individual increases between men and women; difference in the spread of promotions between men and women; and percentage of women in the top 10 highest salaries.
  • The company also has an internal network known as “À Elles de Jouer” (Women’s turn to play), which aims to help women develop their potential. It offers initiatives around three themes:
  • Dare: raise awareness of internal and external obstacles and allow FDJ women to strengthen their self-confidence and leadership
  • Raise awareness: inform employees about the challenges of gender equality and ensure they are aware of the approach
  • Open up and grow: contribute to the transformation and improvement of the Group’s performance by sharing knowledge and networks, and by opening up to the outside world.

Integrating people with disabilities

As an employer, FDJ is fully committed to the workplace inclusion of people with disabilities. The Company desires to act on two fronts: recruiting new employees with disabilities and ensuring their continued employment and support. In 2018, FDJ had a disability employment rate of 5.89% (direct and indirect); for the FDJ Group it was 4.48%.

Employee awareness is essential for the inclusion of people with disabilities in the Company. Since 2016, the employees of subsidiaries have been made aware of disability with a game called T’Handi Quoi?”, designed to change the way we look at disability and promote the message that the Group is “handi-friendly”. In 2019, awareness-building was organised on all FDJ Group sites on the theme of invisible disabilities with the Co-Théâtre corporate theatre troupe.

All of the members of the Group Employee Experience and Transformation Department are also made aware of the issue to help them hire people with disabilities and support them throughout their careers.

Diversity of social origins

To promote diversity in terms of social origins, a pillar of the Group’s diversity policy, FDJ signed up to the PAQTE initiative (action plan to promote inclusion of businesses in socially disadvantaged areas) in 2018. PAQTE is built on four pillars:

  • awareness-building via a policy of developing internships within the Company, especially for third-year middle school students within the framework of the government-sponsored system for schools located in priority areas, with interns brought in through the United Way Alliance.

  • training through the development of access to students from priority districts in urban policy, in terms of career orientation, access to combined work-study programmes and support for apprentices. In 2019, FDJ SA hired 6 interns from priority districts.

  • recruitment, in order to support employment in priority districts and guarantee non-discriminatory hiring methods: all HR development managers were trained in “discrimination free hiring” in 2019. In addition, FDJ renewed for the fourth year its partnership with Mozaik RH to help it recruit employees from all backgrounds.

  • purchasing, with a view to developing responsible and inclusive purchasing from companies operating out of priority districts.

Supporting quality of life at work

Since 2010, FDJ has been strongly committed to the quality of life at work (QLW) of its employees.
Since 2014, it has had a dedicated Diversity & QLW Department to oversee initiatives in this area.

In mid-March 2019, employees were given access to Wittyfit, a QLW diagnostic tool to make quality of life at work a collective and continuous approach, focused on increasing satisfaction and reducing stress.
Indicators and ideas can be used as a basis for upstream team discussion on issues that are generally only tackled in the event of actual problems. The approach is therefore part of a general effort to prevent workplace risk. At the same time, FDJ has established personal support and social assistance services services for all Group employees. Their aim is to reinforce the internal counselling unit, which remains active as a solution in the event of distress or discrimination. Accessible 24/7, they put employees in direct contact with specialists, either social workers or psychologists. If necessary, employees can be referred free of charge to a counsellor who can work with them outside the Company.

Upholding confidence in internal governance

The internal organisation helps build employee confidence in internal governance. To measure the level of employee engagement, FDJ interviews all Group employees.

In 2019, FDJ made the decision to change the composition of the legacy engagement indicator, as it was specific to FDJ and hard to standardise. The Group has now adopted the indicator generally used in the internal studies of other companies covered by the benchmark. The engagement indicator now covers five themes: job satisfaction, attachment to the Company, motivation to do more, recommendation of the Company as an employer and pride in working for the Group.

While the Company has embarked on profound transformation of its operating methods (transition to a new operational model) against the background of the capital transaction, employee engagement remains very high, with a score of 87/100. This reflects a solid base of employee engagement, strong attachment to the Company and pride in working for the FDJ Group.

Upholding confidence in internal governance