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CORPORATE SOCIAL RESPONSIBILITY

GL EVENTS | COMPANY REPORT 2014 | CORPORATE SOCIAL RESPONSIBILITY

This involves, among other things, providing organisational and managerial responses to major challenges such as responsiveness, continuous diversification of the offering or flexibility through concrete mechanisms like mapping skills, GPEC forward-looking employment and skills manage- ment, etc.

The main objectives of GL events HR strategy are addressing the aspirations of younger generations in terms of employment, developing motivation, the versatility and employability of its staff and strength- ening know-how and expertise.

At the same time, the Group seeks foster employee empowerment in the work environment and stimu- late learning through analytical tools and actions: training, meetings for identifying solutions to differ- ent social trends

Group expertise: 140 business line specialisations Working for GL events entails evolving within a highly demanding competitive environment requiring high standards but also encouraging an ability to cooper- ate and coordinate multidisciplinary projects. With a wealth of expertise, know-how, passion for their work, Group employees constitute a reserve of skills to be leveraged and transmitted. To this purpose, the Group has created a team of internal instructors.

In order to formalise these criteria, a directory of busi- ness line specialisations was created in 2013. With a listing of 140 business line specialisations, more than 14 employment categories will soon be classified in the form of skill maps. This approach facilitates: recruitment, in particular in favour of the long- term unemployed, mobility and career change support, anticipating the expertise required by securing the career paths of employees, in coordination with the corporate university and the emerging notion of a learning organisation.

A structured system for integration The successful integration of an employee repre- sents a critical moment for the future success of his or her subsequent career path, contributing to his/her engagement and loyalty. Several tools have been deployed with this purpose, including the Wel- come Convention organised every five years for new employees and a training module providing an

introduction to the specialised fields of expertise covered by the Live business unit.

A factor of Group differentiation: collective integra- tion linked with external growth External growth is an important driver for GL events development. For that same reason, integrating employees from new entities contributes signifi- cantly to promoting good practices, creating a spirit of belonging, fostering synergies and encouraging cross-fertilisation. Through organisational processes, the integra- tion of each new company is accompanied by specific measures within a continuous improvement approach and factoring in the broader context of stakeholders. This was the case in 2014 for Stras- bourg Événements, the semi-public managing company for the city s Music and Convention Cen- tre and Exhibition Park, that joined GL events, after the Group acquired an equity stake. An important programme was accordingly deployed for the inte- gration of its 114 employees.

Training employees The Campus by GL events corporate university created in 2009 with an offering that addresses all Group employees. Ongoing training efforts highlight the Group s commitment to investing in the qualifi- cations of its teams. In 2014, 24,254 hours of training were provided, with 8% devoted to management and 26% to safety. These training objectives cover the following areas: fostering career development by building job skills of employees, contributing to the integration and discovery of the Group s business line specialisations, supporting adaptation to evolving market needs, new technologies, the company s organisation, leg- islation and preventing occupational risks, identifying, recognising and transmitting internal know-how.

Constantly evolving, the training offering was reviewed in 2014 (60% of content including the devel- opment of distance e-learning), to remain in phase with new customer and employee expectations.

Encouraging mobility The challenge: proposing a dynamic career path to employees, developing the acquisition of multiple skill sets to manage complex projects in an environment where agility and cross-functional capabilities are increasingly required.