DNFP 2019

2019 DECLARATION OF NON-FINANCIAL PERFORMANCE OF THE DESCOURS & CABAUD GROUP 21 3) Maintaining low turnover is important in order to retain talent Limiting our turnover is a permanent objective in order to ensure we provide a good level of service to our customers, and limit its indirect effects, namely recruitment and training costs as well as the loss of knowledge. It is a concern for management which must embrace this subject and, together with Human Resources departments, build the best local strategies to limit turnover. > The means of control: In this respect, several initiatives have been taken and are focused around quality of life in the workplace. Accordingly, remote working was introduced at the head office in 2019. This enables employees concerned to work from home several days a month and avoid transport problems. Information and awareness meetings have been implemented for staff and their managers in order to clarify reciprocal commitments. A review will be carried out in 2020. Remote working is also deployed via the development of UNITEAM communities, consisting of professionals from different entities but sharing either common jobs (head of sales) or an appetite for certain subjects (store of thefuture).Theyareatremendousplacefortheexchange and sharing of best practices. These communities are a means of transmitting initiatives or issues from the field directly to EXCOM members and their opinion is also sought in respect of project launches. This non-hierarchical approach also makes it possible to transcend the differences between subsidiaries in order to work on the Group’s strategy: it is in itself a tremendous means for accelerating DESCOURS & CABAUD’s transformation. In terms of remuneration and employee benefits, the Group continues to offer all the staff a customised employee benefits scheme and private health insurance. In a phase where a number of acquisitions have been carried out in France, this constitutes an essential common foundation. In terms of remuneration, the Group has begun to set up a “grading” system with an external firm in order to assess different positions by type, sector and function. This substantive work which was carried out in 2019 on thePROLIANSbrand inFrance isexpected tocontinue in 2020 on the support functions and the positions of the DEXIS brand. This should make it possible to validate a more consistent package per position, while enabling significant external comparisons in order to enhance attractiveness and external competitiveness. Finally, it is important not to overlook career development opportunities which have an impact on turnover. In addition to obtaining information on career development via the annual appraisal, the Group has increased the dissemination of recruitment advertisements internally on its career site. A push e-mail solution is being examined in 2020 in order to directly reach out to all employees and increase the visibility of career opportunities. > Key performance indicator: The benchmark indicator is the voluntary turnover rate, with a target of achieving a rate of 7.5% in 2020. Voluntary turnover rate 8.33% 2020 target: 7.5%