32 HUMAN CAPITAL Managing the pandemi c s i tuat ion The occurrence of the Covid-19 pandemic in 2020 was sudden and abrupt. In addition to the health risks for employees and customers, the pandemic also posed risks to the company's business operations. The crisis management process implemented at the onset of the pandemic, in accordance with the provisions of the Group's Business Continuity Plan (BCP), continued throughout 2021. The measures taken included: • Continuous adaptation of detailed instructions for employees in response to the changing health situation; • Continuous updating of the guidelines sent to managers, available on the intranet, which specify the instructions and measures to be taken and respected; • The continuation of teleworking where possible. Success ion plans for key pos i t ions Identifying the key positions within our Group and ensuring that they are covered is crucial. If a key position is not filled, the risks are multiple: loss of potential turnover or customers, delay in the implementation of strategic projects, impossibility of responding to customer requests or calls for tenders, and disorganisation of teams. The key indicator is the percentage of management posts that have a succession plan. The 38% target is not realistic and has therefore been reduced to 33% for 2022. RISKS AND CONSEQUENCES KEY PERFORMANCE INDICATOR Since 2019, DESCOURS & CABAUD has intensified its action in terms of anticipating replacements for key positions, by combining: • the formalisation of three-year succession plans for management posts; • the recruitment of deputy directors and deputy CFOs to ensure the succession; • the assessment of behavioural skills and agility of employees (setting up of a "Development Centre"); • leadership training for company potentials (certification programme provided by EM Lyon). MEANS OF CONTROL % of management posts (France) with a 3-year formal succession plan Target set 33% 5% 0% 10% 15% 20% 25% 30% 35% 45% 40% 2019 2020 2021 33% 27% 24%
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