DNFP 2020

2020 DECLARATION OF NON-FINANCIAL PERFORMANCE OF THE DESCOURS & CABAUD GROUP 31 LOW STAFF TURNOVER Limiting staff turnover and absenteeism remains an essential objective to maintain a company’s performance, even more so in the Distribution sector where human factors are at the heart of our activities. The risk factors and their consequences: Over and above the consideration of individual situations, absenteeism has collective negative impacts in several different respects: • disorganisation in the deployment of staff • delays in customer services or in our capacity to respond to requests • quality of service problems – the additional workload caused for whole teams or on an individual basis for certain employees may affect the working environment, with a deterioration in productivity • administrative management surcharges All these negative consequences also apply to the effects of staff turnover. With regard to the latter subject, we could add the impacts linked to the loss of relevant expertise, covered above, and the additional recruitment and integration costs caused by a high staff turnover. These two Human Resources indicators are monitoring and steering tools for the all management teams, who must play an active role in these two domains in order to avoid suffering from their negative consequences. The means of control: The two phenomena of staff turnover and absenteeism can be combated by common initiatives. In 2019, remote working agreements and the associated charters of application were introduced for our head office. This proved to be essential in 2020 for the period of national lockdown in France, when this method of working became generalised. A digital monitoring and validation tool largely aided the effort to steer and plan this process. Very easy to use, the tool was welcomed by employees and managers alike. Remote working depends to a great extent on reciprocal trust between managers and their staff, and the health crisis led to thismethodofworkingbecominggeneralised in the company’s habits. Remote working was perceived as an additional “advantage” for employees, introduced on condition that a strong social link was maintained between the company, management and staff. The maintenance of management rituals and the respect for good managerial practices internally made it possible to create and conserve the social links. This element was perceived as a key element of quality of life in the workplace, but this is not the only factor. A vast programme of reworking of agreements was launched for the organisation of working hours within the Group in such a way as to generalise and harmonise the designation of rest days. The first agreements were signed in 2020, and subsequent agreements will also be signed in 2021, which will make it possible to standardise approaches and to be more competitive with regard to the external market. The prospects for career development also have an impact on staff turnover. A system of “grading”, developed with an external consultancy, will be put in place in the Brands. Among the objectives guiding this approach is that of making career paths and internal prospects more coherent so as to enhance professional expectations. It is also envisaged to apply more openly external salary surveys so as to better measure the Group’s positioning in the market in this respect. At the same time, it was decided to generalise the sending of emails every two weeks showing the list of posts that are available internally, focusing on certain posts (particularly those that have been recently created). The design of the “internal mobility” website was revised to make it more attractive and to facilitate the procedures for internal candidates, while highlighting the assistance envisaged by the Group to encourage geographical mobility.