LISI 2012 FINANCIAL REPORT
98
6
Corporate Social Responsibility
GROUP TOTAL
Total new recruits
1,289
of which Management
121
Total departures
884
of which Management
98
Departures by motive
Resignations
321
Negotiated departures
34
Redundancies (disciplinary or other)
138
Layoffs
18
Other motives for departure
372
International mobility
number of expats as at 12/31/2012
16
number of impats as at 12/31/2012
3
1.1.4 Compensation and changes
In France, the annual negotiations on salaries resulted in the
award to employees of an average of 2.4% of the payroll,
granted in the form of a general increase on the one hand and
0.8% of the total payroll costs reserved for individual increases.
In addition to the increase in the basic salary, the negotiations
alsoallowedfortheimplementation,inlinewiththespecificities
of each of the plants, measures concerning minimum salaries,
the value of the seniority bonus and even on the number of
days granted for the most long-standing employees.
These changes should be compared with an inflation rate of
1.3% on a sliding annual basis over 2012.
In line with previous years, the group remains attached to
the idea of fair salaries based on employees contributions
and the results obtained. Hence, a significant proportion of
salaries is linked to performance and distributed in particularly
via incentive bonuses, participation in the results and profit-
sharing bonuses.
Employees also have savings plans that consist of various
mutual funds to which they may allocate all or part of their
rights, or make voluntary contributions. These payments
qualify as appropriate, to matching contribution from the
employer.
For 2012, the sums awarded to the employees in respect of
incentive bonuses, participation and profit-sharing represented
€11,458k, or almost 3.86% of the total payroll costs of the
Group.
In France, the LISI Group employees receive a supplementary
defined contribution pension scheme (the so-called "Article
83").
The employer pays a monthly fee on a mutual fund open to
employees to enable them to build up retirement savings.
Employees may make voluntary payments or allocate days off
to increase the amount of these savings. Upon retirement, the
resulting savings are converted into an annuity. Employees
then receive additional income throughout their retirement.
GROUP TOTAL
Amount in €
Total payroll (excluding social contributions)
296,782,321
Incentive paid in 2012
4,806,048
Profit-sharing awarded for 2012
5,195,963
Sharing bonus
1,190,251
Employer contribution to Group savings
scheme
266,085
Identifying and retaining talent is a major challenge for the LISI
Group. As such, executives or owners of key positions in the
organization receive a share award program conditional on the
medium-term performance of the company. This method of
variable remuneration enables them to partner closely with the
company's performance results over several years.
1.2 Organization of working time
1.2.1 Organization of working time
The work of production staff is most frequently organized in
two (2x8) or three (3x8) daily shifts. Depending on the site,
substitution teams are likely to be implemented on weekend
days.
In 2012, the site of Rugby (England) successfully deployed a
new work organization to optimize the use of production
tools. The "4 on/4 off shift pattern" is a cycle consisting of
four 12-hour working days followed by 4 days off. The work
schedule thus increased from 37.5 hours to 42 hours on
average weekly, allowing a higher level of production on the
site. This system was introduced upstream to employees and
its implementation is based on individual agreements signed
in advance with each affected employee.
Overtime accounted for more than 900,000 hours in 2012, or
6.2% of hours worked. This number of hours is mainly due to
the heavy workload on LISI AEROSPACE sites (727,745 extra
hours, or nearly 80% of the Group's total overtime).
