LISI 2012 FINANCIAL REPORT
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6
Corporate Social Responsibility
In France, the senior staff follows the principle of a flat number
of days per annum (218), thereby acquiring days off. Depending
on entities, executives can use some of these days in the form
of a co-investment to benefit from employer-funded training
activities.
1.2.2 Absenteeism
In 2012, the absenteeism rate is 4% across the LISI Group.
Various measures are taken at the divisions to reduce the
number of hours lost:
•
at most units, incentive agreements include an absenteeism
indicator,
•
interviews are conducted upon the employee's return to
identify the levers of progress that will help prevent further
absences (eg work on ergonomics, gestures and posture
training, adaptation of team schedules),
•
communication actions are put in place to educate staff on
the impact of unanticipated absences on production cycles.
In France, LISI Group employees benefit from Réhalto's services
to prevent psychosocial risks and stress or even to accompany
their return to active life.
This listening and support platform, composed of psychologists
available 24x7, allows any employee of the Group to obtain
the assistance of a qualified professional to overcome their
problems and find a solution to their difficulties, be they of a
personal, professional, family or addiction-related nature.
With a simple phone call, any employee can make contact,
in full confidentiality, with a psychosocial worker in their
region. The employee can benefit from up to 12 hours of paid
consultations.
1.3 Labor relations
1.3.1 The organization of social dialogue, including the staff
information, consultation and negotiation procedures:
In addition to strict compliance with applicable law, the
Group pays attention to social dialogue with the employees'
representatives, altogether during meetings of the works
committee (or the single employees' delegation) on each of
the sites which has such a body, the central works committee
(Blanc Aero Industries and LISI AUTOMOTIVE Former), the
European committee and the Group committee of LISI.
Trainingactionsarealsoimplementedforthelocalmanagement
in order to make them aware of the importance of maintaining
good quality social dialogue.
Besides, specific committees meet regularly to discuss and
make progress on the various issues for which they were
formed. This is the case in particular for the complementary
health insurance committee, the gender equality committee,
the future employment and skills management committee,
and the training committee.
1.3.2 Review of collective agreements
The list of collective agreements in 2012 is as follows:
LISI AUTOMOTIVE Former
: Signing of 4 agreements (Incentive,
Gender Equality, Disabled Workers, Management Planning for
Employment and Skills) by all unions,
LISI AUTOMOTIVE KKP (Mellrichstadt)
: Signing of a "Pre-
Retirement" Agreement,
LISI AUTOMOTIVE Rapid (Puiseux)
: Signing of a "Saturday and
Sunday" Agreement,
BLANC AERO INDUSTRIES Villefranche de Rouergue
: Signing
of a "Friday Saturday Sunday / Saturday Sunday Monday"
Agreement,
LISI AEROSPACE Creuzet
: Signing of a "Seniors" agreement and
a "Profit-Sharing" Agreement ,
BLANC AERO INDUSTRIES
: Signing of a "Wellness at Work"
Agreement.
France:
•
Mandatory annual negotiations
•
Agreement or DUE
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regarding the profit-sharing bonus
LISI MEDICAL Fasteners
: Signing of a "Profit-Sharing,
Participation and Savings Plan" Agreement,
LISI MEDICAL Orthopaedics
:
•
"Gender Equality" DUE
•
"Wellness at Work" DUE
1.4 Health & Safety
1.4.1 Health & safety at work
The LISI Group Senior Management became seriously involved
at its highest levels in the areas of health, safety and the
environment.
At all levels, the Group has as its objective to:
•
reach the excellence level of performance in the areas of
Healthand Safety, while keeping control over the occupational
hazards generated by its activities.
•
make health - safety a vector of continuous improvement,
a means to move forward, including in areas that are not
directly related to it.
In order to ensure and achieve this goal, LISI has adopted HSE
(Health Safety Environment) policy and organization to identify
key areas for improvement, prioritize goals, and derive the
appropriate actions. This policy and organization are based
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DUE : Unilateral decision of the Employer
