1. Staff
Altran Technologies had 5,858 employees at 31 December 2009, of which 99.60% employed on a permanent basis. The company hired 654 permanent employees and 38 employees were hired under fi xed- duration contracts in 2009.
2. Redundancies
In 2009, there were 252 redundancies.
3. Overtime
Given that 96.15% of Altran’s workforce benefi t from executive status and, as such, a fi xed annual 218-day working quota, any signifi cant amount of overtime is compensated on a time-off with pay (comp time) basis, in lieu of overtime pay, as set forth in the Syntec national agreement on the legal number of working hours in France.
Under this agreement, Altran’s executive employees receive a quota of between 9 and 13 paid days-off (R.T.T.s) per annum.
This compares with 12 days per year for non-executive workers. The implementation of this comp-time agreement means that the number of overtime hours is not signifi cant.
4. Sub-contracted labour
At December 2009, costs of sub-contracted labour through temporary employment amounted to €735,858.
5. Working hours
The standard working week is 35 hours.
However, most of the group’s executive employees work a fi xed number of 218 days per year and a 38.5 hour working week, with overtime compensated on a time-off with pay, comp-time basis. Out of a Total of 5,818 employees, 195 work on a part-time basis.
6. Compensation and salary increases
In line with group efforts to control wage costs, management pursued its strategy of personalised compensation in 2008. Annual performance reviews are now mandatory, and a Career Management Committee has been set up.
7. Personnel expenses
Personnel costs Totalled €250,571,629 in 2009.
Employee benefi ts accounted for €24,443,582 (of which €4,351,848 for health and complementary insurance and €20,091,734 for supplementary pension schemes).
Other personnel costs include social security contributions, unemployment insurance, medical visits, etc.
8. Sexual equality in the workplace
There is still a slight difference in salary between Altran’s male and female staff members, depending on the job position held.
Statistics show however, that Altran has made a concerted effort to reduce the gap between men and women’s salaries.
9. Labour relations and collective
agreements
In 2009, 256 meetings were held with:
•
representatives from Altran’s works councils, corporate works councils and the central works councils;•
trade union representatives;•
staff representatives;•
members of the Health, Safety and Working Conditions Committee (CHSCT).A French National Day of Solidarity agreement was signed on 28 May 2009.
194 2009 Registration Document
Appendix 2
Human resources and environmental information
A2
10. Company communications and data
sharing
Altran has several tools in place to ensure the fl ow of information up and down the company. These include:
•
an intranet system;•
a works council newsletter;•
a bimonthly company newsletter;•
human resources newsletters;•
e-mail updates for Altran consultants on assignment;•
meetings between staff members of the operating entities;•
theme-based Business Unit conferences.Performance reviews are held regularly on a one-to-one basis between:
•
consultants and their managers;•
administrative or support staff and their Heads of department. Altran directors and managers also undergo performance reviews.11. Legal disputes
In 2009, 149 disputes were settled out of court and 56 legal proceedings were ongoing at 31 December 2009.
12. Hygiene and safety in the workplace
Altran Technologies’ Hygiene, Safety and Working Conditions Committee met 51 times in 2009.
Further steps were taken by the group in 2009 to ensure the implementation of prevention programmes at client sites and the monitoring of employees travelling in countries that are politically unstable or present health-related risks.
13. Workplace and commuting
accidents
14 lost-time accidents occurred in 2009.
None of these accidents involved any temporary workers or service providers or resulted in permanent disability.
14. Work-related illnesses
No work-related illnesses were reported to the French Social Security.
15. Training
In 2009, the group allocated 2.30% of wage costs (representing a global budget of €5,746k ) to continuing training schemes, of which:
•
€3,208k for in and out-house training;•
€2,538k in contributions made to the FAFIEC and the FONGECIF (vocational training budget funds).2,212 Altran Technologies’ employees received a Total of 71,265 hours of training.
Training costs were fi nanced directly by Altran Technologies or via the FAFIEC training-budget fund, depending on the payments made by the company.
16. Disabled workers
In 2009, 13 employees, whose handicaps were recognised by COTOREP (the French body responsible for the recognition of disable status), were offi cially declared as being disabled.
17. Employee schemes
Altran Technologies allocated €1,205,676 to its works council in 2009 of which:
•
€705,200 for employee schemes;•
€500,476 to the operating budget.18. Recourse to subcontractors
At 31 December 2009, outsourcing costs amounted to €35,052,989. for services provided to Altran through centralised agreements, secondment agreements and outside services.
Appendix 2
Human resources and environmental information
A2
19. Effect on community employment
and regional development
Altran Technologies is aware of the effect that its businesses may have on local employment and regional development.
Furthermore, the group provides a support system for its employees who are transferred to other sites, which notably covers health and insurance benefi ts, repatriation assistance, and centralised processing for visa and work permit requests.
As far as outsourcing is concerned, Altran Technologies centralises the technical cooperation agreements of its subsidiaries.
The group’s foreign subsidiaries take into account the impact of their activities on regional development and the local population.
20. Group hiring policy
Altran Technologies pursued its dynamic recruitment strategy in 2009. The group hired 692 employees in 2009, mainly executives on a permanent contract basis.
Altran Technologies’ consultants are hired on the basis of their expertise, communication skills and career potential. All of the group’s consultants and managers are graduates with a minimum of fi ve years of university studies.
In general, consultants hold science degrees, and managers either science or management degrees.
In addition, Altran Technologies is reorganising its automobile activity to limit losses in this sector and thus benefi t from future growth prospects in the car market. The group thus set up a Personalised Voluntary Departure Plan targeting the departure of between 500 and 550 employees. The number of departures will be determined by specifi c criteria used to validate each departure.