Every year at the foundation’s seven schools in France (INSA Centre Val de Loire, INSA Hauts-de-France, INSA Lyon, INSA Rennes, INSA Rouen Normandie, INSA Strasbourg and INSA Toulouse), VINCI holds events to promote and embody this model for humanistic engineers, who think and act in the interest of people and the planet. In 2021, VINCI worked with Usbek & Rica, a French magazine and online community that explores the future of our society, to publish a white paper that outlines the profile of the future humanistic engineer, based on its explorations and the outcomes from a series of panel discussions organised at each INSA school. An inter-campus INSA challenge called “Bouger pour demain !” (Move for Tomorrow) brought together more than 1,000 students for over two weeks to build social cohesion and support the environment through quizzes and challenges. Participants showed their strong engagement by walking nearly 30,000 kilometres, which VINCI rewarded by planting more than 1,000 trees in Haiti through the social enterprise Reforest’Action.
France’s concrete measures resulting from the country’s apprenticeship reform strengthened VINCI’s commitment to recruit and integrate apprentices, and its role as a responsible employer. In 2021, the Group launched a vast apprenticeship programme entitled “Apprentissage : VINCI s’engage”, for which a unique platform was created to connect students with training organisations specialised in VINCI’s areas of business. Created in partnership with JobIRL, France’s leading social network for career guidance, the platform is accessible to anyone over 15 interested in engaging in an apprenticeship, from initial training to the highest levels of qualification. In order to raise the profile of its exciting, rigorous and future-facing career paths, VINCI has made a commitment to recruit 2,000 young people on apprenticeship and professional training contracts every year.
VINCI has also developed innovative services such as Trust[in], an in-house consultancy that facilitates the recruitment process influenced by the use of professional social networks. The recruitment of people with disabilities is supported by VINCI’s first social mission company, Habileo’h, created in 2021. Habileo’h complements existing programmes run by Group companies and the regional Trajeo’h delegations to promote sustainable employability for people with disabilities.
The Group also focused on the successful and efficient integration of its more than 58,000 new hires in 2021. The “Get on Board” digital module for new hires at Group companies is available on VINCI’s e-learning platform open to all employees worldwide. This programme is strengthened by Group-wide “Welcome to VINCI” orientation days. Onboarding programmes are also implemented at business line level.
Since 2010, the Group has applied employee development plans adapted to its forward-looking management of jobs and skills. VINCI believes that developing sustainable, transferable skills is key to ensuring sustainable employability. Skill Pulse is a standards-based career management tool that matches employees’ skills and abilities with business lines’ requirements. Implemented at VINCI Autoroutes and VINCI Construction in 2020, with rollout under way at VINCI Airports since 2021, Skill Pulse is designed to facilitate employee mobility and professional advancement to help them meet their aspirations and align with the future direction of the Group’s business lines. In addition, a mobility database provides employees with access to job offers at Group companies. The employee experience was redesigned and optimised in 2021 with a revamp of the VINCI Jobs career management tool.
Group performance in terms of employability
- Percentage of permanent employment contracts (*) among new hires: 55.4% in 2021 (53.6% in 2020).
(*) Permanent job contracts, unlimited-term contracts, site contracts.
1.3.2 Skills development and training
The development and continuous enhancement of skills increase the value of human resources across the Group and drive performance, while promoting individuals’ employability and career development. Training and skills acquisition are essential ways to guarantee that the fundamentals of the Group’s culture are shared and that knowledge and expertise are passed on between employees, at all VINCI companies and in all countries where the Group operates. These programmes help VINCI meet its customers’ needs, be the best partner to them, and maintain a high level of operational performance among staff. With the trend towards ever more complex and comprehensive engineering structures, new training needs arise as business lines work more closely together and content is adapted to the Group’s international growth. The programmes are also designed to promote the integration and career advancement of every employee by offering an individualised approach, with technical training and meetings devoted to personal and professional development.
Training is being revolutionised by the digital transformation and fast-changing ways of carrying out business activities. Through its flexibility, digital technology is powering new ways of learning and updating skills. VINCI works to prevent a digital divide by making these new technologies widely available to its employees. The “learning company” is a concept that VINCI hopes to cultivate, particularly by giving managers an active role in developing the skills of their teams.
19
hours of training on average per employee