VINCI Energies continued to strengthen its internal training programmes in 2021. The global catalogue of fundamental training courses was expanded with an all-new course on project management and a course for support function managers. To keep pace with its growth outside France, the business line will be offering fundamental training courses in 15 languages and now has a total of 11 local academies with new foundations created in 2021 in New Zealand, Australia and Singapore. Through these local academies, VINCI Energies Academy coordinates the Learning Network, a new global network that connects and supports the many existing training centres in each country. This network aims to foster cross-fertilisation between centres, especially those specialised in technical training, referred to as institutes, to deliver employees and companies continuously improved service. The network uses digital training tools available from VINCI Energies Academy. These include the Academy Portal and Up!, which received 93% positive reviews in a satisfaction survey of over 1,000 employees conducted in June, and the new BI Academy (Business Intelligence Academy) system, which can be used to monitor training closely using relevant indicators
The unprecedented situation due to the global health crisis continues to significantly impact air transport. Many airports have been forced to scale back their operations, despite a slight pick-up in traffic. To support them, VINCI Airports Academy continued its training efforts, mainly in customer relations and safety, to prepare for the recovery. Priority was placed on deploying the “Human
Rights in Concessions” module to accelerate its distribution.
In 2021, VINCI Autoroutes focused on support for employee training. To adapt its employees’ skills to the changing ways of operating and managing infrastructure, VINCI Autoroutes companies developed training actions in a variety of instructional formats. Several training modules were created to teach all employees about issues involving the climate emergency that have been transposed into VINCI’s 2030 Environmental Ambition plan. Through the Full BIM project, VINCI Autoroutes aims to become one of the first infrastructure operators to design and implement a unified information and management system for infrastructure and road machinery. This project
continued in 2021, and training actions covered more than 2,100 employees.
The Group’s commitment to sharing the benefits of its performance with employees is another important way that it fosters sustainable employability. A tenet of the VINCI Manifesto, this approach is a key driver in attracting talent and building employee loyalty.
VINCI’s remuneration policy gives considerable autonomy to Group companies while establishing common principles for sharing the benefits of company growth and rewarding individual performance. Focused in particular on developing employee share ownership and long-term incentive plans, VINCI’s approach is to offer, on top of individual fixed and variable remuneration, collective short-, medium- or long-term arrangements (including profit-sharing, incentive plans, pension and insurance plans, adapted to the conditions and legislation in each country where the Group operates) designed to attract, retain and motivate employees.
All employees, regardless of position, are rewarded in terms of salary and bonuses in accordance with their responsibilities and performance. The Group’s main human resources directors meet on a monthly basis to share current best practices and draw up guidelines relating to remuneration, which can vary depending on the labour laws of each country and are different for the manager and
non-manager categories. Gender and occupational pay gaps are analysed each year at Group level and at business lines to ensure equal pay for the same job and the same potential for development (see paragraph 1.5.2, “Measures to promote gender equality”, page 188).
In France, through employee share ownership, profit-sharing, incentive and retirement savings plans, the Group paid out €358 M to its employees in 2021
Group performance in terms of remuneration
● Payroll expenses: 11,037 million in 2021, i.e. 22.3% of revenue (€10,603 million in 2020, i.e. 24.5% of revenue).
| Total | Managers | Non-managers | ||||
|---|---|---|---|---|---|---|
| (in € thousands) | 2021 | 2020 | 2021 | 2020 | 2021 | 2020 |
| Average VINCI salary | 39 | 37 | 65 | 63 | 32 | 30 |
| Men | 39 | 37 | 68 | 66 | 32 | 31 |
| Women | 36 | 35 | 54 | 52 | 29 | 29 |
| Other | (**) | (**) | (**) | (**) | (**) | (**) |
| Employer social contributions | 31% | 31% | 37% | 37% | 28% | 28% |
(*) Data checked by the Statutory Auditors, see page 268 of the 2021 Universal Registration Document.
(**) Given the existence of individuals within the workforce whose gender identity or expression is neither female nor male, this information is not provided for reasons of confidentiality.
However, the data on the line referring to the average VINCI salary is calculated in relation to the total number of employees, all genders combined
