The Rakovnik site (Czech Republic) reflects the success of safety performance improvement work. In 2015, teams here achieved a rate of zero lost-time accidents for the second consecutive year.
ZERO ACCIDENTS: RAKOVNIK’S PERFORMANCE
years, including offering support for employees in their work by developing tools, simplifying processes and offering guidance, and providing opportunities in career and skills development. PROMOTING SOCIAL DIALOG TO CULTIVATE ADAPTABILITY Sound labor relations are fundamental for the Group to be able to adapt to a constantly changing environment. The Group firmly believes that social dialog is an essential means of promoting profitable and sustainable growth. To this end, various committees have been established, such as the European Works Council, which in 2015 represented 42% of the Group’s registered headcount, or more than 31,000 employees. At global level, each country sets up specific bodies in line with local laws and regulations. In 2015, 93% of sites had formal bodies representing employees and unions. This representation at different levels of the organization has allowed Valeo to develop a policy of active dialog with employee representatives. In 2015, a total of 174 collective bargaining agreements were signed at local level, primarily covering compensation, working hours and health and safety. Valeo’s Corporate Social Responsibility (CSR) policy is part of a universal framework of international commitments (United Nations and International Labour Organization) designed to guarantee the dignity of individuals and fundamental social rights. Valeo’s Code of Ethics and the Corporate Social Responsibility agreement reflect the Group’s culture of professional, individual and collective integrity.
particular, which saw 10,789 Group employees receive training delivered by certified trainers in 17 countries. In all, 26% of general training hours were dedicated to safety. WELL-BEING AT WORK PROGRAM The “Well-Being at Work” program is run as a genuinely broader governance approach that includes senior management, local managers, employees and employee representatives. It has led to a considerable improvement in work-life balance, just one of the areas in which employees already hailed progress in a 2014 survey. Launched in 2011, the program is based on collecting best practices and spreading them to all Group sites. It has already helped identify several areas for improvement for the coming