Emeis · EURONEXT:EMEIS
Emeis — Orpea — Investor Day (December 2019)
31 slides from Emeis's investor day presentation, December 2019
Slide 1: Analyst-day in Lisbon: HR policy presentation
Analyst-day in Lisbon HR policy presentation December 2019
Slide 2: Group HR structure
Group HR structure A Corporate HR Department Responsible for the Group’s HR Policy HR development Data & Processes Social affairs Attractiveness & Recruitment Steering of social indicators Social policy & relations: support for the various clusters Development, talent management & Monitori
Slide 3: Background
Background ORPEA’s growth requires: Strengthening of our attractiveness The identification of a pool of talent with career opportunities The development of our employees Greater commitment and improved retention 3
Slide 4: Our HR priorities
Our HR priorities Attractiveness of and recruitment for Talent Gaining the professions where management loyalty of there is a shortage in our employees candidates 4
Slide 5: A five-step HR development policy
A five-step HR development policy Career Detection Assessment Development Talent monitoring Steps management • Performance • Performance • Professional • Individual • Individual assessment assessment assessment development plan monitoring of our talent • Regular individual • Development • People rev
Slide 6: ORPEA's HR Model
ORPEA’s HR Model
Slide 7: The ORPEA Culture, a key commitment and retention driver
The ORPEA Culture, a key commitment and retention driver Commitment and retention of our employees Harmonisation of our HR Policy Technical skills Cross-business skills The ORPEA culture 7
Slide 8: The ORPEA Skills Model
The ORPEA Skills Model Showcase our values on a daily basis in all our professions, in all countries and at all levels. A skills model The ORPEA skills model that promotes our values 6 key skills Demonstrate flexibility and boldness Our values must be showcased in our everyday Managing complexity by
Slide 9: The Skills model, the cornerstone of the HR Policy
The Skills model, the cornerstone of the HR Policy This Skills model serves our entire HR process. It supports employees throughout their career at ORPEA. Common foundation which provides value added TO MANAGERS TO EMPLOYEES To communicate more To help them find their place clearly on what they more
Slide 10: Attract and recruit
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Slide 11: Boost our attractiveness and our employer brand
Boost our attractiveness and our employer brand Develop the pride of belonging Highlight the Group’s values and culture Promote individual development and opportunities Increase our visibility (Schools, universities, conferences) 11
Slide 12: Attractiveness and enhancing the image of our professions
Attractiveness and enhancing the image of our professions A campaign launched to enhance the image of our professions, improve our attractiveness and strengthen our pride of belonging. 6 facilities concerned in 4 clusters Meetings with more than 68 people across 4 businesses 22 different professions
Slide 13: Video on enhancing the image of the professions
Video on enhancing the image of the professions 13
Slide 14: Partnerships with schools and care institutions
Partnerships with schools and care institutions The needs of carers and doctors in all countries... An ambitious and coordinated global action plan to meet these needs! Partnership signed with Saint-Joseph University in Beirut for nurses. Partnership agreement currently being finalised with the
Slide 15: Partnerships with recruitment agencies
Partnerships with recruitment agencies Talentscoutry and DEKRA: 2 German companies Global service to recruit nurses and carers from Vietnam and the Philippines (visa, recognition of qualifications, certification, administrative procedures, local language, etc.) Pilot scheme underway in Germany for
Slide 16: Training and Development
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Slide 17: An onboarding programme
An onboarding programme An integration A valuable opportunity for Format programme dialogue Designed for head office To facilitate integration and Programme over 1.5 days with executives to discover our Group favour synergies. visits to facilities. and our various activities. “An excellent way
Slide 18: A digital Mentoring scheme
A digital Mentoring scheme Target population: Chief Operating Officers Develop skills, share knowledge and facilitate the integration of our Officers. Develop agile and digital learning Optimise costs and capitalise on internal skills 18
Slide 19: MyMentor Film
MyMentor Film CO}RPEA GROUP
Slide 20: ORPEA Development Centre: a real development opportunity
ORPEA Development Centre: a real development opportunity Identify Map strengths and areas for Provide individual feedback a pool of talent improvement within the on strengths and for key positions target population opportunities An assessment of skills in order to define the best suited individual d
Slide 21: ORPEA Development Centre: the format
ORPEA Development Centre: the format A half-day Between 3 and 6 participants, in Organised by cluster session front of the same number of assessors in the participant’s language Individual role play 1 4 Business game + (individual & collective) calibration activities for meeting for participants Ind
Slide 22: ORPEA Development Centre: target population
ORPEA Development Centre: target population Development Centre for Chief Operating Officers France Germany (2 entities) Belgium Austria Spain Switzerland Portugal Development Centre in 2019 95% of Chief Operating Officers attended the Development Centre. 22
Slide 23: ORPEA Academy
ORPEA Academy Top Regional Chief Operating Chief Operating Management Directors Officers Officers ORPEA Masters, 100% made-to-measure 100% made-to-measure ESCP programme, 100% made-to-measure. Management programme. training. 100% made-to-measure. 7 days face-to-face 3 days face-to-face “Trai
Slide 24: A sustained training policy to develop our skills
A sustained training policy to develop our skills “VAE 300” 2019 programme: Carers’ diploma for around 300 nursing assistants. Over 1,000 apprentices / work-study students in Germany, France, Austria and Switzerland. SeneCura Online Campus, in Austria. Various training programmes to improve in
Slide 25: Gaining and retaining loyalty
Gaining and retaining loyalty
Slide 26: A multi-criteria retention approach
A multi-criteria retention approach 1 A competitive remuneration policy 2 A proactive approach to well-being and quality of life in the workplace 3 Diversified career and development paths 4 Strengthening commitment and pride of belonging Valuing our employees and providing meaning to their commitme
Slide 27: Remuneration policy
1 | Remuneration policy Managers’ remuneration Variable: 15% to 20% of fixed remuneration based on the Quality assessment process and on Financial Objectives. – If Quality rating > 90%: entitlement for half-yearly bonus – If Quality rating > 90% for two consecutive half-years + achievement of orga
Slide 28: Well-being and quality of life in the workplace
2 | Well-being and quality of life in the workplace CHILDCARE FACILITIES FOR EMPLOYEES In France, partnership with Babilou group to facilitate access to childcare facilities RECOGNITION AND REWARDS FOR TEAMS through various prizes and awards Internal: Culinary award, ORPEA Excellence Award, Prize fo
Slide 29: Career and development paths
3 | Career and development paths A high rate of internal promotion: 42% of current directors and 83% of Regional Directors were promoted internally National and international career and development paths Numerous changes in function between the various activities Major investment in training to
Slide 30: Commitment and pride of belonging
4 | Commitment and pride of belonging Imagine for Margo charity – More than 650 employees took part in the “Enfants sans cancer” race. ORPEA Foundation - Communicating and creating bonds to support social projects. Unifying events at our facilities – Day against pain, culinary awards, conferen
Slide 31: Corporate culture
Corporate culture THE BELIEFS THAT BRING US SUCCESS Enhancing the image of our professions Openness of our ecosystems 31