Comité de Groupe Européen des 6, 7 et 8 juillet 2015 – Paris
La 2nde session plénière du Comité de Groupe Européen pour cette année 2015 s’est tenue à Paris le mardi 7 juillet dernier.
The 2nd plenary session of the European Work Council for the year 2015 was held in Paris on Tuesday, July 7th.
Members of the European Work Council in the Orange Group have therefore attended the presentation of a particularly heavy agenda with a large number of items on the agenda, including the presentation of the Orange Business Services strategy as part of the strategy Essentials 2020, a progress report on the Zebra project, as well as the International employee satisfaction survey, Employment & Training report for 2014 and 2015 perspectives, information on the progress on the Jazztel project, and finally the results of the stress survey.
Le premier constat fait par la Direction est que notre marché traditionnel est en décroissance, notamment dans les pays matures (principalement en Europe et au Japon) où l'on observe :
une décroissance forte du marché de la voix fixe, du fait de la diminution du nombre d'accès, de l'érosion des prix, de la migration vers SIP et de la substitution par d'autres modes de communication (mobile, mail...)
une décroissance du marché des données fixes. La croissance des services à très hauts débits (Ethernet, Fibre) ne compense pas la forte décroissance des services historiques (LL, ATM, FR), et les services IP VPN sont légèrement décroissants dans les pays matures (US, Europe). L'IPVPN reste en croissance dans les autres régions du monde (Asie, AMEA, Amérique Latine)
Le second constat est que, dans le même temps, l'informatique reste une opportunité. Le marché des services IT va continuer de croître, tirés par les services d'outsourcing, auxquels les services de cloud computing contribuent beaucoup, permettant aux entreprises de se concentrer sur leur cœur de métier et permettant une réduction significative des coûts. La croissance du marché mondial des services IT a été réduite à 3.7% pour 2015 (contre 3.9% en décembre 2014), en particulier du fait de la révision à la baisse de la croissance du marché des services d'intégration, notamment aux Etats-Unis.
Afin de maintenir l’expérience client au centre des ambitions stratégiques, de la culture et des comportements du Groupe, l'architecture de marque doit aider nos clients à comprendre ce que l'on fait dans un contexte qui a du sens pour eux. Dans cette perspective, 5 thèmes essentiels et 2 thèmes additionnels du marché B2B ont été déclinés :
connectivité : permettre de rester connecté avec le meilleur des réseaux et des équipements
sécurité : protéger les systèmes critiques et les données des employés et des clients
performance : être plus agile, améliorer la productivité et accélérer la croissance
équipe : permettre aux employés de mieux travailler ensemble où qu'ils soient
clients : aider à renforcer la relation avec les clients
ainsi que :
service : s'engager aux côtés des clients, pour leur business et accompagner leurs besoins
technique : leur permettre de bénéficier des dernières technologies et innovations.
L'ensemble de ces grandes thématiques doit conduire le Groupe à devenir un partenaire de confiance de la transformation digitale pour nos clients, tout en affichant clairement sa position de fournisseur de services de communication et de services digitaux et en augmentant très significativement la contribution des services dans les revenus totaux.
Au-delà des ambitions affichées, les membres du Comité de Groupe Européen s'inquiètent de la gestion des compétences face à un monde numérique changeant très rapidement l'essence même des métiers, la gestion du volet humain devant s'appliquer dans le respect et l'accompagnement des salariés, lesquels ont également des attentes, notamment en matière de risques psychosociaux, tout en les accompagnant de manière plus souple que ce que prévoit la législation du pays concerné. En outre, les cycles de formation en e-learning (moins de 5 heures par cycle et par salarié), représentants moins de 19heures par salarié et par an à OBS, resteront un sujet de vigilance forte pour les membres de l'instance.
Presentation of the strategy OBS (Thierry Bonhomme, Executive Director of Enterprise Communication Services)
The first observation made by management is that our traditional market is declining, particularly in mature countries (mainly in Europe and Japan) where one observes:
- a sharp decrease in fixed voice market, due to the lower number of access, price erosion, migration to SIP and substitution by other modes of communication (mobile, email. ..)
- a decrease in the market for fixed data. The growth of high bandwidth services (Ethernet, Fibre) does not compensate for the sharp decline Historical Services (LL, ATM, FR), and IP VPN services are slightly decreasing in mature markets (US, Europe). The IPVPN still growing in other parts of the world (Asia, AMEA, Latin America)
The second observation is that, at the same time, IT remains an opportunity. The IT services market will continue to grow, driven by outsourcing services, to which cloud services contribute much, allowing companies to focus on their heart business and allowing a significant reduction in costs. The growth of global IT services market was reduced to 3.7% in 2015 (against 3.9% in December 2014), especially due to the downward revision of growth in the market for integration services, particularly in the United States.
To maintain the customer experience at the center of strategic ambitions and culture and behavior of the Group, the brand architecture must help our clients understand what is done in a context that makes sense to them. In this context, five main themes and two additional themes of B2B market have been declined:
- Connectivity: allow to remain connected with the best networks and equipment
- Security: to protect critical systems and employees and customers data
- Performance: be more agile, improve productivity and accelerate growth
- Team: allow employees to work better together wherever they are
- Customers: help strengthen the relationship with customers
As well as :
- Service: commitment to customer side, for their business and support their needs
- technique: allow them to benefit from the latest technologies and innovations.
All these major themes should lead the Group to become a trusted partner of digital transformation for our clients, while clearly displaying its communications service provider's and digital services position and very significantly increase the contribution of services in total revenues.
Beyond the stated ambitions, members of the European Works Council are concerned about the management of skills facing a rapidly changing digital world which impacts the essence of business, the management of human ressources to be applied in respect and support of employees, who also have expectations, especially with regard to psychosocial risks, while supporting the more flexible manner than provided by the legislation of the countries concerned. In addition, training courses in e-learning (less than 5 hours per cycle and per employee), representatives 19 hours less per employee per year at OBS, will remain a topic of strong vigilance for members of the instance.
Progress report on the Zebra project (Helmut Reisinger, Mechtild Waser Ertel)
This point is a continuation of several successive presentations on the progress of the project related to the strategy of Orange Business Services and initiated at the plenary meeting of European Works Council in November 2013 and at the plenary meeting of 29 April 2014 in Paris, and finally in that of June 25, 2014 in Copenhagen, Denmark.
Management reminds the initial objectives of the project, covering different areas across the board, both in regional and functional entities of Orange Business Services, with a "business model" and geographical location centered on customers, and consistent with the global strategy of OBS around digital, simplification, performance and sales. The elements presented show, with an update, those already declined in the previous European Group Committees.
International employee satisfaction survey (Bruno Mettling, Human Ressources Director for the Group)
It is implemented twice a year in France, and declined only once a year in Europe. The methods also differ, since it is a telephone survey in France and via the Internet to other European countries. The European version comprises only 23 questions, the primary objective, according to Management is to monitor developments and trends rather than the numbers as such. The participation rate stood at 66% for all countries (54% in Orange Business Services), Poland still considers this inquiry as intrusive, unlike other European countries. The presentation of this survey is global, but also includes a variation by country.
Management acknowledges that there is still room for improvement in the quality of career paths, while noting an interesting progression in all areas of the survey, from which France is excluded for the reasons stated above, they also note a real quality in managerial relationships. However, the Group's strategy appears to be too unclear, and Management is planning a European tour to explain the main points of the strategic plan "Essentials 2020". The elements of the survey will be shared within the Executive Committee, in a special Commission of the Board, impacting the data compensation of "top managers".
Employment and training opportunities 2014 and 2015 (Laurent Aufils, Directeur of HR Gouvernance et Employment)
In 2015, the geographical Europe has 131 875 employees on permanent contracts and 21,172 outside this perimeter, a total workforce of 153,047 employees in 99 countries. In general, the number recorded a decline of 4% over the period 2011/2014, this decrease being mainly due to lower activity in some countries, regulatory impact in certain territories, as well as effects of the economic crisis, particularly in Poland, Belgium and France. Some figures are given, such as the average age recorded on the European perimeter 48.8 years (45.2 in the Group), 37% the feminization rate (35.8% for the Group) or the executives rates 45% (46% for the entire Group).
Management point out that the number of training hours per employee remains high, standing at 33 hours, with an emphasis in the technical field, particularly on training in the fields of high speed fixed and mobile. Another effort was declined on supporting project leaders and managers at all levels, aimed at taking better account of the customer experience and improved transversally within the organization. In terms of achievements by geographic perimeters, Orange Business Services is pursuing a diversification of learning and invests heavily on key competences, while in Europe HR correspondents were trained on the sustained support offered to employees in terms of career development.
The outlook revolve around the desire to create the conditions giving all employees the means to be involved in the transformation to the customer service experience, in particular share a common vision around three main axes:
- continue maintaining balance economic performance / social performance,
- create the conditions for success of Orange employee experience
- duplicate the customer experience on employee experience up to the experience that the Group wishes for our customers.
Beyond the report of 2014 and 2015 perspectives displayed by Group management, members of the European Works Council state their concern as regards to the future of employment in the UK, the heterogeneity of retirement ages between countries, the lack of framework agreement governing mobility between countries, low feminization rate in Spain, thus despite assurances by the Group to strengthen its diversity policy.
In addition to this item on the agenda, the Secretary of the European Works Council read out a resolution put and adopted unanimously by its Members, on the situation of Sofrecom subsidiary in Poland:
"The European Works Council of Orange, met July 7, 2015, notes that Management has decided to close the subsidiary of Sofrecom Poland, and that the staff has already been let go, any of hirings of a portion of these colleagues at Orange Polska, or local consulting firms, remains unclear, both in terms of number of employees concerned that the proposed contract terms.
At the same time took place very significant job losses in the French subsidiary Sofrecom.
Accordingly, pursuant to Article 2 of the Agreement of April 14, 2004, and the 2009/38 European Directive, the European Works Council should have been informed and consulted beforehand. The President should have convene the Bureau pursuant to Article No. 5.6 of the said agreement.
The Committee notes that all of these acts constitute a crime of obstruction to its operation. "
Management disagrees on the classification made by the members of the European Works Council and states that, in its view, only Poland was concerned, there was no need to enter the European body of the Group social dialogue .
Information on the progress of the project Jazztel (Christophe Jan, Directeur du Business Développement Groupe)
The friendly Public Offer to Purchase on operator Jazztel in Spain is proceeding according to schedule, the European Commission has granted its approval on May 19, 2015. The presentation of the subject in the agenda follows the elements already reported on this issue in the European Works Committees of November 5, 2014 in Rennes and April 16, 2015 in Marseille. Given the strictly confidential nature of the information forwarded, the Directorate emphasizes that "anyone with direct or indirect knowledge of these forward-looking statements and information must refrain from using them or communicate these to any third party in accordance with rules established by the code of ethics of the Group.
If the acquisition of Jazztel is an important strategic move for Orange in the Spanish market, in full concentration after the acquisition of the Ono operator Vodafone in March 2014, the members of the European Work Counsil are surprised of the strict privacy criteria that hits the record, while many detailed information are circulating in the financial press on this topic. In addition, some rumors of the sale by Jazztel of a call center in Chile impacting 1,200 people, while the initial project presented to the European Works Council spoke only of a social impact "limited" to 400 people . The confidentiality of the record here seems convenient to mask position removals and prevents transparency on actual social impacts, in Spain and elsewhere ...
Presentation of the results of the Stress survey (Cabinet Émergences)
The study carried by Cabinet Émergences aims to measure psychosocial risks in European companies entering the field of competence of the European Works Council, it was carried out at its request, to renew the investigation already carried out in 2010/2011. The Cabinet Emergence has resorted to the use of an online questionnaire, identical to that of the previous survey, exploring different themes, such as profile and employment, working conditions, and psychological health (GHQ 12), the ultimate goal is to identify and analyze the factors of stress and psychosocial risks experienced by employees, risks and compare psychosocial stress factors experienced by country and industry, and finally assist in the development of policy prevention.
Altogether out of the 12,266 employees, 6182 responded to the questionnaire, representing a turnout of 50.39%, an increase over the 2011 rate (43%). Poland was the subject of a separate study, the importance of its workforce is likely to influence the overall results. Polish employees responded to the tune of 33.5%, a significant increase over 2011 where only 13% of them had come forward.
The figures indicate that 59.9% of respondents have a GHQ 12 less than or equal to 2, against 55% in 2011. They also indicate that 12.7% of respondents have a GHQ 12 greater than or equal to 9, while they were only 12% in 2011. If it is appropriate to interpret as an improvement the increase in the share of the population in low risk, it is necessary to question the slight deterioration of the results of very high risk. Since 2011, the Group's management states that it conducted an inventory (Secafi survey, employee satisfaction survey) and put in place a policy to improve the quality of work life, and some results have probably been recorded. But the economic environment has justified reorganizations and mergers, leading to some of them to job cuts, impacting in fact the relationship of employees to their work and their company, so their health, so that the proportion of employees exposed to a high risk has also increased.
In the past four years, European countries have experienced reorganizations that could explain, in part, the deterioration of the situation of the populations concerned over exposure to high risks, notably in Belgium (6 reorganizations), the UK (abolition of posts) and Spain (400 threatened jobs). These situations have created anxiety within the concerned countries, and also in neighboring countries.
The Cabinet Émergences states, in conclusion, a number of recommendations, including the harmonization of management practices within the Group, the necessary reflection on the assessment requirements of employees by managers, defining clear and achievable goals , adaptation of the workforce to the workload. And finally, public and work communities can play their full role in health protection at work. As such, in 2011, it was advocated a periodic access by members of the European Works Council to a health dashboard in the companies falling within its scope. Never implemented, this recommendation remains more relevant than ever.