3 An efficient and responsible Group Promoting a healthy, open and engaging work environment www.saint-gobain.com SAINT-GOBAIN UNIVERSAL REGISTRATION DOCUMENT 2021 114 Saint-Gobain also seeks to offer its employees social guarantees enabling them to protect themselves against the uncertainties of life. Launched on January 1, 2020, CARE by Saint-Gobain is a social protection program for all Group employees and their families. The coverage is defined to meet basic daily healthcare needs but also to support key moments of family life: daily medical monitoring of families and access to care, ■ by covering health costs (doctor visits or hospitalization) at a rate of at least 80%; the birth of a child, including adoption procedures, by ■ paying at least 14 weeks of maternity leave with full pay and three days of paternity leave with full pay; death, by providing the family with financial capital ■ representing at least one year of the employee’s salary. The program is being implemented on a country-by-country basis, with the aim of being applied worldwide and for all employees by early 2023. Parenthood measures were rolled out in 2020, and all Saint-Gobain employees currently enjoy minimum guaranteed parental leave at their full salaries. Monitoring of the program's deployment is available in chapter 4, section 2.2. Well-being at work 4.3.3 Saint-Gobain attaches fundamental importance to its employees physical health (see this chapter, section 4.2.1), and also their mental health. The Mental WellBeing (MWB) program was rolled out to all Group managers. The program takes the form of an interactive app and was designed to help managers optimize the psychological well-being of their teams. Each manager can build a tailored program for his or her team, monitor it and exchange it with other managers or share relevant best practices drawn from their experience. There are six action areas: management practices, change management, interpersonal environment, physical working environment, work-life balance, and personal well-being skills. This interactive tool proposes best practices, collects the ones identified by teams worldwide, and provides key information so that each team can implement it. Thus, specific programs can be initiated locally by linking specific issues and proposals for concrete actions to improve well-being at work. This concept was designed on the impetus of the medical and workplace health department and a multicultural working group, with a very diverse range of profiles (HR, EHS, communication, site managers, etc.) and with the involvement of the social partners. This approach is linked to the “human resources” pillar of the WCM excellence program (see this chapter, section 3.3.1.2). It is also embedded in the Saint-Gobain HR process: in the training provided by the school of management, the individual annual reviews for managers’ forms, or in the specific questions in the yearly survey to measure employee engagement. Generally speaking, the Group wishes to create a motivating and engaging work environment, respectful of the work/life balance for all employees. As such, flexible working and working from home are encouraged. This tool was particularly useful in the context of the Covid-19 crisis during the transition to working from home by a large number of employees. The well-being of employees and maintaining personal relationships in this particularly stressful environment were priorities. This tool does not summarize all the measures put in place to protect and promote the mental health of the Group's employees. It is accompanied by trainings, webinars, surveys and indicator monitoring, an alert system, medical monitoring and individual care. This individual care can be provided by on-site psychologists, specialized external firms, or the in-house medical teams. Diversity 4.3.4 Diversifying its teams ensures that Saint-Gobain is in tune with the world around it and understand its challenges, to be enriched by different skills and experience, while developing its capacity to innovate. To meet its diversity and inclusion targets, the Group is working to create an environment conducive to fairness and equality, crucial to employees’ professional growth, while fostering training and the cohesion of high-performance operational teams. The main drivers of this strategy are managers leading by example and the policy of equal treatment in the fields of recruitment, vocational training and compensation. Everywhere it operates, Saint-Gobain undertakes to promote inclusion and diversity in all its forms: gender, nationalities, training, career paths, generational diversity, disabilities and ethnic and social origins. The Group is strongly committed to the themes of diversity and inclusion, which constitute one of its priority CSR challenges (see this chapter, section 1.3.3). The requirements to be followed are defined at the global level, while action plans to support this vision are rolled out locally. An overall diversity indicator incorporating diversity of gender, nationality and professional experience is monitored annually. It is part of the performance of Saint-Gobain’s long-term management compensation plans (see chapter 5, section 2.4.3). The Group is committed to maintaining a diversity index always above 90% which is the case in 2021 with a diversity index of 91.1%. To encourage pluridisciplinarity and diversity of nationalities, emphasis is placed on the value of diversified career paths in areas of expertise (marketing, research and development, etc.), and on equal opportunities for local profiles. With regard to generation diversity, Saint-Gobain ensures a balance in the age composition of employees, making room for younger and older employees. There is a particular focus on workplace inclusion pathways for young people.
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