Page 31 - Paragon ID

ACTION PLAN
Recruitment
Our company values the diversity of staff and promotes in- clusivity whilst guaranteeing equal opportunities for every- one. Each site is different and has its own restrictions when it comes to attracting staff members. Although recruitment is not generally a major issue, attracting and retaining talent can be increasingly challenging in countries such as Roma- nia and the USA.
Throughout the Group, we work on developing our employer brand so as to constantly attract new talent.
Evolution of the age pyramid
This year, we managed to attract new talent, notably in the under 30 year-old category, with a workforce increase of 24 employees overall compared to the previous year. However, employees over 50 years old, now account for 50% of our total workforce, which means we must plan for their future retirement. With this in mind, we are continuing with the following measures:
implementing internships and apprenticeship programmes to increase our appeal to young people, particularly in the USA and at the Thames site;
developing a forward-looking management of jobs and skills (GPEC) within each entity, to aim to prevent future loss of expertise when experienced employees leave the company; implementing a progressive retirement policy, notably in France, aimed at improving the working conditions of senior employees whilst training young talent.
Talent retention
We implement initiatives aimed at retaining our workforce. Notable measures include:
the improvement of onboarding processes to help new recruits better integrate into the company. Tools for these purposes have been implemented at BBP and are currently being rolled-out across France and the USA;
an analysis of the root causes of voluntary departures (meetings, assessment of number of years’ service when leaving the company) to adjust the action plan in line with identified causes;
a programme of internal and external skills development training programmes;
one-to-one meetings to assess skills and support career development and growth;
adhering to the initiatives made by Grenadier Holdings (formerly Paragon Group) in respect to the personal and professional development of our future leaders (European Learning Development Programme) and young talent (Young Paragon Network);
implementation of new industrial technologies to help develop unqualified roles. The ASK IntTAG (USA) and PIROM (Romania) sites have both benefited from the implementation of new industrial tools enabling more automation and the transformation of unqualified, low- paid jobs into more appealing positions;
the implementation of a wellbeing focused workplace environment.
ELDP AND YOUNG PARAGON NETWORK
This year, Grenadier Holdings expanded these two programmes to all divisions, including Paragon ID.
The “European Leadership Development Programme” allows future company leaders to receive support over 18 months to develop their skills and potential. The “Young Paragon Network” programme is intended to pool together new hires from various countries and divisions around concrete themes so as to develop their knowledge of the company and hone their project management skills.
INDICATOR
Staff turnover: 10.28% (13.11% in 2021/2022) equating to an evolution of -21.6%
TARGET
Staff turnover: < 10%
The efforts made to reduce our staff turnover and to retain talent have begun to yield results, with an overall fall
in the staff turnover rate from 13.11% to
This reduction was particularly noticeable
on the sites of PIROM (7.58% compared
with 25.76% in 2021/2022) and ASK IntTAG (15.63% compared with 36.36% in 2021/2022).
10.28%
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