In accordance with its business plan, HAROPA - Ports of Paris is prioritizing actions in favour of talks between management and labour, and training.
Nearly 80% of HAROPA - Ports of Paris employees received training in 2017. With a budget corresponding to 2.70% of the payroll (vs 3.63% in 2016), the topics covered were highly varied, ranging from the reform of the public estate to office automation, the safety of passengers as well as that of employees.
At the same time, the series of certified training courses - launched in 2016 via the Personal Training Account (CPF) used during working time - and skills certification processes continued in 2017.
Once again this year, HAROPA - Ports of Paris invited employee representative bodies and all of its employees to help define the major strategic policies affecting the institution. Staff representative bodies were informed and consulted about the organizational changes related to the 2016-2020 business plan, the 2016 social report, the 2016 gender-related situation report, the remuneration policy, the 2018 training plan, as well as the car fleet management policy.
A new Company Savings Scheme and a new Housing Assistance Agreement have been put in place. Following the recommendations of the Court of Auditors, a joint committee was set up to collect ideas and proposals from employees on improving the organization of working time. Its report was presented to the Works Council in February 2017. Since then, talks continued in 2017 to reach a draft agreement in 2018.
The Health, Safety and Working Conditions Committee (CHSCT), whose members have been renewed, will give way to a Social and Economic Committee (SSC) at the end of 2018, in accordance with changes in the law.
In 2017, the change in the average remuneration of existing staff (RMPP) was +1.78% for collective and individual measures. The change includes individual increases that benefited nearly 33% of employees.
The Company Savings Scheme (PEE) and the group retirement savings scheme (PERCO) are instruments for recognizing the performance of the Establishment and represent a lever for mobilizing employees, by allowing each employee member to one or the other of these schemes to constitute savings through voluntary payments or the payment of their profit-sharing.