Campus Eiffage
Campus Eiffage © Nicolas Fussler

Training, a lever for employability

The training portfolio proposed by Eiffage University, launched at the end of 2014, has several objectives: improve the readability and visibility of training in the group, to enable employees to be agents for their own training, professional development and career; favour internal training, to propose courses specifically adapted to the needs of employees and to ensure proper transmission of skills and experiences; and pool the training offer to promote a shared culture.

 

Beyond considerations of professional development goals, the aim is to keep employees in their jobs by improving expertise and adapting it to new needs, for example by reinforcing the leadership skills of Group managers, or by developing expertise in digital technology or energy efficiency.

 

Formation conducteurs de travaux
       Works supervisor training © Eiffage

A new organisation

In 2014, a shared organisation was put in place with dedicated training platforms in Vélizy and Lyon, a coherent presentation of the training offer for the entire Group and pooling of the divisions' existing training content on similar themes.

The result of this work materialised in 2015 via an online catalogue of more than 500 modules from all divisions, open to all employees and accessible from all digital devices.

university 

Adapting to changes 

Internal training initiatives take various forms :

  • Production masters: training for blue-collar workers is primarily organised around job-specific expertise, prevention and occupational health. In addition, some divisions, such as Eiffage Construction and Infrastructures, also organise certifying training courses for employees. These initiatives help meet market requirements by expanding the company's capabilities, and contribute to employees' professional development.

  • Foundational masters: the aim is to strengthen basic occupational skills, an essential prerequisite for career development to which the divisions respond by developing the appropriate training. 

  • The master chef courses, for local managers - team leaders, foremen, site managers and shop supervisors - are being rolled out throughoutchiffres the Group. While the programme is nearing completion in the Infrastructures division, a new 12-day course was launched by Eiffage Énergie for work site managers / works supervisors, with the primary objective of developing leadership skills and optimising production time management, in connection with the productivity-centred approach launched by the division. These courses are an essential part of the Group's training programme and aim to support professional development, team autonomy and work site productivity. 
  • Dans le cadre des master spé’ Eiffage Énergie a créé deux cursus de formation structurants en 2014 afin de renforcer les compétences de tous ses responsables d’affaires en matière de contrôle et pilotage d’affaire, donner un cadre et des outils pour partager une culture d’entreprise. L’Université Eiffage propose également aux cadres les formations Essentiels, afin de donner les fondamentaux et les bons réflexes : telle que la « gestion contractuelle des marchés » ou les « Études et variantes ».
  • As part of the specialised masters, Eiffage Énergie created two core training courses in 2014 to strengthen the skills of all its contract managers in contract management and supervision, and provide a framework and tools for sharing a corporate culture. Eiffage University also offers the Essentials training courses to managers to give them the fundamental skills and the right approach, such as "contract management" and "studies and variants".

  • Specific training courses are devoted to increasing managers' managerial skills and preparing high-potential employees for promotion to these functions. Young engineers also receive specific training to develop their skills across areas of expertise and synergies within the Group. Eiffage Construction, with its Horizons programme, supports young or more experienced employees with high potential over five years to develop their management skills for the benefit of the Group and its businesses. By September 2015, since its start in 2013, the programme had trained two classes of five employees in the experienced category, and four "junior" Horizon employees.

Lastly, Eiffage University runs two specific training programmes for executive managers: one focusing on profit centre management, and the other on project management. Each year, two classes of approximately twenty participants attend these courses.

  

Eiffage Rail
       ©Eiffage Rail
 

In response to changes in its motorway operation business, APRR strengthens employee expertise and allows them to gain access to new positions via a personal skills enhancement initiative, the professional development programme. Introduced in 2009 in the Tolls section, the programme is now implemented for other business lines, particularly relating to safety, purchasing and equipment. This initiative benefits more than 200 people, including some 140 managers. Two new programmes - supervisor and technician - have been launched for the Land section.

Six professional development programmes support the creation of APRR's new operating organisation and involve a hundred workplace instructors.

Focus

Sustaining employment by adapting jobs

As part of the "Energy Skills Prospects" programme, Eiffage Energie offers technical training for blue-collar workers to position themselves in other, more promising activities of the division. Difficulties have been identified on jobs in electric power grid infrastructure due to French market maturity. Employees who volunteered in Île-de-France in 2015 –generally older profiles- attended a first training course in a new occupation offering better prospects. This initiative will be continued in 2016 for other proposed position changes.

 

 

Formation THT
EHV Training ©Eiffage Énergie

 

Clemessy continues its training plan for the 2014-2016 period, focussing both on professional mobility and maintaining a high technical standard among employees. The company continues to improve skills in contract management, projects and studies. To match internal skills to emerging markets, support particularly targets the nuclear, aviation and energy efficiency sectors.

Focus

Sustainability training courses across all divisions

For example, APRR has a specific Environment package, whereas Eiffage Construction pursues training contributing to BBC® or BEPOS energy-efficiency building projects (regulations, design, new materials, etc.), and runs awareness sessions in energy efficiency issues. Training in Group tools continues: for site environmental officers in GEODE software use, in eco-comparison tools (such as the shared SEVE tool used in the Public Works professional division), and in the Bilan carbone®, etc.

In 2015, the Group deployed the Essentials HQVie® training course designed by the sustainable development department.

The Eiffage/Paris I Panthéon-Sorbonne biodiversity, environment and large infrastructures corporate chair, part of the Bioterre Master II syllabus, teaches a 280-hour diploma course each year. Moreover, an inter-regional "energy performance management" course was held in November 2015 for twelve employees from Eiffage Construction. They were able to discover new operational tools for design, construction and operation proposed in collaboration with Eiffage Services and Eiffage Benelux.

Work-study programmes –
an opportunity for recruitment

The Group has a dedicated work-study policy in accordance with commitments made in the Apprenticeship Charter (2005), the Corporate Charter for Equal Opportunity in Education (2006), and the Companies and Neighbourhoods Charter (2013).

In 2015, Eiffage welcomed 3,000 students on traineeships and 2,650 on work-study programmes which are an important source for pre-recruitment. All divisions reinforce training for mentors or instructors to secure transmission of know-how and improve apprenticeship management.

APRR and AREA have approximately one hundred active work-study programme instructors each year and more than 60 trainee supervisors. They develop various forms of partnership with training centres or organisations to foster employment integration, through workplace immersion, presentations in schools, study guidance, career project development, and participation in forums.

To strengthen the traineeship and work-study programme, Eiffage Energie published a Youth Contracts guide in 2014 to support managers in their supervisory role. The entity also pursues active relations with target engineering schools.

Through its partnership with AFPA, the Infrastructures division continues to offer more than 200 work-study contracts in these regional training centres each year.

quart d'heure sécurité
15-minute safety session on the BPL LGV work site © Gaël Arnaud

Adapting training methods


Over one third of training hours are done internally at APRR and AREA thanks to the involvement of almost 200 employee trainers. Under the commitment to provide all employees with access to training in connection with their Diversity and Equal Opportunities programme, a rate of 85% has been reached. Online training initially developed for office automation has been extended to foreign languages, professional modules and management. This training method offers more flexible participant organisation. Combined with classroom sessions, learning conditions are optimised and participant interaction is leveraged. The offer includes office automation days, platform and telephone-based English language learning, and knowledge assessments prior to attending classes. The most recent professional modules address road signage and drive-through toll barriers.

 

Soudeur
©Alexis Toureau
 

The Infrastructures division continues to roll out the e-learning course comprising 12 modules on fundamental road construction methods. The programme is available as a complete course or selected modules, primarily for young works supervisors and design engineers. Some units may be attended by support function employees keen to improve their understanding of the roadways business.

 

Chantier Marseille

    ©Thierry Lavernos