“The well-being of our employees is a priority in our HR policy. To this end, we have set up a weekly barometer of employees’ well-being at work and their feelings. These results are shared with the management team in order to detect weak signals and react quickly if necessary.”
Enabling healthy living and promoting well-being for all ages is essential for sustainable development.
The ambition of Dékuple
Considerations for the health and well-being of its employees are integral to the commitments of the Group. The well-being of our teams is a priority for us, especially in this pandemic context. This is why remote working is available to 98% of our employees. Numerous operations have been set up to maintain social links and take care of employees: internal communication has been expanded with weekly newsletters, videos, webinars, online courses offered, tablets provided so that children can follow the courses, and competitions. Also, a psychological helpline has been opened 24 hours a day, 7 days a week.
The pandemic has profoundly changed the way we work. It was unthinkable to imagine going back to the way things were before: everyone in the office every day and in the same partitioned offices that were less and less busy. The use of the office has evolved, we are now looking for a collective, collaborative and shared environment. A reorganization of the work spaces was necessary to meet the new expectations of employees. We opened up the spaces, increased the number of meeting rooms, and created an “agora” which has become a friendly meeting place for our teams.
Every two weeks, Bloom At Work allows us to ask employees questions on various subjects related to our work environment.
Our objective is, through feedback, to improve well-being and fulfillment at work, and to facilitate, if necessary, exchanges with managers.
“Bloom at work is an excellent tool that helps open up the discussion on certain subjects that we don’t always have the opportunity to address during the year. It allows me to put my finger on aspects concerning management or hierarchy that I wasn’t necessarily aware of, and thus to be able to give full feedback to my teams. At the beginning of each month, I try to bring my vision to remove any blockages or obstacles.”
