SUPPORT EMPLOYEE DEVELOPMENT
AND DIVERSITY

COMMITEMENT N°2


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2021

Teleworking, a component of information system modernization

As teleworking became widespread during the health crisis, CEPOVETT did its utmost to ensure that its employees were operational and efficient.
Thanks to its IT infrastructure capable of handling the increase in server connections, the Group quickly rolled out secure, collaborative, user-friendly tools. As such, it managed to maintain its teams' level of productivity and continuity of service for its customers. Videoconferencing ensured remote contact was kept with in-house staff as well as external parties. Moreover, IT teams were also called on to initiate employees in the use of tools and applications. Last but not least, data security was ensured by installing a virtual private network (VPN). Although the experience was satisfactory, it showed that in order to preserve social links and team cohesion, new, more interactive solutions - such as instant messaging - should be tried out.

2020

Workplace well-being : the benefits of yoga

Workplace well-being is a major issue for businesses. They have realised that quality of life at work has a real impact on absenteeism, and on a company's attractiveness and performance. Underpinned by a committed HR policy, initiatives are being taken to improve employees' everyday life, especially through external collaborations.
Yoga in particular is one of these solutions, giving employees a chance to relax and let go for a while at their place of work. For CEPOVETT, offering yoga sessions was an additional opportunity for extra-curricular staff bonding.
This moment of sharing and interaction is particularly appreciated by the teams, who are keen to continue attending these sessions. The company made the scheme possible by covering the costs involved.

2019

Better sharing of information

CEPOVETT ended its internal paper newsletter this year, and it will now be available exclusively in digital format. The company has chosen to work differently, by broadcasting interactive and customisable content on big screens in real time at its sites in France. Thanks to a new interactive information sharing system, it has increased employees’ ability to better enjoy their work life, and to interact with each other in a multi-site context. This digital display tool, which complements videoconferencing, allows teams to better communicate their daily activities.

2019 Results

    • Deployment of an eco-action programme80%
    • Collaborative CSR projects60%
    • Interactive, digital multi-site display90%

2018

A Human Resources policy

In an industrial textile sector undergoing a generational transition where candidates, like training, are becoming increasingly rare, CEPOVETT Group has made internal mobility and skills development essential components of its human resources policy. Through a Through a process of structuring the HR function, CEPOVETT Group tends to enhance human capital by insisting on training, sharing best practices and transmitting know-how between the most experienced and the youngest. This policy reconciles both a vision of the future and day-to day management. In 2017, operational excellence was a major project for CEPOVETT Group. The forthcoming move to its new premises will enable it to The upcoming move to its new premises will enable it to continue the process of sharing values among its teams, around its three strong brands. Its objective is to unite all its employees around its DNA by bringing together all its multidisciplinary teams in a single location. In these latest generation premises, it has found the ideal has found the ideal place for the expression of a liberated company.

2018 Results

    • Raising collaborators’ awareness of well-being at work60%
    • Setting up a collaborative orchard and vegetable garden25%
    • Well-being scale20%

2017

Report 2017

Through its approach to structuring the HR function, CEPOVETT Group is pursuing a human resources policy that promotes the development of human capital, focusing on training, sharing best practices and passing on know-how between the most experienced and the youngest employees. A policy that reconciles a vision of the future with day-to-day management. In 2016, in a textile industrial sector undergoing a generational transition where candidates and textile training courses are becoming increasingly rare, CEPOVETT Group has made the transfer of know-how and technical skills an essential part of its human resources policy. Pairings between more experienced staff and young professionals starting out in this activity have been set up to guarantee the transmission of knowledge. Some employees are seconded to industrial sites abroad to enable the teams in place to complete their training in a logic of sharing and optimising skills.

2017 Results

    • Improving well-being at work60%
    • Sharing values50%
    • Prevention of professional risks (risk prevention
      plan / safety ...)100%

2016

A committed social policy

CEPOVETT Group employs 250 people on 5 sites in France: Gleizé, Andrézieux-Bouthéon, Paris, Saint Quentin, and Bagnols-sur-Cèze. Through its external growth policy, the group has implemented a human resources policy focused on training, the sharing of best practices and the transmission of know-how between the most experienced and the youngest. In 2015, CEPOVETT Group complied with its obligations in terms of integrating disabled people into its workforce and facilitating their integration and professional development. Maintenance work on green spaces is carried out by work-related assistance services.

2016 Results

    • Raising awareness of eco-gestures among employees40%
    • Strengthening the human resources department100%
    • 100% of CEPOVETT Group sites connected by an interactive display20%