Supporting corporate efforts to advance diversity and social transformation is one of the key challenges of the Lagardère group's CSR policy. In 2014, it continued its efforts regarding diversity, developing management skills and internal mobility.
Priorities in 2014
The need for permanent dialogue with employees
As in 2013, labour relations were an important topic for the Group in 2014. The need to adapt Lagardère Active to the new challenges it faces was the object of a permanent dialogue with employees. This was made concrete by numerous meetings with employee representative bodies of the various companies concerned, as well as two Group Committee meetings. The quality of work of human resources teams at all levels and in close collaboration with employee representatives allowed for the sale of 10 press titles and the reorganisation of the Press business, avoiding lay-offs through a voluntary redundancy programme.
Enhancing the in-house training offering
Following on from the Integration and Leadership seminars, Lagardère decided in 2014 to develop its in-house training offering for talented staff. Five additional themes are therefore on offer, allowing young managers to discuss common issues such as the fundamentals of management, conflict management, negotiation, managerial communication and public speaking.
Developing internal mobility
Continuing with the process of identifying talented employees, the Lagardère group also strengthened its tools with regard to internal mobility. The ad hoc committee created in 2013, comprising human resources directors from all divisions, met five times in 2014 and reviewed 80 positions and applicants. In addition, 23 newsletters listing all positions vacant within Lagardère were sent to human resources representatives in charge of mobility.
Arnaud Lagardère Editorial"2014 marked a decisive stage in the life of our Group. Our transformation plan continued to yield promising results and a robust financial position ..."
The group's activities
The Lagardère group is a global leader in content production and distribution whose powerful brands leverage its virtual and physical networks to attract and enjoy qualified audiences.
The Group's business model relies on creating a lasting and exclusive relationship between the content it offers and its customers.
It is structured around four business lines.
The group's history
Lagardère’s history stretches back 150 years, from Louis Hachette’s intuitive decisions in the 19th century to the digital revolution...