2013 AXA Group Human Capital Social Data Report
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AXA Group Human Capital Social Data Report 2013
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 CONTENT
SOCIAL DATA REPORT 2013 SECTION I
I. MESSAGE FROM GEORGE STANSFIELD 1
Head of Group Human Resources & Group General Counsel
II. AXA AT A GLANCE 3
III. HEADCOUNT AND PROFILE OF EMPLOYEES 7
A. Focus on AXA UK & Ireland 14
IV. WORKFORCE DYNAMICS 16
Message
B. Focus on AXA Investment Managers 24
V. COMPENSATION 26
C. Focus on AXA Life Japan 30
from
VI. LEARNING & DEVELOPMENT 32
D. Focus on AXA France 40
VII. WORKING TIME & ABSENTEEISM 42
E. Focus on AXA US
VIII. EMPLOYEE RELATIONS
50
52 George
Stansfield
F. Focus on AXA Northern, Central & Eastern Europe 56
IX. DIVERSITY & INCLUSION 58
G. Focus on AXA MedLA 60
X. SOCIETAL RESPONSIBILITY 62
H. Focus on AXA Asia 68
XI. APPENDIX 70
I. About Social Data Reporting
J. Information on the Company
K. List of entities in consolidation
L. Exchange rate information
M. Process information, Reporting certification & Ratings
N. Notes
O. Find out more Head of Group Human Resources
& Group General Counsel
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 MESSAGE FROM GEORGE STANSFIELD
SOCIAL DATA REPORT 2013 SECTION II
We are in a people business. We compete
in the world of ideas, innovation
and service. The difference between
“surviving” and “winning” is the
difference between having good people
and having really top-rate people in
terms of leadership skills, management
skills and technical expertise.”
AXA
In our industry, we compete largely on the basis 3/ Retaining our people over the long-term by
of ideas and service. In this context, people are empowering and engaging them in the context of an
the key differentiator and the difference between open, inclusive and collaborative work environment,
“surviving” and “winning” is often the difference supported by an aligned system of rewards and
between having good people and having really top- incentives
at a Glance
rate people – technical experts, managers and
All of this needs to be driven by a results-oriented,
leaders. At AXA we spend a great deal of time
efficient, and modern global HR organization that
focusing on the development of our people with
provides proactive client service and plays a
a view to developing the outstanding technical
strategic advisory role for our businesses around
experts, managers and leaders that will give us
the world.
the edge for tomorrow and ensure the Group’s
sustainable success over the long term. Our focus on attracting, retaining and developing
our people and the need for HR to play a proactive
Our collective Ambition AXA objective is to become
strategic advisory role become even more critical in
the preferred company in our industry and to build
the context of the digital revolution which will bring
a distinctive culture of trust and achievement. The
to us both opportunities and risks. The quality of
engagement and commitment of our employees all
our people and the culture we build together will be
around the world is essential to reach this goal. In
the key to our ability to seize these opportunities
HR, our job is all about our people and we focus our
and to manage these risks.
global efforts and initiatives around three essential
missions: This 2013 Social Data Report provides us with fact-
based insights into our global employee population,
1/ Attracting top-rate talent in all the various
the areas where we have made real progress and
countries where we do business so that we are
the areas where we need to continue to focus
prepared to face challenges of today and tomorrow;
on over the coming years in order to achieve our
2/ Developing our people on a continuing basis Ambition AXA objectives and shape our workforce
to ensure that we have the technical expertise, and culture for the future.
management competencies and leadership skills
that we need to outperform in a highly competitive
and rapidly evolving environment; and George Stansfield
02
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 AXA AT A GLANCE AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 AXA AT A GLANCE
Headcount Headcount of salaried workforce
EUROPE Country* 2013 2012
95,163 headcount France** 23,582 23,721
(73,476 salaried workforce
& 21,687 exclusive distributors*) United Kingdom 12,074 12,896
Germany 10,714 11,099
Japan 8,774 8,657
United States 7,227 7,646
Belgium 6,191 6,565
Switzerland 4,762 4,800
Mexico 4,374 4,465
Spain 4,297 4,417
India 3,722 3,138
Morocco 2,845 2,515
Italy 1,947 1,903
South Korea 1,867 1,598
Hong Kong 1,817 1,807
AMERICAS AFRICA ASIA PACIFIC & MIDDLE EAST Ireland 1,396 1,381
17,576 headcount 4,128 headcount 40,170 headcount Poland 982 1,013
(12,836 salaried workforce (3,913 salaried workforce (22,644 salaried workforce Portugal 964 1,000
& 4,740 exclusive distributors*) & 215 exclusive distributors*) & 17,526 exclusive distributors*)
Philippines 928 846
AXA’s presence
Ukraine 881 862
112,869 salaried workforce on open-ended and fixed-term contracts Turkey 799 777
in 56 countries and 349 entities (total headcount 157,037 persons) Singapore 784 738
Malaysia 771 714
Czech Republic & Slovakia 715 722
Europe 65% Average length of service 11.4 years
Indonesia 644 544
Asia Pacific & Middle East 20% Average age 40.9 years
Hungary 570 556
Americas 12% Total payroll e7,622 million Thailand 492 417
Africa 3% Employees trained during the year 86.5% United Arab Emirates 410 398
Argentina 382 374
Gender parity
* Sorted by number of salaried workforce with open-ended contract in 2013.
** France headcount includes French Polynesia and New Caledonia.
* Source: Group Marketing & Distribution, 2013.
04 05
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 AXA AT A GLANCE
Headcount of salaried workforce SOCIAL DATA REPORT 2013 SECTION III
Country* 2013 2012
Algeria 367 254
Brazil 359 332
Greece 352 356
Mauritius 328 347
Headcount
South Africa 258 213
Luxembourg 237 237
Saudi Arabia 203 186
and Profile of
China 183 229
Romania 168 162
Panama 151 138
employees
Lebanon 150 150
Colombia 142 153
Canada 124 116
Bahrain 113 107
Azerbaijan 95 100
Taiwan 91 103
Cameroon 85 87
Senegal 83 90
Ivory Coast 72 74
Serbia 69 49
Oman 65 63
Gabon 63 69
Australia 38 113
Qatar 27 27
Chile 15 20
Netherlands 12 6
Sweden 10 11
Austria 0 1
* Sorted by number of salaried workforce with open-ended contract in 2013.
06
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 HEADCOUNT AND PROFILE OF EMPLOYEES AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 HEADCOUNT AND PROFILE OF EMPLOYEES
Headcount and Profile of employees
GROUP OVERVIEW
—
Pedro
France Headcount (number of persons) as of December 31 2013 2012
Diana Total headcount of salaried workforce (open-ended and fixed-term contract) 112,869 113,422
Mexico
Headcount of salaried workforce (a) 108,771 109,362
Proportion of men 47.5% 47.7%
Proportion of women 52.5% 52.3%
Workforce size Headcount of salaried non-sales force 93,070 93,217
Executives 3,350 3,326
AXA’s overall salaried workforce on December 31,
2013, was 112,869 employees (open-ended and Proportion of men 73.2% 73.7%
fixed-term contracts), which represents a slight AXA continued to recruit Proportion of women 26.8% 26.3%
decrease of 0.5%.
in 2013 and hired more Managers 15,840 15,768
The footprint of AXA’s salaried workforce in 2013 Proportion of men 59.1% 59.5%
was 65% in Europe (vs. 66% in 2012), 20% in Asia- than 16,500 employees
Proportion of women 40.9% 40.5%
Pacific (vs. 19% in 2012), 12% in the Americas (vs. on permanent contract.” Experts and staff 73,880 74,123
12% in 2012) and 3% in Africa (vs. 3% in 2012).
Proportion of men 42.8% 42.8%
AXA continued to recruit in 2013 and hired more
than 16,500 employees, of which almost 4,800 Proportion of women 57.2% 57.2%
were sales employees. Out of that total number Headcount of salaried sales force 15,701 16,145
of hires, nearly 400 persons were re-hires into
Proportion of men 52.3% 53.1%
the Company.
Proportion of women 47.7% 46.9%
Profile of AXA employees 2013 2012
Average age of salaried workforce 40.9 40.9
Non-sales force 40.7 40.8
Sales force 41.5 41.5
Average length of service of salaried workforce 11.4 11.5
Non-sales force 12.0 12.2
Sales force 7.6 7.7
Disability (open-ended and fixed-term contract)
Number of employees with disabilities - concerns entities operating in France only 767 809
08 09
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 HEADCOUNT AND PROFILE OF EMPLOYEES AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 HEADCOUNT AND PROFILE OF EMPLOYEES
Headcount and Profile of employees Headcount and Profile of employees
FOCUS ON EUROPE FOCUS ON AMERICAS
Headcount (number of persons) as of December 31 2013 2012 Headcount (number of persons) as of December 31 2013 2012
Total headcount of salaried workforce (open-ended and fixed-term contract) 73,476 75,169 Total headcount of salaried workforce (open-ended and fixed-term contract) 12,836 13,345
Headcount of salaried workforce (a) 70,614 72,425 Headcount of salaried workforce (a) 12,774 13,244
Proportion of men 47.4% 47.6% Proportion of men 49.8% 49.9%
Proportion of women 52.6% 52.4% Proportion of women 50.2% 50.1%
Headcount of salaried non-sales force 63,181 64,374 Headcount of salaried non-sales force 12,388 12,814
Executives 1,925 1,952 Executives 915 883
Managers 10,781 10,821 Managers 2,076 2,153
Experts and staff 50,475 51,601 Experts and staff 9,397 9,778
Headcount of salaried sales force 7,433 8,051 Headcount of salaried sales force 386 430
Average age of salaried workforce 42.5 42.3 Average age of salaried workforce 38.9 39.0
Non-sales force 42.6 42.5 Non-sales force 38.8 39.0
Sales force 40.8 40.7 Sales force 41.5 40.8
Headcount of salaried workforce based on age cluster Headcount of salaried workforce based on age cluster
Salaried workforce aged 66 and more 129 107 Salaried workforce aged 66 and more 117 109
Salaried workforce aged from 61 to 65 1,698 1,623 Salaried workforce aged from 61 to 65 304 331
Salaried workforce aged from 56 to 60 7,957 8,284 Salaried workforce aged from 56 to 60 700 714
Salaried workforce aged from 51 to 55 9,148 9,076 Salaried workforce aged from 51 to 55 1,112 1,145
Salaried workforce aged from 46 to 50 10,256 10,486 Salaried workforce aged from 46 to 50 1,292 1,350
Salaried workforce aged from 41 to 45 10,426 10,642 Salaried workforce aged from 41 to 45 1,613 1,683
Salaried workforce aged from 36 to 40 10,053 10,439 Salaried workforce aged from 36 to 40 1,953 1,995
Salaried workforce aged from 31 to 35 9,463 9,701 Salaried workforce aged from 31 to 35 2,292 2,327
Salaried workforce aged from 26 to 30 7,807 8,146 Salaried workforce aged from 26 to 30 2,174 2,375
Salaried workforce aged 25 and less 3,677 3,981 Salaried workforce aged 25 and less 1,217 1,215
Average length of service of salaried workforce 14.1 14.1 Average length of service of salaried workforce 7.8 7.8
Non-sales force 14.5 14.5 Non-sales force 7.8 7.8
Sales force 10.3 10.2 Sales force 7.7 6.4
10 11
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 HEADCOUNT AND PROFILE OF EMPLOYEES AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 HEADCOUNT AND PROFILE OF EMPLOYEES
Headcount and Profile of employees Headcount and Profile of employees
FOCUS ON ASIA PACIFIC & MIDDLE EAST FOCUS ON AFRICA
Headcount (number of persons) as of December 31 2013 2012 Headcount (number of persons) as of December 31 2013 2012
Total headcount of salaried workforce (open-ended and fixed-term contract) 22,644 21,454 Total headcount of salaried workforce (open-ended and fixed-term contract) 3,913 3,454
Headcount of salaried workforce (a) 21,610 20,391 Headcount of salaried workforce (a) 3,773 3,302
Proportion of men 47.7% 47.4% Proportion of men 40.6% 41.0%
Proportion of women 52.3% 52.6% Proportion of women 59.4% 59.0%
Headcount of salaried non-sales force 14,162 13,080 Headcount of salaried non-sales force 3,339 2,949
Executives 429 415 Executives 81 76
Managers 2,582 2,421 Managers 401 373
Experts and staff 11,151 10,244 Experts and staff 2,857 2,500
Headcount of salaried sales force 7,448 7,311 Headcount of salaried sales force 434 353
Average age of salaried workforce 38.1 38.3 Average age of salaried workforce 32.8 33.1
Non-sales force 35.6 35.7 Non-sales force 33.1 33.5
Sales force 42.8 43.0 Sales force 30.7 30.2
Headcount of salaried workforce based on age cluster Headcount of salaried workforce based on age cluster
Salaried workforce aged 66 and more 8 7 Salaried workforce aged 66 and more 1 1
Salaried workforce aged from 61 to 65 446 470 Salaried workforce aged from 61 to 65 11 1
Salaried workforce aged from 56 to 60 1,033 975 Salaried workforce aged from 56 to 60 106 80
Salaried workforce aged from 51 to 55 1,486 1,485 Salaried workforce aged from 51 to 55 174 160
Salaried workforce aged from 46 to 50 2,147 1,998 Salaried workforce aged from 46 to 50 153 152
Salaried workforce aged from 41 to 45 2,841 2,690 Salaried workforce aged from 41 to 45 221 175
Salaried workforce aged from 36 to 40 3,585 3,421 Salaried workforce aged from 36 to 40 391 281
Salaried workforce aged from 31 to 35 4,005 3,887 Salaried workforce aged from 31 to 35 805 593
Salaried workforce aged from 26 to 30 3,887 3,567 Salaried workforce aged from 26 to 30 1,362 1,106
Salaried workforce aged 25 and less 2,172 1,857 Salaried workforce aged 25 and less 549 534
Average length of service of salaried workforce 5.8 5.9 Average length of service of salaried workforce 5.1 5.6
Non-sales force 6.1 6.3 Non-sales force 5.4 5.9
Sales force 5.2 5.3 Sales force 2.9 3.3
12 13
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 FOCUS ON AXA UK & IRELAND AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 FOCUS ON AXA UK & IRELAND
A. Focus on AXA UK & Ireland
In 2013, the AXA UK & Ireland HR teams partnered
Karan Hutchinson with our business leaders to facilitate change
AXA UK & Ireland and support business results. Creating a culture
Human Resources Director of trust and achievement and building the capability
of our people were at the heart of our strategy.”
Priorities After a full review and consultation, like many other To build capabilities, AXA Commercial Lines & Our recognition program, AXA Stars, was re-vamped
Our focus, in 2013, was a culture of trust and organisations in the UK, we closed the final salary Personal Intermediary put even more emphasis with a contemporary and easy-to-use website,
achievement and helping our employees be the section of the pension scheme, enabling better on their talent programs. A suite of extremely providing more flexible award amounts and linking
best that they could be. This priority saw our management of the risks and costs of the scheme successful programs was introduced to ensure nomination criteria to Leadership Dimensions. In
employee engagement score increase, while we and helping ensure that we remained a robust and targeted development for various talent pools 2013, over 9,000 eCards were sent, helping to
were cited in The Sunday Times as one of the Best sustainable business. across the business. foster a culture of recognition.
Big Companies to work for. HR was at the forefront of the UK’s migration to Meanwhile, the Group Reward team proved their Wellbeing was also part of continuously building
ONE. Along with process and policy information in credentials in an external environment, when the trust over the year. We moved safety assessments
Projects Employee Corner, communities were created on AXA UK Car Scheme won a national award for Best online, trained local accident investigators
The year 2013 included the delivery of various topics such as diversity, mentoring and wellbeing Car and Travel Benefit, thanks to the flexibility of and trialled new inter ventions for managing
large-scale projects which each had a significant in order to encourage interaction and collaboration. the scheme for all employees, regardless of their psychosocial absence.
impact on our business, employees and culture. level or role.
In summary, 2013 was a bumper year for HR
Culture of achievement initiatives and AXA UK & Ireland was a better place
Payroll was brought in-house with the implementa- Trust and engagement
tion of MyHR Self Service, a modern and efficient HR’s business partners played a fundamental than ever to work.
PeopleSoft system. Delivering annual savings role in enabling our entities to be more capable Much was done to improve the way that new
of £1.5 million per year, the system continues and efficient. For instance, they suppor ted star ters are recruited and inducted into the
to enhance our employees’ ability to manage HR the closure of AXA Wealth’s Bancassurance company. As well as re-launching the AXA Jobs
records online. business in response to economic, regulatory and website, an online welcome portal was introduced
competitive environment changes and conducted to allow new star ters to access a wealth of
a review of central functions that will lead to a information before their first day.
£15 million reduction in costs by 2015. The result
was a clearer strategic vision focussed on our
commercial strengths, employee engagement and
greater efficiencies.
14 15
AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 WORKFORCE DYNAMICS
SOCIAL DATA REPORT 2013 SECTION IV
—
Raghda,
Zebunnisa, Emma
and Andrea
Dubai
Mobility and Recruitment The recently-created Centre of Expertise (CEMI
France – April 2012) continues to provide support
Workforce
AXA established mobility policy and processes
across its major entities to make business and exper tise to 75% of AXA employees on
needs immediately visible through global Group- international assignment within the Group. The
wide posting of available jobs, both internally CEMI is looking to increase its scope to include
and externally, and to facilitate transfers to align other regions in 2014.
Dynamics
resources with AXA’s business priorities. In 2013, In 2013, revised international mobility policies
following the deployment by AXA in the United were launched and rolled out globally. The aim
States and Germany in 2012, AXA France, AXA was to segment the policy to reinforce the purpose
Banque France, AXA Headquarters in Paris, Family of different types of international assignments
Protect, the Global P&C and AXA Spain launched an for both the individual and the business as well
extension of the mobility process with the intent of as provide more tailored support to each type of
fully integrating an external recruitment platform. assignment.
Also in 2013, AXA redesigned its People In’ In addition, throughout the year, AXA Group
recruitment platform by adapting it to the changing International Mobility invited about 50 partners/
needs of applicants and integrating it with social spouses of assignees, located in Paris, to
media (e.g., allowing use of LinkedIn, Viadeo participate in the International Dual Career Network
or Xing profiles to fill out application forms and actively, a professional network supported by 13
speed up application processes, leveraging social international companies, located in Paris. This
networks as well as job boards to post jobs or initiative is aimed at facilitating each international
keep potential applicants updated of AXA news employee’s partner’s professional development in
published on LinkedIn, YouTube or Twitter). their host location.
International mobility remained stable, with about
600 assignments in 2013. The main objectives of
international assignments remain deployment and
development of key expertise and leadership skills
in mature as well as developing markets.
17AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 WORKFORCE DYNAMICS AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 WORKFORCE DYNAMICS
Workforce Dynamics Workforce Dynamics
GROUP OVERVIEW GROUP OVERVIEW
Movements 2013 2012 Mobility and Employee turnover 2013 2012
Movements of salaried workforce Internal mobility rate of salaried workforce 8.9% 9.1%
Net headcount evolution (entries versus departures) -1,001 -1,421 Turnover rate of salaried workforce 15.4% 14.8%
Entries 16,557 16,161
Involuntary (layoffs/dismissals) 4.0% 3.8%
Departures 17,558 17,582
Voluntary (resignations) 9.4% 9.2%
Movements of salaried non-sales force
Other reasons (pre/retirements and miscellaneous) 2.1% 1.8%
Net headcount evolution (entries versus departures) -888 -1,264
Entries 11,773 11,324 Turnover rate of salaried non-sales force 12.7% 12.3%
Number of external recruitments 9,787 9,432 Involuntary (layoffs/dismissals) 3.6% 3.3%
Number of fixed-term contracts transformed into open-ended contracts 1,473 1,028 Voluntary (resignations) 7.1% 7.1%
Number of re-hires in the Company 370 343 Other reasons (pre/retirements and miscellaneous) 2.1% 1.9%
Number of entries following mergers and acquisitions 143 521 Turnover rate of salaried sales force 30.9% 29.8%
Departures 12,661 12,588 Involuntary (layoffs/dismissals) 6.0% 6.4%
Number of resignations 6,628 6,630 Voluntary (resignations) 22.9% 21.7%
Number of economic/collective layoffs 1,989 1,614 Other reasons (pre/retirements and miscellaneous) 2.0% 1.8%
Number of individual layoffs 1,374 1,474
Number of retirements/pre-retirements 1,733 1,458
Number of departures due to external transfers (b) 726 1,138
Number of other departures 211 274
Movements of salaried sales force
Net headcount evolution (entries versus departures) -113 -157
Entries 4,784 4,837
Number of external recruitments 4,546 4,529 Offering mobility opportunities
Number of fixed-term contracts transformed into open-ended contracts 121 79
is part of AXA’s pledge to become
Number of re-hires in the Company 27 30
Number of entries following mergers and acquisitions 90 199
the preferred company for its
Departures 4,897 4,994 current employees as well as
Number of resignations 3,591 3,453 displaying a more attractive work
Number of economic/collective layoffs 411 336 environment for those who will
Number of individual layoffs 535 678
join the Group in the future.”
Number of retirements/pre-retirements 293 263
Number of departures due to external transfers (b) 48 242
Number of other departures 19 22
18 19AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 WORKFORCE DYNAMICS AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 WORKFORCE DYNAMICS
Workforce Dynamics Workforce Dynamics
FOCUS ON EUROPE FOCUS ON AMERICAS
Movements 2013 2012 Movements 2013 2012
Net headcount evolution of salaried workforce (entries versus departures) -2,180 -1,674 Net headcount evolution of salaried workforce (entries versus departures) -459 -631
Entries 6,057 6,654 Entries 2,412 2,286
Number of external recruitments 4,839 5,336 Number of external recruitments 2,181 2,173
Number of fixed-term contracts transformed into open-ended contracts 1,047 789 Number of fixed-term contracts transformed into open-ended contracts 93 20
Number of re-hires in the Company 156 199 Number of re-hires in the Company 122 91
Number of entries following mergers and acquisitions 15 330 Number of entries following mergers and acquisitions 16 2
Departures 8,237 8,328 Departures 2,871 2,917
Number of resignations 3,107 3,453 Number of resignations 1,566 1,578
Number of economic/collective layoffs 1,410 993 Number of economic/collective layoffs 827 790
Number of individual layoffs 1,224 1,477 Number of individual layoffs 288 444
Number of retirements/pre-retirements 1,761 1,429 Number of retirements/pre-retirements 64 92
Number of departures due to external transfers (b) 541 704 Number of departures due to external transfers (b) 108 0
Number of other departures 194 272 Number of other departures 18 13
Net headcount evolution of salaried non-sales force -1,835 -1,108 Net headcount evolution of salaried non-sales force -409 -600
Entries 4,778 5,221 Entries 2,374 2,215
Departures 6,613 6,329 Departures 2,783 2,815
Net headcount evolution of salaried sales force -345 -566 Net headcount evolution of salaried sales force -50 -31
Entries 1,279 1,433 Entries 38 71
Departures 1,624 1,999 Departures 88 102
Mobility and Employee turnover 2013 2012 Mobility and Employee turnover 2013 2012
Internal mobility rate of salaried workforce 7.4% 8.2% Internal mobility rate of salaried workforce 10.4% 10.2%
Turnover rate of salaried workforce 10.8% 10.4% Turnover rate of salaried workforce 21.5% 21.7%
Turnover rate of salaried non-sales force 9.6% 9.0% Turnover rate of salaried non-sales force 21.5% 21.7%
Involuntary (layoffs/dismissals) 2.8% 2.4% Involuntary (layoffs/dismissals) 8.7% 9.3%
Voluntary (resignations) 4.1% 4.3% Voluntary (resignations) 12.1% 11.6%
Other reasons (pre/retirements and miscellaneous) 2.8% 2.4% Other reasons (pre/retirements and miscellaneous) 0.7% 0.8%
Turnover rate of salaried sales force 21.0% 21.4% Turnover rate of salaried sales force 21.9% 24.0%
Involuntary (layoffs/dismissals) 11.6% 11.5% Involuntary (layoffs/dismissals) 6.5% 6.1%
Voluntary (resignations) 7.0% 7.9% Voluntary (resignations) 15.4% 17.7%
Other reasons (pre/retirements and miscellaneous) 2.4% 2.0% Other reasons (pre/retirements and miscellaneous) 0.0% 0.2%
20 21AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 WORKFORCE DYNAMICS AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 WORKFORCE DYNAMICS
Workforce Dynamics Workforce Dynamics
FOCUS ON ASIA PACIFIC & MIDDLE EAST FOCUS ON AFRICA
Movements 2013 2012 Movements 2013 2012
Net headcount evolution of salaried workforce (entries versus departures) 1,152 459 Net headcount evolution of salaried workforce (entries versus departures) 486 425
Entries 7,093 6,348 Entries 995 873
Number of external recruitments 6,357 5,647 Number of external recruitments 956 805
Number of fixed-term contracts transformed into open-ended contracts 419 236 Number of fixed-term contracts transformed into open-ended contracts 35 62
Number of re-hires in the Company 115 77 Number of re-hires in the Company 4 6
Number of entries following mergers and acquisitions 202 388 Number of entries following mergers and acquisitions 0 0
Departures 5,941 5,889 Departures 509 448
Number of resignations 5,195 4,712 Number of resignations 351 340
Number of economic/collective layoffs 159 104 Number of economic/collective layoffs 4 63
Number of individual layoffs 279 222 Number of individual layoffs 118 9
Number of retirements/pre-retirements 169 165 Number of retirements/pre-retirements 32 35
Number of departures due to external transfers (b) 125 676 Number of departures due to external transfers (b) 0 0
Number of other departures 14 10 Number of other departures 4 1
Net headcount evolution of salaried non-sales force 986 119 Net headcount evolution of salaried non-sales force 370 325
Entries 3,818 3,158 Entries 803 730
Departures 2,832 3,039 Departures 433 405
Net headcount evolution of salaried sales force 166 340 Net headcount evolution of salaried sales force 116 100
Entries 3,275 3,190 Entries 192 143
Departures 3,109 2,850 Departures 76 43
Mobility and Employee turnover 2013 2012 Mobility and Employee turnover 2013 2012
Internal mobility rate of salaried workforce 13.5% 12.3% Internal mobility rate of salaried workforce 6.0% 5.8%
Turnover rate of salaried workforce 27.4% 26.1% Turnover rate of salaried workforce 13.8% 15.7%
Turnover rate of salaried non-sales force 19.0% 18.4% Turnover rate of salaried non-sales force 13.1% 15.7%
Involuntary (layoffs/dismissals) 2.4% 2.3% Involuntary (layoffs/dismissals) 3.4% 2.6%
Voluntary (resignations) 16.2% 15.6% Voluntary (resignations) 8.7% 11.8%
Other reasons (pre/retirements and miscellaneous) 0.4% 0.4% Other reasons (pre/retirements and miscellaneous) 1.1% 1.4%
Turnover rate of salaried sales force 42.2% 40.6% Turnover rate of salaried sales force 19.4% 15.8%
Involuntary (layoffs/dismissals) 0.4% 0.4% Involuntary (layoffs/dismissals) 5.1% 1.5%
Voluntary (resignations) 40.1% 38.5% Voluntary (resignations) 13.2% 13.9%
Other reasons (pre/retirements and miscellaneous) 1.7% 1.7% Other reasons (pre/retirements and miscellaneous) 1.0% 0.4%
22 23AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 FOCUS ON AXA INVESTMENT MANAGERS AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 FOCUS ON AXA INVESTMENT MANAGERS
B. Focus on AXA Investment Managers
Our goal is to attract, develop and retain
Anne-Sophie Curet a high-performing and diverse workforce
AXA Investment Managers where each person is engaged and empowered
Human Resources Director to contribute to the successful achievement
of our corporate goals.”
Performance Ethics Diversity & Inclusion Ensuring that all generations are represented Career Development
In 2013, the principles which guide how we assess, Creating a diverse and inclusive organisation that in our workforce is another important aspect of In 2013, we looked for innovative ways to engage
reward and develop employees played a key role in values differences – for example, different nation- building a diverse and inclusive organisation. our employees and support their development. To
helping us achieve our goals. Strong performance alities, gender, education and personality traits Accordingly, in 2013, approximately 40 young that end, we launched “Practice Makes Perfect”,
ethics ensured that the messages and decisions – was also critical to engaging and empowering graduates started their careers at AXA IM, while a no-cost, social learning initiative, in which
related to each employee’s performance were fair, our people. over 200 undertook work placements. With youth employees help each other to improve their foreign
consistent and congruent. unemployment running at record highs in many language skills.
We have put the concept of unconscious bias at countries, we can be proud that we kick-started
The AXA IM Management Board once again carried the centre of our diversity and inclusion strategy, the careers of young people from over 50 schools. We also continued to focus on employee mobility
out its annual review of the alignment between not as an example of best practice, but so our Our strong ability to attract young talent is no doubt by offering a series of one day fairs focused on
compensation proposals and performance ratings people are aware of and mitigate the impact of down to our ability to work across generations mobility. “Career Inside” is designed to help
for the top 200 most highly-paid employees. At bias when making decisions about and interacting harmoniously. employees gain greater insights into our mobility
the same time, similar reviews were undertaken with others. processes and tools, help them prepare for mobility,
across the rest of the organisation. This process is While we have a global presence in 23 countries, and learn more about mobility opportunities at
In 2013, employees were invited to participate in there are actually about three times as many
just one example among examples of performance AXA IM.
interactive training sessions on unconscious bias, nationalities represented in our workforce. Again
ethics in action.
building on the training that was provided to our dispelling the negative effects of unconscious bias, As we move into 2014, we will continue to pro-
senior leadership teams in 2011 and managers working with colleagues from different cultures actively adapt our human resource policies and
in 2012. helped to overturn stereotypes and leveraged the practices and leverage new tools, such as social
business benefits of different ways of thinking media, to attract, develop, engage and retain a
and working. diverse, empowered and talented workforce in
all our locations around the globe. Building an
organizational culture where all employees can
thrive is a collective responsibility and we are
confident that everyone at AXA IM is committed to
ensuring it remains a great place to work.
24 25AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 COMPENSATION
SOCIAL DATA REPORT 2013 SECTION V
—
Karina
Mexico
Mark
USA
Reward, benefits and compensation
expense
Compensation policy Benefits
AXA’s compensation policy aims to attract, develop Benefits form a significant part of AXA’s broader
and retain best talents by ensuring that (1) pay total rewards offer. AXA’s benefits approach is
levels are market competitive, (2) internal equity primarily country-driven, since employee benefit
relies on differentiated individual and collective plans can vary significantly between countries due
performance and (3) pay-outs are affordable and to different levels of social benefits provision and
Compensation
in line with company’s financial results. diverse tax and legal regulations. AXA’s policy is
to target benefits coverage at the median of the
Consequently, remuneration levels are set taking
relevant market and encourage flexible benefits
into account local market conditions along with
schemes, as this allows employees to choose the
company financial and operational results.
set of benefits they perceive as high-value.
Performance management is a key component
to the overall rewards policy which fosters and
recognizes individual and collective superior
achievements.
In 2013, total compensation cost was e7.62
billion, which corresponds to a decrease of 1.6%
compared to 2012. On a comparable Foreign Performance management
Exchange basis, the total compensation cost
increased by 0.95%. is a key component
of the overall reward policy
which fosters and recognizes
individual and collective superior
achievements.”
27AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 COMPENSATION AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 COMPENSATION
Compensation
Compensation 2013 2012
Compensation costs of salaried workforce in Million € (c) 7,622 7,744
— Annual gross payroll in Million € (Europe) 5,333 5,400
Courtney
Proportion of fixed pay (related to wages) of salaried non-sales force 88% 88%
and Ornella
France Proportion of variable pay (related to wages) of salaried non-sales force 12% 12%
Proportion of fixed pay (related to wages) of salaried sales force 67% 69%
Proportion of variable pay (related to wages) of salaried sales force 33% 31%
Benefits should include a competitive insurance Annual gross payroll in Million € (Americas) 1,348 1,357
coverage (the nature and type of which may vary
Proportion of fixed pay (related to wages) of salaried non-sales force 62% 66%
by entity depending on local competitive and
cost considerations). In all cases, local minimum Proportion of variable pay (related to wages) of salaried non-sales force 38% 34%
requirements are respected (and generally Proportion of fixed pay (related to wages) of salaried sales force 29% 29%
exceeded to a large degree) for a majority of AXA
Proportion of variable pay (related to wages) of salaried sales force 71% 71%
employees across all geographies.
Annual gross payroll in Million € (Asia Pacific / Middle East) 876 931
Following the 2013 “SharePlan “SharePlan” program Proportion of fixed pay (related to wages) of salaried non-sales force 83% 84%
Through its “SharePlan” program, the Group Proportion of variable pay (related to wages) of salaried non-sales force 17% 16%
program”, AXA’s employees hold encourages employees to become AXA Proportion of fixed pay (related to wages) of salaried sales force 38% 38%
7.03% of the Company’s capital and shareholders. Offered internationally for the first
Proportion of variable pay (related to wages) of salaried sales force 62% 62%
time in 1994, each year “SharePlan” gives AXA
9.10% of the voting rights.” employees an opportunity to acquire shares at Annual gross payroll in Million € (Africa) 64 55
preferential prices. Proportion of fixed pay (related to wages) of salaried non-sales force 82% 82%
In 2013, this offer was made in 38 countries and Proportion of variable pay (related to wages) of salaried non-sales force 18% 18%
22,000 employees participated to the program for Proportion of fixed pay (related to wages) of salaried sales force 69% 77%
a total of e293 million in subscriptions.
Proportion of variable pay (related to wages) of salaried sales force 31% 23%
Employee shareholders represented 7.03% of the
outstanding share capital and 9.10% of the voting
rights as of December 31, 2013.
28 29AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 FOCUS ON AXA LIFE JAPAN AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 FOCUS ON AXA LIFE JAPAN
C. Focus on AXA Life Japan
In 2013 our key focus was on fostering a culture
Takashi Tanemura of trust and achievement. We found that the best
AXA Life Japan message for ensuring employee engagement and
Human Resources Director trust was to prove our consistency, inclusiveness and
integrity in creating and implementing actions.”
AXA Life Japan entered the Japanese market We found that the best message for ensuring Diversity and inclusion have also been priorities And to further strengthen the competency and
in 1995. Since then, we have grown into an employee engagement and trust was to prove that we have been working on for several years capability of each individual, we need to create a
organization of more than 8,000 employees with our consistency, inclusiveness and integrity in past. From being one of the worst-, we have now stronger learning and development culture. To build
a growing market presence. Since 2010, we creating and implementing these actions. One become one of the best-rated companies in the the framework that enables our employees to grow
have gradually been creating a fundamental HR good example was to involve all employees in employment of people with disabilities and we are further and give their best will be a main focus in
framework to make AXA a “great place to work.” defining and taking action on creating a “good now frequently cited as a role model. In 2013, the coming years.
Examples include a new grading system, focusing on place to work.” we received an award in the workforce category
In order to achieve this, our role at HR will be
meritocracy and performance, annual organizational of the “Asia-Pacific Disability Matters Awards” in
AXA Life Japan’s Scope engagement score (AXA’s both diverse and exciting – to win the trust of our
reviews and a culture transformation governance recognition of our wide range of actions, particularly
internal employee survey) increased to 69 points, people and become a true strategic partner to the
model (Culture Council) to promote a culture of trust in ensuring the employment and empowerment of
in 2013. Considering that this was an increase of business!
and achievement. persons with hearing impairments.
10 points from a low of 59 just 3 years ago, I am
proud to say that we are steadily heading in the
2013 Priorities right direction. 2014 and beyond
In 2013, our key focus was on fostering a We still have a long road ahead of us.
Our culture transformation journey began with top
culture of trust and achievement at all levels of
management – leading by example in their daily With the aging population, mid-to-long-term
the organization. Through the cross-divisional
actions. This has been cascaded down all levels workforce planning is key to the sustainability
network, created at the Culture Council, and with
of the organization, with employees participating of our company. A comprehensive approach to
strong sponsorship by our executive team, we
in culture workshops implemented nationwide. recruitment of new graduates, creation of an
implemented actions focusing on “breaking silo,”
In 2013, the focus was on middle management, environment where our senior employees are also
“build to grow,” “building trust,” “employer of
with training to ensure that they would be able to give their best and further enhancement
choice” and “work life balance.”
well-equipped to implement the performance of women’s roles in the workforce are critical to
management process. The 360°evaluation format ensure our continuous growth.
was implemented for these managers to provide
them with better opportunities for self-development
and, in turn, team enhancement.
30 31AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 LEARNING & DEVELOPMENT
SOCIAL DATA REPORT 2013 SECTION VI
—
Philippe and
Louis
France
Learning Training, Learning and Development
&
AXA’s skills development result remained high with engage with and experience the company’s
86.5% of its employees receiving a training course products. AXA is aiming to increase and spread
at least once during the year. At the same time, further this understanding across the organization,
the average number of training days per employee in 2014, to provide even more support for its
remained stable at 3.3 days. business, seizing new as well as ser vice
Development
opportunities as fast as possible.
Throughout 2013, the AXA continued to deploy
a common developmental experience in all AXA Moreover, a corporate structure, AXA University,
entities across the world under the “Learning@ is entrusted with providing AXA’s leaders a place
AXA” banner. Five initiatives were deployed, set to focus on Group challenges and leadership
to strengthen consistency in Human Resources practices and values, exchange ideas and build
development at AXA and instil a strong sense of strong networks through well targeted development
belonging to a global company. More in detail, and competence-building opportunities. Training
initiatives (1) boosting technical know-how, (2) programs are structured around two broad themes:
raising business acumen among non-experts
to foster cross-functional collaboration and
reinforce employee affiliation through a consistent
on-boarding experience, (3) the enhancement
of leadership development along AXA’s talent
pipeline, (4) better preparing leadership to have a
more positive impact on the organization and drive
required change and (5) aligning key management AXA University, a corporate
practices, thus enabling a desired culture shift.
structure, is entrusted with
Also in 2013, Learning and Development teams
played a key role in supporting AXA’s commitments providing AXA’s leaders a place
to innovation, digital culture and multi-access
by designing and delivering programs such as
to focus on Group challenges and
“AXA Digital Leaders”. These programs targeted leadership practices through well
AXA’s executives and aimed to create a common
understanding of how emerging technologies
targeted development.”
transform AXA’s business and the way customers
33AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 LEARNING & DEVELOPMENT AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 LEARNING & DEVELOPMENT
—
Mary
USA
Yves
France
The 2013 Dow Jones Sustainability Indices confirm AXA as one
of the industry leaders in the dimensions of “human capital
development,” with a rating 34 points above the industry average,
and of “talent attraction and retention,” with a rating 29 points —
above the industry average.” Pierre-Albert
France
Gloria
Mexico
(1) professional “colleges” (which build specific It also helps build and share a robust and solid “Employer brand” and graduates
technical skills for families of professions, such as talent pipeline to ensure the right staffing around Since 2013, AXA has been deploying its employer
Finance, Risk, Operational Excellence, IT, Human the globe. Furthermore, OTR offers a chance to brand via print and social media, starting in eight
Resources, and Marketing) and (2) experiences discuss career paths, development plans and countries: France, Germany, the Gulf States,
dedicated to the development of the leadership prepare for the next move (including international During 2013, 64,500 employees Indonesia, Mexico, Singapore, Switzerland and the
capabilities of AXA’s leaders. The emphasis mobility) for key people. AXA also uses this
is on driving innovation through learning and process to review its structure and people from were already making use of United States. This initiative consistently partners
closely with the corporate brand with a view to
development by encouraging reflection, enabling the perspective of the Group’s global business AXA’s PeopleSoft platform for building a strong employer brand that will boost
knowledge sharing and instituting learning as a lines and their respective areas of expertise. pride of belonging to AXA among current employees
continuous process. To achieve that mandate, AXA
A performance management standard has
performance management.” and will help to attract and retain the right talent,
University partners with experts both within AXA needed to build on the company’s “Ambition AXA”
been established to ensure that the Group’s
and with some of the world’s leading institutions strategy. The project will also ensure AXA’s visibility
performance-based pay policy and evaluation of
and business schools, such as Wharton, IMD, on external platforms, fostering a coherent and
training needs run efficiently. During 2013, 64,500
CEDEP and INSEAD. attractive digital presence on career websites and
employees were already making use of AXA’s In 2012, it was simplified and adjusted for all AXA
PeopleSoft platform for Performance Management employees and, in 2013, it was embedded into social networks, in particular, LinkedIn.
Talent attraction and retention (38,000 employees in 2010). The Group also all performance and talent management-related
In 2013, AXA ranked 71 st in the Universum’s
Performance and talent management delivered a multidimensional performance processes.
Global Top 100 most attractive employers among
AXA conducts organization and talent review appraisal platform, “AXA 360”, to all entities. A business students and 1 st among insurance
Furthermore in 2013, a Global Banding project was
processes (OTR), which are systematic reviews total of 1,750 executives and managers have gone companies.
initiated to identify consistent groups of employees
of its organizational structure, challenges and key through this process.
(Bands) who have the same level of impact and
positions. The process is designed to identify the
An AXA leadership framework defined the skills competencies, to strengthen global affiliation and
potential of key people, taking into consideration
that were expected from the Company’s leaders to to accelerate a consistent way to manage and
their performance and leadership behaviours.
meet AXA’s challenges and achieve its ambition. develop AXA’s employees at each level across
Until recently, it only concerned senior managers. the world.
34 35AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 LEARNING & DEVELOPMENT AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 LEARNING & DEVELOPMENT
Learning & Development
GROUP OVERVIEW
— Learning & Development 2013 2012
Francine Number of training days of salaried workforce (d) 341,924.6 276,179.1
France
Daniel Percentage of salaried workforce having received at least one training course 86.5% 83.2%
Mexico Average number of training days per salaried workforce 3.3 2.6
Alanna
Total number of training days of salaried non-sales force 227,201.6 214,467.6
USA
Proportion of “Leadership, management and culture” trainings 16.2% 15.6%
Proportion of “Technical Excellence” trainings 58.3% 51.4%
Furthermore in 2013, 115 high-potential graduates
were recruited worldwide on graduate programs. Proportion of “Transversal skills” trainings 25.6% 33.1%
Since 2012, AXA has successfully implemented Percentage of salaried non-sales force having received
84.7% 80.8%
the AXA Global Graduate Program; recruiting at least one training course
In 2013, AXA ranked 71st in the graduates in risk management, actuarial and
Average number of training days per salaried non-sales force 2.5 2.4
finance departments, where there has been an
Universum’s Global Top 100 ongoing business need to recruit. Total number of training days of salaried sales force (d) 114,723.0 61,711.5
most attractive employers among The objective of the program is to attract and retain Proportion of “Leadership, management and culture” trainings 2.7% 3.4%
high-potential talent and support them in order to
business students and 1st among gain the skills necessary to become AXA’s future
Proportion of “Technical Excellence” trainings 36.8% 67.6%
insurance companies.” leaders. In 2013, following 2 months of targeted Proportion of “Transversal skills” trainings 60.5% 28.9%
communication in selected schools and universities Percentage of salaried sales force having received
84.7% 80.8%
in Asia and Europe, 855 applications were received at least one training course
(vs. 320, in 2012). The 24 to 30 months program
Average number of training days per salaried sales force (d) 7.5 4.0
offers graduates a local, permanent contract, a
high-quality induction program, including a business
acceleration conference at AXA’s international
headquarters in Paris, and the opportunity to have
one international rotation in another AXA entity,
with the aim for graduates to return to their original
entities, following their assignments overseas.
In 2014, several existing actuarial programs in Asia
and Europe are now also aiming to align with this
Global Program.
36 37AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 LEARNING & DEVELOPMENT AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 LEARNING & DEVELOPMENT
Learning & Development Learning & Development
FOCUS ON EUROPE AND AMERICAS FOCUS ON ASIA PACIFIC & MIDDLE EAST AND AFRICA
Learning & Development (Europe) 2013 2012 Learning & Development (Asia Pacific & Middle East) 2013 2012
Number of training days of salaried workforce 166,622.6 185,736.5 Number of training days of salaried workforce (d) 116,902.4 41,515.9
Percentage of workforce having received at least one training course 85.0% 81.5% Percentage of workforce having received at least one training course 89.6% 84.8%
Average number of training days per salaried workforce 2.4 2.6 Average number of training days per salaried workforce 5.6 2.1
Total number of training days of salaried non-sales force 129,181.1 140,581.5 Total number of training days of salaried non-sales force 47,477.0 28,129.4
Proportion of “Leadership, management and culture” trainings 15.1% 14.1% Proportion of “Leadership, management and culture” trainings 19.2% 30.8%
Proportion of “Technical Excellence” trainings 51.6% 47.2% Proportion of “Technical Excellence” trainings 68.8% 41.7%
Proportion of “Transversal skills” trainings 33.3% 38.7% Proportion of “Transversal skills” trainings 12.0% 27.5%
Average number of training days per salaried non-sales force 2.1 2.2 Average number of training days per salaried non-sales force 3.5 2.2
Total number of training days of salaried sales force 37,441.6 45,155.1 Total number of training days of salaried sales force (d) 69,425.4 13,386.4
Proportion of “Leadership, management and culture” trainings 4.8% 4.1% Proportion of “Leadership, management and culture” trainings 0.4% 1.4%
Proportion of “Technical Excellence” trainings 89.3% 83.1% Proportion of “Technical Excellence” trainings 4.1% 9.3%
Proportion of “Transversal skills” trainings 5.9% 12.8% Proportion of “Transversal skills” trainings 95.5% 89.4%
Average number of training days per salaried sales force 5.0 5.5 Average number of training days per salaried sales force (d) 9.5 1.9
Learning & Development (Americas) 2013 2012 Learning & Development (Africa) 2013 2012
Number of training days of salaried workforce 29,654.4 26,147.8 Number of training days of salaried workforce 28,745.1 22,779.0
Percentage of workforce having received at least one training course 89.6% 92.0% Percentage of workforce having received at least one training course 89.4% 83.5%
Average number of training days per salaried workforce 2.9 2,4 Average number of training days per salaried workforce 8.7 8.0
Total number of training days of salaried non-sales force 27,170.4 25,955.8 Total number of training days of salaried non-sales force 23,373.1 19,801.0
Proportion of “Leadership, management and culture” trainings 26.8% 13.9% Proportion of “Leadership, management and culture” trainings 3.6% 6.4%
Proportion of “Technical Excellence” trainings 45.0% 63.9% Proportion of “Technical Excellence” trainings 89.2% 78.1%
Proportion of “Transversal skills” trainings 28.2% 22.1% Proportion of “Transversal skills” trainings 7.2% 15.4%
Average number of training days per salaried non-sales force 2.7 2.4 Average number of training days per salaried non-sales force 8.0 7.7
Total number of training days of salaried sales force (e) 2,484.0 192.0 Total number of training days of salaried sales force 5,372.0 2,978.0
Proportion of “Leadership, management and culture” trainings 31.6% 8.3% Proportion of “Leadership, management and culture” trainings 4.8% 2.4%
Proportion of “Technical Excellence” trainings 35.7% 80.2% Proportion of “Technical Excellence” trainings 93.8% 94.7%
Proportion of “Transversal skills” trainings 32.7% 11.5% Proportion of “Transversal skills” trainings 1.4% 2.9%
Average number of training days per salaried sales force (e) 30.1 3.0 Average number of training days per salaried sales force 13.7 10.9
38 39AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 FOCUS ON AXA FRANCE AXA GROUP HUMAN CAPITAL - SOCIAL DATA REPORT 2013 FOCUS ON AXA FRANCE
D. Focus on AXA France
Our ambition at AXA France is to become
Marine de Boucaud the preferred service company. We are engaged
AXA France
Human Resources Director in a transformation in which we further engage,
develop and empower our people”
Business transformation modern, it provides efficient tools in line with A competency framework for customer service The charter, called “Our Commitment to Work
AXA France is a leading player in property and candidates’ current lifestyles and expectations. was developed and guidelines for managers and Better Together” (French: “Charte pour Mieux
casualty insurance, protection & health and group Accessibility has been reinforced, making the employees were deployed. New training programs Travailler Ensemble”), signed by the members of
savings. Over 33,000 people (including distributors user experience easy for anyone on any device for managers and employees were initiated, the AXA France executive committee, promotes
and tied agents’ employees) work for AXA France (smar tphone, tablet computer and others). including an innovative workshop which gathered respectful management practices, better work-life
bringing services and peace of mind to 9 million Candidates can now apply through Viadeo and together sixty managers with cross-functional balance and best practice, regarding Blackberry
customers. LinkedIn. AXA now has stronger presence in social responsibilities. usage and new technologies. This charter was
media which helps candidates to identify relevant rewarded with a Golden Argus in April 2013. In
Operating in a highly competitive market, AXA job oppor tunities and company information addition, significant progress was made in offering
Learning and Development
France’s ambition is to promote customer centricity, quickly. flextime and telecommuting opportunities.
accelerate development in high-growth market As every year, the Learning and Development
segments (Protection & Health and Professionals) team delivered trainings programs for 85% of AXA France is officially certified for the Equality
and reinforce and/or maintain technical profitability.
Customer centricity the employee population, such as on-boarding Label and the Diversity Label, which acknowledge
Initiatives have focussed on promoting innovative The year was marked by a focus on fostering programs or technical and sales trainings. In June our diversity policy and rigor. Two specific measures
products and services, modernizing distribution customer centricity throughout the Company, with 2013, the AXA France sales force training program came out of that commitment: (1) a budget has
networks, accelerating multi-access channels, the launch of a program called “Esprit de Service” won the best Business Training Program Award been allocated to reduce gender-based pay gaps
renewing management tools and focussing on (Service Mindset) sponsored by Nicolas Moreau. from Cegos. It offers seven months of sustained and (2) attention has been focussed on identifying
customer relationship management. Managers across 20 regional sites were invited to and dynamic training, through both online and high-potential women in order to entrust them with
participate in a special live video event dedicated in-class sessions to best equip our sales force in leadership roles within the Company. In addition,
Employer Brand and recruitment to “Service Mindset” in November 2013. advisory sales competencies. Mix’iN (a cross-entity diversity forum) celebrated its
first year of existence, in May 2013. The network
With a renewed employer brand campaign and Several achievements came out of 2013. A
Diversity & Work environment holds quarterly events (conferences, breakfast
the launch of a new recruitment website last complete study of the quality level at customer
sessions, roundtables, etc.) and boasts 800
November 2013, AXA reinforced its attractiveness service was led in two operational departments. AXA France acts on every front to promote diversity
members including one third of men.
and footprint as a major employer in the French Based on the diagnosis and benchmark, a specific and to ensure fair treatment for all employees.
insurance market. The website includes a sourcing action plan was defined to help up-skill teams Beyond compliance with legal obligations, we strive AXA pursued its commitment to gender diversity,
platform, shared by AXA Group Solutions, AXA GIE, to deliver better service and increase customer to nurture a diverse and inclusive organization where signing a convention with the French government and
AXA Banque and AXA Global P&C. Interactive and satisfaction. all employees feel fully engaged and empowered. partnering with 27 other international companies.
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