The human face of performance
Dassault Aviation is a leader that has maintained its human face. Our strength lies in the individual and collective performance of our people, and in their passion for aerospace.
Transmitting know-how
The main priorities of our career development plans and the “generations contract” are sustained technical excellence and a dynamic approach to strategic workforce planning. We invest more than 3% of our annual payroll in training – three times the legally required amount.
The Dassault Conservatory offers specific training courses in addition to basic training, to perpetuate our expertise and uphold our quality standards.
Integrating talent
Our employee ambassadors are in contact with both students and teachers in schools, universities and training centers to adapt curricula to the needs of the aerospace industry, publicize our company and its professions, and also spot new talent.
Our significant recruiting effort in 2018 should continue in 2019.
© Dassault Aviation – V. Almansa
A motivating social model
Carrying on the social model instituted by Marcel Dassault, we keep our people highly motivated by offering interesting projects, coupled with an attractive compensation policy. A significant share of earnings is distributed to the employees of our French companies based on specific profit-sharing agreements. In addition, the parent company applies a highly favorable system of incentive payments.
The parent company also paid 23.7 million euros to work’s councils for social and cultural activities, equal to 5% of the total payroll.
In 2018, the average annual gross compensation for employees of Dassault Aviation group was 57,100 euros (excluding profit-sharing and incentive payments), and for parent company employees it was 67,400 euros (including profit-sharing and incentive payments).
Proactive social engagement
Six agreements and amendments were signed in 2018, especially concerning the organization of working hours, compensation policy, the organization of collective negotiations within the company, and Perco (a collective retirement savings plan). Several major negotiations are now being finalized, concerning well-being at work, the creation of social and economic committees with employee representatives, resources allocated to employee representatives, and the professional careers of these representatives.
Diversity and equal opportunity
Diversity is a major consideration for Dassault Aviation and a factor driving performance. Our proactive policy in this matter is reflected in our commitment to hiring women, with the aim of raising this figure to 25% for managers and 20% for non-managerial staff for the period 2018-2020. In the first year of this policy, women accounted for 26% of newly-hired managers and 24% of other new hires.
We are also supporting initiatives to train disabled persons in aerospace jobs via work-study programs, in particular as a partner to the association Hanvol, created in 2010 with support from French aerospace industries association Gifas. The Dassault Aviation Group had 534 disabled employees in 2018, versus 496 in 2017.
Commitments
We support a wide range of human commitments, as shown by the following examples.
For instance, through the association Elles bougent (“Women on the Move”), we encourage women to join the aerospace industry by promoting science and technology courses for female junior high and high school students.
In addition, we support Les Ailes Brisées and the Fondation des Oeuvres Sociales de l’Air, two associations that provide assistance to civilian and military aviators and flight crews and their families, who have experienced injuries or other “life events”.
Employees can also support organ donations by participating in the Course du Cœur (“Race for the Heart”) organized by the Dassault Group.
Transmission of knowledge through training to Aerocampus students © Dassault Aviation – S. Randé