People-driven performance

Transmitting know-how

The recruitment of more than 1,500 new employees in 2019 will ensure that our focus on the key priorities of technical excellence and adaptability is further enhanced. The Dassault Conservatory supplements initial training with courses designed to pass on our technical know-how and quality standards.

© Dassault Aviation - S. Randé

Topflight training in India

Our growth in India is reflected in the introduction of topflight technical training programs. Three Networks of Excellence have been created between Indian and French engineering schools in order to enhance teaching across the entire aeronautical industrial spectrum. The Dassault Skill Academy has also set up an Aeronautical Structure and Equipment Fitter diploma program in India, with the first course being taught in Nagpur.

Talent spotting

Employee ambassadors are working with students and teaching staff in schools, universities and training centers to adapt curricula to the needs of the aerospace industry, to promote our company and its businesses, and to spot future talent.

A motivating social model

Carrying on the social model instituted by Marcel Dassault, the Group’s remuneration policy rewards and encourages employee loyalty, while remaining attuned to changing circumstances and the economic environment. A significant share of earnings is distributed to the employees of our French companies based on highly attractive profit-sharing agreements. The Group’s French companies contributed nearly 27 million euros, i.e. nearly 5% of their total payroll, to works councils, enabling employees to benefit from numerous social, sporting and cultural activities at very advantageous prices.

The average annual gross compensation for employees of Dassault Aviation Group is 56,700 euros. With profit-sharing and incentive schemes, it exceeds 71,650 euros in the Group’s French companies.

Healthy social dialogue

Thanks to a healthy social dialogue, some 25 agreements and amendments were reached in 2019 in France, particularly with regard to wellbeing at work, compensation policy, incentive schemes, profit sharing, the collective retirement savings plan and the election of employee representatives.

Wellbeing in the workplace

To enhance work-life balance, telecommuting is being introduced. Childcare places are also being provided for employees. In addition, we are improving the ergonomics of workstations.

© Dassault Aviation - V. Almansa

Diversity and equal opportunity

The Group recruits a large portion of its staff from engineering schools in which the proportion of women is still structurally low. Consequently, it is involved in a number of initiatives, particularly in partnership with the Elles bougent and Airemploi associations, to encourage secondary school students to take up careers in engineering. The Group is implementing a proactive policy that has resulted in the recruitment of 23% women out of all new hires in 2019.

© Dassault Aviation / Aérocampus- V. Almansa

Inclusion, cultural and humanitarian activities

We champion a broad range of societal initiatives. In the area of integration, we help the Elles bougent, Hanvol, Cours singulier and Technowest associations. In terms of humanitarian work, we contribute to FOSA, Pupilles de l’Air, ADO, ADOSM, Broken Wings, ASF, Course du coeur, Rêve de gosse, Un avion – un enfant – un rêve, Habitat for Humanity, Arkansas Food Bank, American Red Cross, as well as the Muscular Dystrophy Association. And with regard to the cultural sphere, we also support the Fondation de l’Armée de l’Air (AAF), the Air and Space Museum, as well as the Canopée and the 4A associations.