Stakeholders
Training: encouraging talent to flourish
The most important players in our transformation are our employees. They help strengthen our competitive edge. To keep them motivated and engaged in Vallourec’s development, we do everything we can to help them match their individual aspirations with company needs. With an ambitious training program suitable for a world leader in smart tubular solutions, the company encourages employees to make the most of their talents throughout their careers.
Our vision for nurturing talent is based on three goals:
- Maintaining an appropriate level of engagement
- Guaranteeing the necessary managerial and technical skills through training and availability of the most effective tools
- Helping all of our employees to achieve the best possible work-life balance
Continuing education—a tool for strategic, managerial, and technical excellence—is primarily provided by Vallourec University. This learning center offers customized training to help employees acquire and reinforce their skills. Almost half of the time spent in training is used to improve career skills, while about a third of the time is spent on safety training.
Improving working conditions
Vallourec relies on several initiatives to improve employees’ working conditions and efficiency. In France, an agreement involving employee representatives and managers made working from home possible for employees of all work sites. Furthermore, experiments are being conducted to facilitate quality control and maintenance operations using augmented reality. Finally, robots are being tested as an alternative way of performing repetitive administrative tasks.
- 34% percentage of training performed remotely
- 15 average number of hours each employee spends in training
- 71% percentage of employees who have performed at least 2 hours of training in person or via e-learning
- 197070 number of hours dedicated to professional training for employees
Improving working conditions
Vallourec relies on several initiatives to improve employees’ working conditions and efficiency. In France, an agreement involving employee representatives and managers made working from home possible for employees of all work sites. Furthermore, experiments are being conducted to facilitate quality control and maintenance operations using augmented reality. Finally, robots are being tested as an alternative way of performing repetitive administrative tasks.
Remuneration: ensuring motivation and loyalty
Vallourec has a motivating, equitable approach to remuneration that includes incentive and profit-sharing schemes, which link employees to overall company performance. In 2021, these schemes totaled 36 million euros.
Respecting parity with the gender equality index for professionals
This index is based on 5 indicators:
- the gender pay gap
- the distribution gap of individual increases
- the promotion distribution gap
- the number of employees increased upon their return from maternity leave
- the number of people of the under-represented sex in the top 10 highest earnings
Our scores :
- VTFR: overall score of 76/100
Pay gap indicator: 35/40
Increase rate gap indicator: 20/20
Promotion rate gap indicator: 5/15
Return from maternity leave indicator: not calculable
High pay indicator: 5/10
- VOGFR: overall score of 89/100
Pay gap indicator: 39/40
Increase rate gap indicator: 20/20
Promotion rate gap indicator: 15/15
Return from maternity leave indicator: 15/15
High salary indicator: 0/10
- SERIMAX HOLDINGS : not calculable
Pay gap indicator: not calculable
Individual increase rate gap indicator: 35/35
Return from maternity leave indicator: 15/15
High remuneration indicator: 0/10
- SERIMAX SAS : global score of 87/100
Compensation gap indicator: 37/40
Individual increase rate gap indicator: 35/35
Return from maternity leave indicator: 15/15
High pay indicator: 0/10
- VT: overall score of 86/100
Pay gap indicator: 31/40
Individual increase rate gap indicator: 35/35
Return from maternity leave indicator: 15/15
High pay indicator: 5/10
- VU: not calculable
Pay gap indicator: not calculable
Individual increase rate gap indicator: 35/35
Return from maternity leave indicator: not calculable
High pay indicator: 5/10
Diversity: developing opportunities
Our gender policy focuses on two goals:
- Bringing more women into operations jobs, especially production jobs
- Facilitating the promotion of women to more senior positions
The network [email protected], composed of committed male and female volunteers, is dedicated to discussion and reflection on equality and on women’s place within the group. It proposes different measures to advance and promote gender diversity.
With [email protected], we are part of a movement for collective progress. Gender diversity is a key element of our diversity policy at all levels of the hierarchy. It’s a powerful driver for performance, innovation, and shared enrichment. Promoting gender diversity is an act of leadership.
Sylvie Dubois-Decool Director of Innovation and Sponsor of [email protected]
On March 8, 2018, Vallourec signed the United Nations Global Charter on "Women's Empowerment Principles" (WEP) in the Middle East, committing to do everything possible to provide women and men with the same opportunities to reach their full potential.
The charter's principles include education, training and professional development for women, as well as a commitment to equality at the highest level of the company.
- 24% of women executives
-
44%
of women at the board of directors
- 77% satisfied employees (*result of the 2021 social barometer)
- 25 nationalities among the workforce
Our suppliers
As a “partner for every possibility” for our customers, we seek to build the same kind of contractual, long-term relationship with our suppliers. Our desire to strive for excellence and innovation goes hand-in-hand with a responsible purchasingpolicy. Our Sourcing department follows consistent policies and balances centralized management with local guidance, using tools and processes shared by all group entities. The goal: optimize management of our suppliers, monitor their performance, and facilitate synergies.
We choose suppliers based on corporate social responsibility criteria. We have very high standards with regard to sustainable development, ethics, and safety, since the stakes for the group are equally high. We regularly perform inspections to identify supplier risks in France and elsewhere in the world, and we implement corrective actions to minimize them.
- 65% of expenses made to suppliers whose CSR performance has been assessed
Our 9 key selection criteria
- Quality, costs and deadlines
- Compliance with environmental, social and safety regulations
- Compliance with the Group's general purchasing conditions
- Support the Group's competitiveness
- Supporting innovative initiatives
- Reliability and flexibility
- Global and regional players
- Willingness to build strong partnerships
- Ability to communicate at all levels
Supporting local communities
We emphasize open, constructive dialogue with populations that live near our installations. This facilitates the development of local support partnerships, sometimes at the initiative of our employees.
Beyond that, we are involved in numerous support programs in each of our four regions that promote education, health and development. In 2021, Vallourec dedicated about 4,8 millions euros to such initiatives.
Brazil has some of the best examples of these projects. Located in Belo Horizonte, in a very urban area, our Barreiro site has spent decades cultivating a close relationship with local stakeholders. In close collaboration with local authorities and with the support of tax incentives, Vallourec has launched economic, cultural, and athletics programs for the populations most in need.
Indonesia features another excellent example. Our subsidiary PT Citra Tubindo Tbk promotes programs that provide educational, medical, social, and athletic support, especially those that focus on children. The TERRIE, SARAH and VALERIE programs provide the necessary industrial and technical skills for people undergoing retraining or wishing to enter the job market.
