People at the heart of the Group's developments

The men and women at Armor are determined to develop human resources based on four powerful values: Humanism, Customer Service, Innovation and Commitment, as part of a global responsibility strategy.

Human Resources development objectives are mainly directed towards competences management and respect for working relationships in all of their dimensions:

To encourage and develop a favourable social climate:

• Via constant, high-quality dialogue with our social partners, through the signature of many agreements, including the creation of a PEE (company savings plan) and a PERCO (retirement savings plan), and through the upcoming signature of an ambitious GPEC (occupational and skill forecasting) agreement.

• Via the setting up of a salary policy that is both appropriate and motivating

To encourage and develop the employability of our employees:

• Via the setting up of programmes for the acquisition of basic knowledge (Dev’Com).

Statement by Pierrick D., warehouseman and participant at the first Dev'Com session

• Via the setting up of programmes for the acquisition of basic knowledge (Dev'Com)
  

"The Dev'Com training course allows us to better master written communications, which are increasingly in demand at the company, and to encourage our professional development. This training course reminds us of the essentials of the French language: we learn to engage in dialogue without shyness, and to communicate in front of a group. We also learn basic computer skills: beginners like myself learn the fundamentals, and those who are experienced perfect their skills."

• Via the financing of a training plan which goes way beyond our legal obligations, and aiming at maintaining the employability of employees until the end of their career

• Via the maintenance of employee training that is qualifying and active, to guarantee customers constantly high performance.

To encourage exemplary, high-quality management, based on proximity, trust and team spirit:

• Via the setting up of participative management deployed through group programmes such as: Movement and Postures, Observe, 5S, CAP, and OPTIC's – which are founded on an everyday 'management through performance' tool called Visual Management

• Via management as a vehicle for Armor values, and as a key element in the development of internal communication