Edenred Sa · EURONEXT:EDEN
Edenred Sa — Investor Presentation (September 2016)
21 slides from Edenred Sa's investor presentation, September 2016
Slide 1: 2016 Edenred-Ipsos Barometer
2016 Edenred-Ipsos Barometer The Millennials generation in the working environment September 2016
Slide 2: The 2016 Edenred-Ipsos Barometer
THE 2016 EDENRED-IPSOS BAROMETER 1. USA 2. China + 14,000 employees interviewed by Ipsos in 3. Japan January 2016* including 3,552 employees 4. Germany 5. UK under 30 or born after 1986**… 6. France 7. Brazil 8. India …in 15 countries among the largest 9. Italy economies in the world: Belgium, Brazi
Slide 3: Reminder: the barometer doesn't include the Millennipreneurs
REMINDER: THE BAROMETER DOESN’T INCLUDE THE ‘MILLENNIPRENEURS’ Entrepreneurship is growing at an exponential rate worldwide - particularly among young people Emergence of “Millennipreneurs” (2016 BNP Paribas Global Entrepreneur Report) 3
Slide 4: Approach
APPROACH Engaging the Attracting the Millennials: Millennials: 1 perceptions of the 2 employer’s future HR workplace challenges Attracting the Managing the Millennials: Millennials: 3 4 the ‘ideal employer’ expectations toward managers 4
Slide 5: Key results
L Key results
Slide 6: Life in the workplace (1/2)
LIFE IN THE WORKPLACE (1/2) Do you agree with the following statements …(% absolutely) < 30 year old > 30 year old <> you have an interesting job 34 28 +6 you enjoy coming at work in the morning 29 25 +4 FINDINGS you are satisfied with the balance between ▌ Compared to their elders, work and private
Slide 7: Life in the workplace (2/2)
LIFE IN THE WORKPLACE (2/2) Do you agree with the following statements …(% absolutely) < 30 year old > 30 year old <> you have a clear idea of what is expected from you on the job 46 44 +2 if you have problems, you can count on Findings FINDINGS colleagues to support 39 28 +11 ▌ Under 30s employees
Slide 8: Motivation [countries]
MOTIVATION [COUNTRIES] Your motivation at work is… (%) on the decline stable on the increase 4 5 15 11 15 27 11 24 18 19 21 16 25 19 25 26 21 29 24 35 19 26 13 28 2729 21 36 30 35 Findings FINDINGS 37 46 ▌ In all countries (exc. 46 54 56 61 49 57 51 Chile and Mexico), 50 53 69 53 55 54 59 63 72 65 M
Slide 9: Motivation... 10 years ago
MOTIVATION… 10 YEARS AGO* Your motivation at work is… (%) FINDINGS on the decline stable on the increase ▌ 10 years ago, under 30’s 16 19 were also more motivated 22 24 25 26 25 22 ▌ These more positive results among Millennials 51 52 more reflect classical 51 52 51 51 55 54 attitudes of new joinder
Slide 10: Potential challenges
POTENTIAL CHALLENGES In your opinion, what are the main challenges your company will face in the coming years? (%) (several answers possible) < 30 year old > 30 year old <> FINDINGS Retaining 'talents' 32 35 -3 ▌ Perception of the potential Recruiting 'talents' 29 26 +3 challenges faced by Work-life
Slide 11: The 'ideal' company (1/2)
THE ‘IDEAL’ COMPANY (1/2) What are the main qualities of an ‘ideal company’? (%) (up to 3 answers) It is a company that... (Top expectations) < 30 year old > 30 year old <> FINDINGS ▌ The hierarchy of rewards everyone's efforts 57 62 responses is almost -5 identical between age categories : reward,
Slide 12: The 'ideal' company (2/2)
THE ‘IDEAL’ COMPANY (2/2) What are the main qualities of an ‘ideal company’? (%) (up to 3 answers) It is a company that... < 30 year old > 30 year old <> FINDINGS offers greater flexibility in terms of work ▌ Diversity, organisation 29 28 +1 intergenerational relationships or develops skills 26 24 +
Slide 13: The 'ideal' company [countries]
THE ‘IDEAL’ COMPANY [COUNTRIES] < 30 year old > 30 year old FINDINGS rewards everyone's efforts ▌ Within the 15 countries of the offers growth opportunities 38 34 barometer, some qualities are significantly more expected by has a management that cares about people Millennials than their elders: offe
Slide 14: Expectations re. managers (1/2)
EXPECTATIONS RE. MANAGERS (1/2) More specifically, in your opinion, is each of the following qualities important to be a good manager today? (% very important). FINDINGS (Top qualities) < 30 year old > 30 year old <> ▌ For most employees Honesty 62 62 (Millennials as well as > 30 = year old), fairne
Slide 15: Expectations re. managers (2/2)
EXPECTATIONS RE. MANAGERS (2/2) More specifically, in your opinion, is each of the following qualities important to be a good manager today? (% very important). FINDINGS Other qualities mentioned: < 30 year old > 30 year old <> ▌ Millennials add a supplement of leadership, trust, ability to Leadersh
Slide 16: Expectations re. managers [level of occupation]
EXPECTATIONS RE. MANAGERS [LEVEL OF OCCUPATION] More specifically, in your opinion, is each of the following qualities important to be a good manager today? (% very important) managers non managers < 30 year old > 30 year old FINDINGS Leadership 63 Leadership 61 56 50 ▌ Leadership, trust and ability
Slide 17: Key findings
L Key findings
Slide 18: Key findings (1/2)
KEY FINDINGS (1/2) ▌ Millennials: more enthusiastic and motivated, work in a more trusty and supportive environment and feel better managed and trained. However is it a generation effect or just the classic attitudes of new joiners on the job market? Actually ten years ago, under 30s were also mor
Slide 19: Key findings (2/2)
KEY FINDINGS (2/2): A digital native is someone who was raised in a digital, media-saturated world, Marc Prensky ▌ Is the Millennials as a disruptive generation, a myth? ▌ Millennials’ early experiences with digital probably shaped their behaviors but not to the extent that they are radically differ
Slide 20: Conclusion: managing in digital times rather than managing Millennials?
CONCLUSION: MANAGING IN DIGITAL TIMES RATHER THAN MANAGING MILLENNIALS? ▌ For motivation, Millennials desire for a more engaging management style is not a surprise and reflects what is commonly expected by young / “fresh” employees. ▌ However in a workplace under accelerating digitalization, it is c
Slide 21: Contacts
Contacts astrid.delatude@edenred.com julia.pironon@ipsos.com