Edenred Sa · EURONEXT:EDEN
Edenred Sa — Investor Presentation (May 2016)
24 slides from Edenred Sa's investor presentation, May 2016
Slide 1: 2016 Edenred-Ipsos Barometer
2016 Edenred-Ipsos Barometer Understand and improve Wellbeing At Work May 2016
Slide 2: Insights
INSIGHTS ▌ Wellbeing at work is a growing challenge for companies struggling with an unpredictable economic environment and in that perspective, more and more become dependent from their employees’ willingness to go the extra mile. ▌ Encouraging ‘wellbeing at work’ by developing active policies in t
Slide 3: The 2016 Edenred-Ipsos Barometer: focus on wellbeing at work in 15 countries
THE 2016 EDENRED-IPSOS BAROMETER: Focus on wellbeing at work in 15 countries 1. USA 2. China 3. Japan + 14,000 employees 4. Germany interviewed by Ipsos in 5. UK January 2016… 6. France 7. Brazil 8. India …in 15 countries among 9. Italy the largest economies in the and Spain (14*) world Mexico (15)
Slide 4: Wellbeing at work: the ultimate driver of people performance?
WELLBEING AT WORK: THE ULTIMATE DRIVER OF PEOPLE PERFORMANCE? 4
Slide 5: Wellbeing at work: the ultimate driver of people performance?
WELLBEING AT WORK: THE ULTIMATE DRIVER OF PEOPLE PERFORMANCE? It is becoming more and more evident that organizations For its theoretical basis as much as its day-to-day are starting to manage employee health rather than implementation, the culture of wellbeing at work is employee sickness, not as a
Slide 6: Measuring Wellbeing at work
| Measuring Wellbeing at work
Slide 7: How to measure wellbeing at work?
HOW TO MEASURE WELLBEING AT WORK? ENVIRONMENT + APPRECIATION + EMOTION = A POSITIVE EXPERIENCE AT WORK 7
Slide 8: How to measure wellbeing at work? Questions
HOW TO MEASURE WELLBEING AT WORK? 10 questions ▌ The equipment and materials at your disposal are suitable ▌ You have a clear idea of what is expected from you on the job ENVIRONMENT ▌ If you have problems, you can count on your colleagues to support you ▌ You are satisfied with the balance between
Slide 9: Components
COMPONENTS Average positive scores among employees in 15 countries % (absolutely + somewhat) agree You have a clear idea of what is expected from you on the job 86 If you have problems, you can count on your colleagues to support you 78 Top scores = environment The equipment and materials at your di
Slide 10: Wellbeing at work: global average score
WELLBEING AT WORK: Global average score among employees 15 leading economies More than 7 employees on 10 show positive results on their wellbeing at work (average positive score for the 10 questions) 10
Slide 11: Wellbeing at work: breakdown by countries (1/2)
WELLBEING AT WORK: Breakdown by countries (1/2) India 88 Mexico 81 USA 77 Chile 77 Countries above average score Brazil 77 Germany 74 UK 71 China 71 71 % Poland 70 % Belgium 70 Spain 68 France 67 Countries below Turkey 65 average score Italy 63 Japan 44 11
Slide 12: Wellbeing at work: breakdown by countries (2/2)
WELLBEING AT WORK: Breakdown by countries (2/2) India 88 Mexico 81 FINDINGS USA 77 Chile 77 ▌ American countries are leading the Brazil 77 pack just behind India. Germany 74 ▌ Europe is behind the fastest growing UK 71 economies. China 71 ▌ Japan is behind everyone. Poland 70 ▌ These results are imp
Slide 13: Wellbeing at work: countries profiles (1/3)
WELLBEING AT WORK: 4 countries profiles (1/3) Countries positioning based on their relative scores by questions Score for Japan is lower in relation to the global average for this item Score for Japan is higher in relation to the global average for this item 13
Slide 14: Wellbeing at work: countries profiles (2/3)
WELLBEING AT WORK: 4 countries profiles (2/3) Higher results on*… Environment Appreciation Emotion JAPAN (15**) TURKEY(13) CHINA (8) ITALY (14) POLAND (9) (*) independently of their usual way to answer surveys (after SPAIN (11) ‘neutralization’ of UK (7) cultural bias) USA (3) (**) : country rank BE
Slide 15: Wellbeing at work: countries profiles (3/3)
WELLBEING AT WORK: 4 countries profiles (3/3) FINDINGS ▌ Components of wellbeing at work vary between countries. ▌ The wellbeing at work ‘best in class’ countries are driven by strong scores on the ‘emotional’ components. ▌ Wellbeing at work results are higher on ‘environment’ (comparatively) in Jap
Slide 16: Implementing Wellbeing at work
Implementing Wellbeing at work
Slide 17: Wellbeing at work and countries wellbeing policies
WELLBEING AT WORK AND COUNTRIES WELLBEING POLICIES Findings There is a correlation between wellbeing at work and the perception of an ‘active’ policy regarding wellbeing in the company except for Brazil, Chile and more critically in France and China are there less active policies or policies with
Slide 18: Wellbeing at work and HR policies
WELLBEING AT WORK AND HR POLICIES Which are the most impactful HR policies on wellbeing at work? Ranking of various HR policies based on their impact on wellbeing at work Impact score on wellbeing at work 0,00 1,00 2,00 3,00 4,00 5,00 The transmission and renewal of skills 68 The 'end of career' man
Slide 19: Wellbeing at work and HR policies: key drivers
WELLBEING AT WORK AND HR POLICIES Key drivers Active policies in developing digital culture and managing end of career are the key drivers to boost wellbeing at work FINDINGS ▌ Skills management is the most impactful policy to avoid a negative wellbeing at work score… ▌ …followed by career managemen
Slide 20: HR policies: focus by countries (1/2)
WELLBEING AT WORK AND HR POLICIES Focus by countries (1/2) 20
Slide 21: HR policies: focus by countries (2/2)
WELLBEING AT WORK AND HR POLICIES Focus by countries (2/2) A young and diversity orientation vs. skills and senior orientation FINDINGS ▌ Two sets of countries can be identified: ▌ Countries which companies are good at developing recognized policies re. diversity and young people inclusion, but weak
Slide 22: Wellbeing at work and motivation
WELLBEING AT WORK AND MOTIVATION 7 18 FINDINGS 48 motivation on decline 55 ▌ Wellbeing at work strongly impacts motivation. motivation stable 66 ▌ 37% of employees are very positive, their wellbeing at work have a motivation on the increase (vs. 14% motivation on the 44 among those who are ‘rather p
Slide 23: Summary
SUMMARY As an unpredictable Wellbeing at work is a key Wellbeing at work is based economy changes the rules, driver of engagement on an unequal combination 1 employee engagement is 2 among an individualized and 3 of a job environment + at the heart of sustainable talent driven workforce. appreciatio
Slide 24: Contacts
Contacts astrid.delatude@edenred.com julia.pironon@ipsos.com