Actions with our stakeholders
- Commitment No. 2 -
Focus 2023
More sport, less stress in the workplace
In a climate of economic and geopolitical anxiety, corporate sport has become an essential component of well-being at work. Yoga, pilates and running, for example, are all recognized as anti-stress activities. In addition to its health benefits (such as improved sleep and bone condition) and preventive benefits (such as reduced risk of diabetes, depression, high blood pressure, coronary heart disease, etc.), sport boosts employee self-esteem and team spirit. For example, CEPOVETT organizes the annual Beaujolais Marathon, a key event for the company that mobilizes employees around a festive and sporting event rooted in the company's territory. This sporting highlight unites inter-departmental employees around a common project, both before and after the race. In addition, the company now has a gym in its new Paris offices. A sporting boost in line with the PARIS 2024 Olympic Games.
Focus 2022
CEPOVETT, employer brand
While the health crisis has led to radical changes in the organization of work, CEPOVETT employees have maintained their activities thanks to remote work.
More than ever, human resources teams had a role to play in managing the health crisis, preventing stress among telecommuting employees and preventing employee depression or burn-out. In addition, the company demonstrated its ability to engage its employees around a shared project and unifying values. Affirming its raison d'être, its missions and its post-Covid strategic vision, the company was able to maintain team cohesion despite the distance. The commitment of its men and women is one of the major challenges of this post-Covid period, and a prerequisite for the resumption of activities. The employer brand is a performance lever for the ambitious CEPOVETT 2022-23 recruitment plan, both in terms of the company's attractiveness to new talent, and in terms of developing its own employees.
Focus 2021
Telework, a factor of modernization of the information system
While telecommuting became widespread during the health crisis, CEPOVETT did everything possible to ensure that its employees were operational and efficient.
Equipped with an IT infrastructure capable of absorbing the increase in server connections, the group rapidly deployed secure, collaborative and ergonomic tools. In this way, it maintained the productivity of its teams and continuity of service for its customers. Videoconferencing made it possible to maintain contact with internal and external contacts at a distance. The IT teams were also mobilized to help employees get to grips with the tools and applications. Finally, data security was ensured by the installation of a virtual private network (VPN). Although satisfactory, the experience revealed that to preserve social ties and team cohesion, new, more interactive solutions - such as instant messaging - should be tried out.
Focus 2020
Well-being at work, the virtues of yoga
Well-being at work is a major issue for companies, which are aware that quality of life at work has a real impact on absenteeism, attractiveness and performance. Driven by a committed HR policy, initiatives are being put in place to improve employees' daily lives, notably through external collaboration.
Yoga is one of these solutions, offering employees an opportunity to relax and let go in the workplace. For CEPOVETT, offering yoga sessions was an additional opportunity to create links between employees, outside the professional sphere.
This moment of sharing and exchange is particularly appreciated by the teams who have renewed their desire to continue to participate in these sessions, made possible by the company's support.
Focus 2019
Better sharing of information
CEPOVETT Group has put an end to its internal paper newsletter this year, as it is going digital. The company has opted for a new way of working, with large-format digital screens displaying interactive content that can be customized in real time at its sites in France. Thanks to a new interactive information-sharing system, it has increased employees' ability to share in the company's life and to exchange information with each other in a multi-site context. This digital display tool, which complements videoconferencing, enables teams to better communicate their day-to-day activities.
Focus 2018
A Human Resources policy
In a textile industry undergoing a generational transition, where candidates and training courses are becoming increasingly scarce, CEPOVETT Group has made internal mobility and skills development key elements of its human resources policy. Through a structuring the HR function, CEPOVETT Group aims to enhance human capital by emphasizing training, the sharing of "best practices" and the transmission of know-how between the most experienced and the youngest employees. This policy reconciles a vision of the future with day-to-day management. In 2017, operational excellence was a major focus for CEPOVETT Group. The forthcoming move to new premises will enable us to CEPOVETT Group will be able to extend the approach it has taken, with a genuine sharing of values between its teams, around its 3 strong brands. The aim is to unite all CEPOVETT Group employees around its DNA, by bringing together all its multi-disciplinary teams in a single location. In these state-of-the-art premises the ideal setting for the expression of a free enterprise.
Focus 2017
2017 Report
By structuring its HR function, CEPOVETT Group pursues a human resources policy that promotes the development of human capital, focusing on training, the sharing of best practices and the transmission of know-how between the most experienced and the youngest employees. A policy that reconciles a vision of the future with day-to-day management. In 2016, in a textile industrial sector undergoing a generational transition, where candidates and textile training courses are becoming increasingly rare, CEPOVETT Group has made the transfer of know-how and technical skills an essential part of its human resources policy. Pairings between more experienced staff and young professionals starting out in this activity have been set up to ensure that knowledge is passed on. Some employees are seconded to industrial sites abroad to enable existing teams to complete their training, with a view to sharing and optimizing skills.
Focus 2016
A committed social policy
CEPOVETT Group employs 250 people at 5 sites in France: Gleizé, Andrézieux-Bouthéon, Paris, Saint Quentin and Bagnols-sur-Cèze. Through its policy of external growth, the Group has pursued a human resources policy focused on training, the sharing of "best practices" and the transmission of know-how between the most experienced and the youngest. In 2015, CEPOVETT Group complied with its obligations to integrate disabled people into its workforce, and facilitated their integration and career development. Maintenance work on green spaces is carried out by sheltered workshops.
