Homeworking is changing employees’ lives
Digital transformation clearly on track
In France, almost all our 2,900 employees were suddenly obliged to work from home, but they kept the business running for our partners and our customers. Supported by business specialists, the Executive Committee met every morning by phone as a crisis cell to monitor our KPIs. And we performed well, demonstrating that our digital transformation had been effective. Now the question is how to extend the option of homeworking and support the changes introduced. Our distribution model is well-suited to remote working. But we are not looking to switch over to 100% homeworking. Together with our unions, we are considering ways of introducing it across the board for two or three days a week through a bottom-up approach.
making sure we put people first
The pandemic crisis brought into relief the sources of vulnerability that we need to address. We have to make sure employees feel a connection with their colleagues and staunch the erosion of our corporate culture as we transform our organisation. Reviewing management practices and designing new working environments will help. Recent events have shaken everything up, including plans for the Group’s new Issy-les-Moulineaux headquarters. It will not now be one big open space for everyone, but a patchwork of large rooms and flexible spaces that can be used for discussions, training, project building and even socialising. In future, employees will not come into the office to sit down and think about things on their own, but to meet up, move around and get CNP Assurances moving.
We are rethinking the way we work, we discuss matters and we manage, and our appetite for spending time together remains undiminished.