Developing know-how, encouraging versatility

Eurotunnel operates a tailored human resources management policy, adjusting its workforce as closely as possible to changes it’s activity. The Group achieved its 2007 operating objectives primarily because of the commitment and professionalism of its staff, and it intends to keep raising skill levels to meet present and future needs.

In order to carefully adjust the company’s resources to meet its operational growth, Eurotunnel has boosted its recruitment policy. At the end of 2007, the Group had 2,305 employees¹, 42 more than the previous year. Eurotunnel continues to operate a tailored human resources management policy. The company encourages skill development and versatility among its employees in order to best meet customer needs and respond well to unexpected events, ensuring an exceptional quality of service.

» Breakdown of employees by country1	» Breakdown of employees by activity
12,250 full-time equivalents as at 31/12/2007 (the country recorded is that of the place of work, regardless of employee nationality).

Investing to improve life at work

Since the quality of service that customers receive depends above all on the commitment of its employees, Eurotunnel has set out action plans for staff and management to support. In autumn 2007, the Board of Directors asked manageyourself, a consulting firm, to carry out a staff survey. By listening attentively to employees throughout the company, it analysed the social climate on the French site. Called Agora, this initiative identified im-provement possibilities along several themes, human relationships in the company, team management, and quality of working life.

Each employee under a French contract received a questionnaire in which they could confi dentially express their view of daily life in their and their vision of the company. The analysis was completed through group meetings and individual interviews. The results compiled in December led to proposals for improving the quality of professional life for the Group’s employees. The first action plans have now been implemented by senior management and a number of projects encompassing the entire workforce have been launched. Similar initiatives will be carried out at the UK site during 2008.

Developing individual skills

Eurotunnel goes beyond the minimum legal requirement in terms of training, having provided 66,995 hours in France and England during 2007, 15% more than the previous year. More than half of the employees (1,189 out of 2,305) received training, particularly in safety as well as to raise their technical, language and IT skills. This investment in quality represents a considerable financial undertaking by Eurotunnel, testimony to the company’s commitment to staff’s professional development.

» Number of training hours per employee

Rewarding everyone's performance

In January 2007, Eurotunnel introduced a three-year profit sharing agreement for French employees. As the company achieved its operational objectives for 2007, the plan delivered its fi rst half year bonuses (corresponding to the company’s summer - winter business cycle). An equivalent bonus system was implemented in the UK, where this legal profi t-sharing system does not exist. In the UK, discussions with staff representatives to establish a career management system called “Rate for the job” was successfully concluded at the end of the first half of 2007. This system more closely meets the cultural approach in Britain in terms of skills management, and allows employees to understand their roles in the company and identify career development opportunities more clearly. In line with the initiatives launched this year, Eurotunnel will focus its efforts over the next 12 months on developing job flexibility and fostering a performance culture.