Once again, this year threw up an opportunity to prove the great flexibility and adaptability of the Audencia collective. In March, at the time when we switched to 100% remote teaching, all the teams were able to do so under good conditions, because remote working has been part of our working practices since 2017. We have striven to reinforce managerial support and schemes aimed at preventing risk factors linked to the health situation (psychosocial risks, physical risks related to workstation posture, etc.) by once again drawing on mechanisms already in place for several years. To maintain links and a friendly atmosphere in-house, throughout this year we have proposed a variety of often fun activities, implemented and promoted via “The Link” zone, created with the support of the Communications Department. This environment allows us, via Teams, to collate all the practical information related to this exceptional situation but also for all staff members to reach out to each other throughout this year. 2020 also witnessed the accomplishment of a certain number of structural projects in our division, including: deployment of the “Work, Environment and Cooperation” project and actions encouraging better transversality and cooperation (the “HR Policy Document”, particularly), harmonisation of managerial practices (with work in progress on the Manager’s Guide and Professional Standards of Reference) or a working environment that favours well-being (ergonomics benchmarks for each position); updating of our Working Hours Agreement; reinforcement of our employees’ skills through training in digital tools but also promoting essential activities such as the Academie 35 Project, which allowed programme assistants to reflect on their job but also to exchange and strengthen their expertise; without forgetting the new “Come In” platform for On Boarding and managing our external contributors.

The Audencia 20-20 plan made it possible to lay the foundations for our future. From a HR viewpoint, it made it possible to implement flexible and innovative management of working time (with an advanced remote working agreement and application of it to all functions in Audencia, but also organisation of compulsory presence periods to enable a better private life/career balance). Prospective management of skills and professions made it possible to develop training schemes (with a “100% on demand” training plan, which made the employee a player in the development of his or her skills), but also to encourage internal mobility (via the “try out my job” scheme for example). The previous strategic plan also put well-being and collaboration at the heart of internal actions and processes, whether via schemes set up to make the social environment at Audencia more favourable to a good balance between private and professional life, or through tools made available to staff members to encourage cooperation and cross-functional project management while improving everybody’s flexibility.