Gender equality index
Femme-Homme
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 1 | 39 | 40 |
| Difference in the distribution of individual increases | 7.9 | 20 | 20 |
| Breakdown of promotions | 3.5 | 10 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 4 | 10 | 10 |
| Indicator value | Points obtained | Maximum number of points | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 8 | 31 | 40 | Continued reduction in the pay gap, particularly in the Technicians and Supervisors category, with men receiving higher pay. Maintain the current fair pay policy, which ensures that pay rises are based on performance and not gender. |
| Difference in the distribution of individual increases | 0.5 | 20 | 20 | |
| Breakdown of promotions | 4 | 15 | 15 | |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 | |
| Number of women and men in the top 10 highest earners | 3 | 5 | 10 | Whenever a position of high responsibility is created or becomes vacant, GIE Assistance Connect undertakes to promote it to women with the potential to fit the profile internally, before opening the position externally. |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.1 | 39 | 40 |
| Difference in the distribution of individual increases | 0.5 | 20 | 20 |
| Breakdown of promotions | 4 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 3 | 5 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.6 | 39 | 40 |
| Difference in the distribution of individual increases | 0.1 | 20 | 20 |
| Breakdown of promotions | 2 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 2 | 5 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 1 | 39 | 40 |
| Difference in the distribution of individual increases | 3 | 10 | 20 |
| Breakdown of promotions | 11.5 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 4 | 10 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 1.2 | 38 | 40 |
| Difference in the distribution of individual increases | 1.5 | 35 | 35 |
| Breakdown of promotions | 4.4 | 10 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 2 | 5 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Pay gap | 0 | 38 | 40 |
| Difference in individual increases | 0.3 | 35 | 35 |
| Promotion gap | |||
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| No. of employees of the under-represented sex among the 10 highest earners | 1 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.1 | 39 | 40 |
| Difference in the distribution of individual increases | 2.2 | 20 | 20 |
| Breakdown of promotions | 1.3 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 0 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 1 | 39 | 40 |
| Difference in the distribution of individual increases | .0.7 | 20 | 20 |
| Breakdown of promotions | 0.5 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 3 | 5 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 3.7 | 36 | 40 |
| Difference in the distribution of individual increases | .0.1 | 20 | 20 |
| Breakdown of promotions | 0.1 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 0 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0 | 40 | 40 |
| Difference in the distribution of individual increases | 1.5 | 35 | 35 |
| Breakdown of promotions | |||
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 0 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.1 | 39 | 40 |
| Difference in the distribution of individual increases | 2 | 20 | 20 |
| Breakdown of promotions | 1.2 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 0 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 5.5 | 34 | 40 | |
| Difference in the distribution of individual increases | 5.2 | 20 | 20 | |
| Breakdown of promotions | 3.7 | 15 | 15 | |
| Percentage of employees receiving a raise after maternity leave | ||||
| Number of women and men in the top 10 highest earners | 0 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.1 | 39 | 40 |
| Difference in the distribution of individual increases | 0.6 | 20 | 20 |
| Breakdown of promotions | 2 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 0 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0 | 40 | 40 | |
| Difference in the distribution of individual increases | 4.2 | 25 | 35 | |
| Promotion gap | ||||
| Percentage of employees receiving a raise after maternity leave | ||||
| Number of women and men in the top 10 highest earners | 3 | 5 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.1 | 39 | 40 |
| Difference in the distribution of individual increases | 2.5 | 35 | 35 |
| Percentage of employees receiving a raise after maternity leave | |||
| Number of women and men in the top 10 highest earners | 4 | 10 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 2.1 | 37 | 40 |
| Difference in the distribution of individual increases | 3.4 | 20 | 20 |
| Breakdown of promotions | 3.1 | 15 | 15 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 2 | 5 | 10 |
| Indicator value | Points obtained | Maximum number of points | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 5.4 | 34 | 40 | - Guarantee equal pay for men and women for the same job, with equivalent qualifications, skills and professional experience. |
| Difference in the distribution of individual increases | 0.6 | 20 | 20 | |
| Breakdown of promotions | 1.5 | 15 | 15 | |
| Percentage of employees receiving a raise after returning from maternity leave | ||||
| Number of women and men in the top 10 highest earners | 0 | 0 | 10 | - Encourage the employment and/or mobility of women in positions of high responsibility and remuneration. |
| Indicator value | Points obtained | Maximum number of points | ||
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.2 | 39 | 40 | |
| Difference in the distribution of individual increases | 0.2 | 20 | 20 | |
| Breakdown of promotions | 0.4 | 15 | 15 | |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 | |
| Number of women and men in the top 10 highest earners | 0 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | Progress objectives | |
|---|---|---|---|---|
| Pay gap | 9.7 | 27 | 40 | Guarantee equal pay for men and women for the same job, with equivalent qualifications, skills and professional experience. Promote gender diversity in positions where one gender predominates. |
| Difference in individual increases | 1.7 | 35 | 35 | |
| Promotion gap | ||||
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 | |
| No. of employees of the under-represented sex among the 10 highest earners | 1 | 0 | 10 | Encourage the employment and/or mobility of women in positions of high responsibility and remuneration. |
| Indicator value | Points obtained | Maximum number of points | Correction measures | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 12.5 | 21 | 40 | - When recruiting an employee for a given position, determine the basic salary level for that position before advertising - Communicate the importance of respecting the principle of equality between men and women to internal and external recruiters. |
| Difference in the distribution of individual increases | 6.1 | 35 | 35 | - Raise managers' awareness of the need to award individual pay rises indiscriminately to all the company's employees, regardless of gender - Remind them that the awarding of pay rises must be guided by the principle of fairness between women and men, and between full-time and part-time employees - Guarantee that pay rises for women and men are based on the same criteria, based solely on performance, skills and professional experience. |
| Breakdown of promotions | - Communicate on career development by promoting the plurality and mix of professions, particularly those in which the proportion of women to men is unbalanced - Draft job offers in a way that is attractive to both women and men, using neutral terms. - Raise management awareness of the issue of gender equality in career development - Ensure that no assessment criterion used in professional interviews can lead to direct or indirect discrimination between men and women. | |||
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 | |
| Number of women and men in the top 10 highest earners | 1 | 0 | 10 | - Promote the company and its activities in its communication media and in job offers to make them more attractive to women - Communicate more widely on the management training cycles run by Onet University; - Mobilize internal and external recruitment players to promote the employment and promotion of women. |
| Indicator value | Points obtained | Maximum number of points | Correction measures | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 24.6 | 0 | 40 | - When recruiting an employee for a given position, determine the basic salary level for that position before advertising - Communicate the importance of respecting the principle of equality between men and women to internal and external recruiters. |
| Difference in the distribution of individual increases | 1.2 | 35 | 35 | |
| Breakdown of promotions | ||||
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 | |
| Number of women and men in the top 10 highest earners | 2 | 5 | 10 | - Promote the company and its activities in its communication media and in job offers to make them more attractive to women - Communicate more widely on the management training cycles run by Onet University - Mobilize internal and external recruitment players to promote the employment and promotion of women. |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0 | 40 | 40 |
| Difference in the distribution of individual increases | 2.8 | 25 | 35 |
| Percentage of employees receiving a raise after maternity leave | 100 | 15 | 15 |
| Number of women and men in the top 10 highest earners | 4 | 10 | 10 |
For the companies listed below, the index cannot be calculated because, in accordance with legal provisions, no increase, promotion or return from maternity leave took place during the reference period, or because the pay gap indicator relates to group headcount of less than 40% of the company's workforce.
- Onet Services Industrie
- Onet Airport Services Paris
- Prodim
If the total number of points that can be obtained by the company before applying the proportionality rule is less than 75, the index is incalculable.
Gap in representation among all governing bodies
In accordance with the law of December 24, 2021, companies with at least 1,000 employees must publish each year the gaps in representation between women and men among senior executives and members of management bodies. For calendar year 2024, the percentages of women and men in these 2 groups for our companies concerned are as follows:| COMPANIES | Percentage of women and men among senior managers | Percentage of male and female members of management bodies | ||
| Women | Men | Women | Men | |
| H.REINIER | Incalculable* | Incalculable** | ||
| L&P | Incalculable* | 12.5% | 87.5% | |
| OPFS | Incalculable* | Incalculable** | ||
| Onet Security Human Solutions | Incalculable* | Incalculable** | ||
| Onet Services | Incalculable* | Incalculable** | ||
| Onet Technologies TI | Incalculable* | 27.3% | 73.7% | |