ETHICS & CODE OF CONDUCT

COUNTER CULTURE

Open, proactive and transparent communication is the founding principle of our code of conduct. Sincerity and honesty are inherent to our daily actions, on all levels. Each person is free to express their concerns and the various issues are dealt with in such a way as to move forward and provide a response to everyone.

PEOPLE ARE OUR PRIORITY

A coherent company culture which places employees at the heart of our concerns.

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We firmly believe that to create a healthy, balanced environment, we must pay genuine attention to all our employees. The human values of benevolence, cooperation and trust lie at the core of the company’s operations and ensure its coherence with the key tenets of societal responsibility.

The recruitment and retaining of talents are key HR focus points for our organisation, given our position on mature markets which offer few attractive technical developments in the years to come. This focus on people is reiterated by our HR policy which prioritises integration and career support, diversity and inclusion.

These key principles are applied on a daily basis on all levels of our organisation and in our dealings with others. The spirit of information, transparency and communication is illustrated in our management, governance and social dialogue, etc.

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Largement plébiscité depuis la crise du COVID, le télétravail est aujourd’hui largement répandu au sein des équipes POLYREY. L’expérimentation forcée et généralisée de ce mode de travail a permis de casser certaines idées reçues sur le télétravail, et d’identifier le cadre dans lequel cette pratique pourrait s’inscrire dans la durée..

A cette occasion, une charte télétravail a été mise en place afin de cadrer cette pratique et permettre à toute personne éligible de pouvoir profiter de ce nouveau dispositif. (finance, achats, marketing, IT…) Chaque collaborateur a également été accompagné par une formation en e-learning, à la fois pour les managers et pour les utilisateurs du travail à domicile.

SUGGESTION BOXES

In order to enable employees to express their thoughts on the company and their working conditions anonymously, our various departments are equipped with a suggestion boxes. These boxes are opened every quarter in the presence of staff representatives and are addressed during a commission.

Feedback is presented to employees during daily performance briefings, team meetings, or directly with the sector head.

The subjects in question are steered by the HR department which charts all developments. This chart enables us to review all feedback and suggestions as well as the actions implemented in response to the issues raised.

Découvrir le projet

Polyrey a répondu à cette problématique en mettant en place le projet « Ecoute RH » : un questionnaire suivi d’échanges individuels qui a permis de faire émerger un plan d’actions.

Réorganisation des réunions commerciales.

Intervention trimestrielle de la direction commerciale Europe au cours d’une réunion commerciale.

Projet de teambuilding pour toutes les équipes commerciales.

Ce dispositif est transposable à d’autres services ou fonction si le besoin venait à émerger.

En parallèle, une commission RPS paritaire a été mise en place pour répondre notamment aux situations de mal-être au travail souvent liées à la relation avec le manager. Elle est composée des élus du personnel, du DRH et de l’infirmière présente sur site. Elle s’est réunie plusieurs fois pour organiser des ateliers et assure le suivi de la situation.

FREE SPEECH

Discussion session with all employees to enable everyone to express their views.

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TEMPS D’ÉCHANGES DU DIRECTEUR GÉNÉRAL AVEC LES DIFFÉRENTES ÉQUIPES

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Temps quotidien

Représentants des principaux services

(Service Client, Support à la production, qualité...)

Temps hebdomadaire

Responsables des équipes

(marketing, IT et sécurité)

We believe it is essential to encourage regular and diversified discussions between various levels of management and operators.

The Managing Director thus devotes time on a daily or weekly basis to discussions with the representatives of the main departments (Customer Support, Production Support, Marketing, Safety, etc.). He also shares key information and the latest updates with all managerial staff (for the 2 plants and sales teams) at least every 2 months. Meetings within departments are also scheduled throughout the year to allow for an open discussion time with all the teams. Around every two weeks, a new team participates in the ‘Breakfast Moment’ which provides an opportunity for informal discussion and strengthens ties. It also enables the Managing Director to meet with all the departments on a rotating basis during the year.

In parallel, each production team and administrative department devotes 5 minutes every day to current issues (key events, important information, safety points, etc.).

All departments take part in weekly meetings to foster a smooth information flow and restore close ties.

REY'ACTIONS, our quarterly internal journal

Once a quarter, we publish an internal digital and paper newspaper that allows us to share the latest information with all employees. Depending on the subject, this newsletter includes social and environmental information.

Examples of topics covered :

"Weather" on topics such as safety, waste, sales, margins, orders, quality, raw material prices...
Information on launches or new activities (e.g. Nuance)
Explanations of continuous improvement and lean management
Best practices for energy efficiency in everyday life
Explanations on diversity and inclusion

CREATE TOGETHER

Co-construct tomorrow's projects in order to capitalize on the knowledge and expertise of all.

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The culture of dialogue on which we wish to capitalize is also reflected in the consultation of operational staff on major projects, and often even in co-construction with them. Not only does this involvement guarantee investment in relevant and realistic actions, but it is also a sign of recognition of knowledge in the field. We are convinced that these are essential parameters for a project carried by all staff.

The creation of working groups allows for the involvement and reflection of all for the implementation of new projects. For example, the design of the IP4 impregnator was thought out by the workshop staff. They are in fact as close as possible to the operational reality, guaranteeing a better implementation and ergonomics of the workstations.

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