Social policy

Rolling out a responsible social policy

Drawing up and developing a responsible social policy

ATB is determined to become a benchmark company in terms of corporate social responsibility. Its social policy focuses on creating a healthy, dynamic environment that promotes skills, dialogue, equal opportunities and well-being for all its staff.

Some key figures

  • 82 % staff satisfaction
  • 21 apprentices
  • 5221 h training hours in 2020
  • 12,43% direct and indirect jobs for people with a disability
  • 89/100 in the most recent gender equality in the workplace index
Convention ATB 2019

Favoriser le dialogue et la cohésion sociale

  • Spreading the word and encouraging the widespread communication of our company values by sharing information and listening to what our staff have to say.
  • Laying the foundations for high-quality labour relations through working groups and special commissions to handle specific issues, such as the BEST group devoted to health and well-being at work.
  • Listening to what our staff have to say, through a local HR network, surveys conducted twice a year and regular face-to-face discussions with managers.
  • Promoting teamwork and synergies through cross-business projects and the proactive involvement of staff (“Have fun!” campaigns, Airport Helper scheme, and more).
Vélo-taffeurs ATB

Looking after the health and well-being of our staff

  • Creating the conditions for well-being and quality of life in the workplace, in line with the company quality of life at work agreement and the Health and Well-being at work collective initiative. 
  • Looking after the health of our staff and reduce the risk of workplace accidents through action plans which address difficult working conditions, schedules that are compatible with a healthy work-life balance, support and monitoring in certain specific areas.
  • Promoting a healthy work-life balance through concrete actions such as the opening of a company nursery, increased working from home, support for parents and family caregivers (CESU subsidised vouchers for childcare / home help, donation of days’ leave, etc.).
  • Understanding the factors that lead to absenteeism and providing return-to-work support, from analysis of the causes to support for staff during their time off and when they return to work.
  • Promoting the use of sustainable modes of transport for journeys between home and the workplace by subsidising up to 85% of the cost of public transport travel cards and passes, and the cost of subscriptions to sustainable transport options (cycling and car sharing). 
  • Supporting innovation and new ways of working, for example by enabling some staff to work from home (in place since 2015). 
  • Anticipating psychosocial risks, sexism, harassment and violence in the workplace through the signing of a human relations at work charter, various awareness-raising campaigns and the setting up of a reporting procedure for inappropriate conduct.
  • Safeguarding the right of all staff and their managers to switch off from work, through the signing of a charter on the use of new IT and communication technologies, and regular awareness-raising campaigns.
Féminisons nos métiers

Promoting diversity and guaranteeing equal opportunities

  • Promote the professional integration of people with disabilities : 12.43% direct and indirect jobs for people with a disability (2019 data) through a disability approach that creates an easy recruitment process, adapts workstations to the needs of people with a disability and provides support to the people concerned.
  • Encouraging and promoting gender equality in the workplace through several company agreements, measures to bring pay into line and involvement in specific operations such as “let's increase the number of women in our professions”.


    Read our 2020 professional equality index
  • Fighting all forms of discrimination through training, awareness raising and partnerships with associations to promote inclusion and diversity in the workplace.
  • Helping to keep seniors in work through end-of-career flexibility measures and support for the transition from work to retirement.
ATB - Alternants - 2021

Fostering lasting, high-quality employment

  • Promoting internal mobility by publishing all employment opportunities internally, with systematic recruitment interviews and feedback for all applicants.
  • Offering more opportunities to young people seeking apprenticeships and internships.
  • Facilitating the integration of newcomers through a one-to-one welcome meeting and a full onboarding programme.
  • Promoting our image as an employer and the jobs available at the airport via our presence at recruitment fairs and student forums, by visiting schools to talk to students about our professions and developing external partnerships such as 'Airemploi'.
  • Encouraging the hiring of people who are frequently excluded from employment, through partnerships with the Job centre in France and the signing of a charter in favour of professional inclusion and integration.

Overseeing skills development

  • Developing the skills of our staff through collective training courses, collaborative and participative actions and the organisation of co-development sessions.
  • Supporting personal projects through a joint approach, for example via a skills review, validation of professional experience and use of the individual training account.
  • Training and supporting our managers through regular get-togethers such as “manager breakfasts”, and the setting up of a “managers’ course” including change management and managerial innovation.
  • Anticipating the way our professions are set to evolve, and the future skills required, both in terms of “know-how” - to guarantee a high-quality service - and “technical knowledge” - to make sure we keep in step with regulatory requirements and technological changes.
Illustration cap stratégique

Rewarding and encouraging our staff

  • Sharing the benefits of our good performance through advantageous schemes such as profit-sharing and success-sharing, as well as variable compensation.
  • Promoting our company’s social policy, for example through the “Individual Social Report” sent to all staff every year - a report which summarises all the direct and indirect compensation and benefits received and provides a way of sharing the highlights of the year in terms of HR data and information.

Our projects and achievements

Our main actions in terms of social policy

“Health and well-being at work” initiative Guaranteeing a collective approach to the challenges of health and well-being at work

"Let’s increase the number of women in our professions” (“Féminisons nos métiers”) campaign Promoting our professions among women and fostering gender equality in the workplace

Working from home New way of working in place since 2015

Sustainable mobility pass Encouraging sustainable modes of transport for journeys between home and the workplace (cycling, car sharing)

Support for future parents and family caregivers Encouraging a healthy work/life balance

Human relations at work charter Preventing all sexism, harassment and violence in the workplace

Charter on the use of IT and communication technologies Guaranteeing the right to switch off

Charter in favour of professional inclusion and integration Encouraging the hiring of people who are frequently excluded from employment

Disability initiative Facilitating the integration of employees with a disability

Managers’ passport and course Providing support / managerial innovation