BEING A GOOD PLACE TO WORK WITH RESPONSIBLE EMPLOYMENT MANAGEMENT
| Actions | Key Performance Indicators | 2022 progress | 2025 target | SDGs(1) |
|---|---|---|---|---|
| Pulse Survey | Pulse Survey Key Performance Indicators Net Promoter Employee (NPE) |
Pulse Survey 2022 progress 21.3 |
Pulse Survey 2025 target 20 |
Pulse Survey SDGs (1)
8. Decent work and economic growth |
(1) SDG N°8: Decent work and economic growth
“Most of our employees want to learn and share their know-how with newcomers. Our sustainability strategy is also a great lever of engagement.”
What is the cornerstone of Arval’s employee experience strategy?
For us, measuring the employees’ advocacy - in other words, our people’s willingness to recommend Arval - is essential to evaluate our legitimacy and performance as an employer. This indicator, the Net Promoter Employee score, helps us identify perfectible situations locally and foster more responsible management practices and seamless dialogue.
This survey – now conducted every semester – is fully embedded in all agendas and is highly valued. The reason is mainly founded on our ability to swiftly adjust and make the necessary steps. It generates trust among us.
What makes Arval a good place to work?
Firstly, it is important to understand that Arval is a winning company, which makes it easier for everyone to fit in. Our sustainable growth, expanding markets and significant mobility challenges make for often inspiring and engaging careers. But what truly sets us apart is the generosity of our teams, some of them committed to Arval for years. Most of our employees want to learn and share their know-how with newcomers. Our sustainability strategy is also a great lever of engagement. Thanks to our ability to bring life to our vision on a daily basis, to accompany our transformation with training and to empower our teams to be our best ambassadors for positive change.
What are your hopes and expectations for tomorrow?
I am incredibly proud to see more and more employees give time for community initiatives as part of our 1MillionHours2Help programme. I hope to see more managers lead by example and emulate this dynamic in the years to come.