Organisation and reduction of the working week
Following signature of an agreement on December 15, 1999, the year 2000 saw the reduction of the working week to 35 hours. The 6 points of the agreement are as follows: reduction of the working week to 35 hours; maintained remuneration accompanied by wage moderation; extension of campus opening hours; introduction of flextime; experiment in the expression of managerial staff work time as days worked; job impact, giving rise firstly to the creation of 10 scientist positions in the year 2000 and secondly, confirmation of the objective of maintaining budgetary items at the same level for the next 3 years. Throughout the year, a commission monitored implementation of the agreement in order to correct any dysfunctions. Similarly, several information meetings were held, in order to facilitate the transition to 35 hours, which provoked a necessary review and modernisation of the arrangements. After one year in operation, the situation will be assessed, with a view to considering potential changes to the system.
With regard to job mobility, in 1999, the Organisation, Recruitment and Careers department broke new ground by launching a debate on staff mobility (regular meetings with unit and department heads). The debate was extended through the year 2000, with a view to fulfilling the objectives stated by management as of the first half of year 2000. There is a growing interest in mobility amongst Pasteur staff, be they scientists, technical or administrative. The Organisation, Recruitment and Careers department was kept busy by mobility request from all types of staff. A great many of the individual interviews addressed the question. A mobility charter is being compiled, enabling each member of staff to respond even better to the desire for company development and coherent career management. The charter should enable the creation and redirection of all bodies to be tackled calmly.
Alongside this area of work which kept the Human Resources management teams busy throughout the year, other measures to meet the objectives set by management were introduced. One of these was the administrative and regulatory support for the creation of the Mérieux-Pasteur Research Centre in Lyon, which aims at the national and international development of the new P4 laboratory, for which the Institut Pasteur is providing the scientific management. Others were the establishment of a staff provident scheme for expatriate Pasteur staff or the work on the pre-retirement file.
Lastly, Scientific Careers management and Human Resources management jointly addressed the question of trainees in the year 2000. The objective is to improve the conditions of stay of the numerous young people: over 1,000 young scientists join the campus each year. The work, which should be completed in 2001, is directed towards compiling a trainee booklet and drawing up a charter, setting out the reciprocal undertakings of the parties involved. In particular, special attention has been given to the question of broadening the medical follow-up and welfare protection of trainees.
Consultation and social dialog
Subsequent to an agreement with its social partners the Institut Pasteur has begun implementing a new stage in the modernisation of the social dialog, by allowing the trade union organisations access to the Intranet. This innovative agreement shows the importance that Institut Pasteur places on dialog and consultation. In practical terms, each trade union organisation represented at the Institut Pasteur is being given the opportunity to create a web page, placed under the union responsibility and hosted on the Institut Pasteur Intranet site. In parallel, financial aid has been provided to enable the trade union organisations to equip themselves with computers.
Long-term training plan
The vocational training is given under a 5-year plan, which was adjusted this year to take into account the Institut Pasteur strategic choices. In addition to the wide scope given to technical and scientific training courses covering all the disciplines practised on campus, several significant measures have been implemented or initiated this year. This was the case, in particular, for the specific training plan, compiled for the Medical Centre created on January 1, in order to give the teams the tools needed to meet the new challenges of this public health work. New courses in communication have also been set up, allowing better use of the new information technologies, and, providing young researchers with the scientific communication tools in order to help them publicise their work. The development of courses in the field of quality control is continuing. The latter action falls within the framework of the quality plan, already initiated and to be extended to numerous fields of activity at the Institut Pasteur. Investment in the field of professional training has, for many years, been a major theme of the Institut Pasteur social policy. The training budget, which has increased markedly in recent years, enables many periods of training to be completed each year. Many of the training periods are undergone on campus. For the year 2000 alone, 2710 training periods were completed. The development the Institut Pasteur activities and the mobility related to reorganising the units is one of the priorities for the coming years and will require close attention in so far as training/adaptation are concerned.
Preventive health cares, working conditions and environment
On a campus as vast as that of the Institut Pasteur, located in the middle of Paris, the questions of hygiene, safety, environment and, generally speaking, prevention, are the subject of constant attention. Thus, the year 2000 was marked by two very important achievements: integration of disabled people and improving safety of access.
Integration of disabled people
An important agreement relating to the employment of disabled workers was signed by the Institut Pasteur management and all of the trade union organisations in November 1999. It was approved by the Departmental Directorate of Labour and Employment. This is one of the four statutory procedures prescribed by law for fulfilling the obligation to employ disabled workers. At the same time formalising a concerted approach and moving away from a case-by-case basis, the law brings the employment of disabled people into the field of contractual policy and replaces an obligation in terms of procedure by an obligation in terms of results. The aim is to ultimately achieve the legal quota, whilst having the resources to improve the working conditions of people suffering from a handicap: the agreement has a budget, managed in-house, equivalent to the sums paid annually to the AGEFIPH fund (the agreement fully exempts the Institute from paying into the fund, subject to implementing the scheduled actions). Implementation will cover the years 2000, 2001 and 2002, and is centred on the following four themes: direct hiring (3 people/year); incorporation, training and raising awareness; keeping on members of staff who are disabled; development of relationships with the bodies that have disabled people in charge (protected units, centre for aid through work, etc.). Through collective work, a number of tasks are being accomplished: direct hiring, trainee reception, revision of training tools, awareness raising days, brochure, working with the protected environment structures, etc. Although the terms of the agreement include a number of measurable actions, successful implementation undoubtedly lies in the personal involvement of all concerned. This agreement is a new step forward in the Institute actions against exclusion.
Security of access
In an international context characterised by scientific competition, the necessary protection of our scientific heritage, combined with receiving an increasing number of visitors, has led the Institut Pasteur to set up tailor-made, effective management and control system for access on the campus. The system is both adapted to our requirements and highly effective. This important work, designed firstly to improve visitor reception by making it separate from staff reception, and, secondly, to give secure access to working areas by restricting them to authorised persons only, was implemented throughout the year. A dual objective has been assigned: ensuring that the campus is secure whilst allowing free exchanges.