Gender equality index
Femme-Homme
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 3.8 | 36 | 40 |
| Difference in the distribution of individual increases | 8.2 | 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 | 5 | 10 | 10 |
| 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 | 1.2 | 20 | 20 |
| Breakdown of promotions | 4.2 | 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 | 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 | 20 | 20 |
| Breakdown of promotions | 1.5 | 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 | 0 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 1.7 | 38 | 40 |
| Difference in the distribution of individual increases | 0.3 | 20 | 20 |
| Breakdown of promotions | 5.9 | 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 | |
|---|---|---|---|
| Pay gap | 1.1 | 38 | 40 |
| Difference in individual increases | 1.9 | 35 | 35 |
| Promotion gap | |||
| Percentage of employees receiving a raise after maternity leave | 15 | ||
| No. of employees of the under-represented sex among the 10 highest earners | 4 | 10 | 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 | 2.2 | 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 | 1 | 0 | 10 |
| Indicator value | Points obtained | Maximum number of points | |
|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 1.6 | 38 | 40 |
| Difference in the distribution of individual increases | 1 | 20 | 20 |
| Breakdown of promotions | 0.3 | 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 | 3 | 5 | 10 |
| Indicator value | Points obtained | Maximum number of points | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.1 | 39 | 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 | 0.5 | 20 | 20 | |
| Breakdown of promotions | 3.3 | 10 | 15 | Encouraging equal access to professional promotion opportunities for women and men within the company |
| 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 | 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 | 40 | 40 |
| Difference in the distribution of individual increases | 1.2 | 35 | 35 |
| Promotion gap | |||
| Percentage of employees receiving a raise after maternity leave | 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 | 0 | 40 | 40 |
| Difference in the distribution of individual increases | 2 | 35 | 35 |
| 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 | 1.1 | 38 | 40 |
| Difference in the distribution of individual increases | 1.8 | 20 | 20 |
| Breakdown of promotions | 4.6 | 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 | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 5.5 | 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 | 0.1 | 20 | 20 | |
| Breakdown of promotions | 2.1 | 10 | 15 | Encouraging equal access to professional promotion opportunities for women and men within the company |
| Percentage of employees receiving a raise after returning from maternity leave | 100 | 15 | 15 | |
| 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 | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 0.2 | 39 | 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 | 5.8 | 20 | 20 | |
| Breakdown of promotions | 4.3 | 10 | 15 | Encourage equal access to professional promotion opportunities for women and men within the company. |
| 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 | Encourage the employment and/or mobility of women in positions of high responsibility and remuneration. |
| Indicator value | Points obtained | Maximum number of points | Progress objectives | |
|---|---|---|---|---|
| Pay gap | 3.6 | 36 | 40 | Guarantee equal pay for men and women for the same job, with equivalent qualifications, skills and professional experience. |
| Difference in individual increases | 0.9 | 35 | 35 | |
| Promotion gap | ||||
| Percentage of employees receiving a raise after maternity leave | 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 | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 1 | 39 | 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 | 3 | 10 | 15 | Encouraging equal access to professional promotion opportunities for women and men within the company |
| 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 | Encourage the employment and/or mobility of women in positions of high responsibility and remuneration. |
| Indicator value | Points obtained | Maximum number of points | Progress objectives | |
|---|---|---|---|---|
| Difference between basic and variable pay + individual bonuses | 1.2 | 39 | 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 | 6.9 | 25 | 35 | Ensure there is no discrimination between men and women in the awarding of individual raises |
| Percentage of employees receiving a raise after maternity leave | 0 | 0 | 15 | Ensure that each employee returning from maternity or adoption leave, if individual raises were paid during this leave, receives the average of the individual raises paid. |
| Number of women and men in the top 10 highest earners | 3 | 5 | 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 | 7.9 | 31 | 40 |
| Difference in the distribution of individual increases | 0.1 | 20 | 20 |
| Breakdown of promotions | 0.3 | 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 | 2 | 5 | 10 |
For the companies 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.
- Prodim
- Onet Propreté Transport Urbain IDF
- Onet Services Industrie
- Onet Hôtellerie de Loisir
- Hotel Service
- Onet Airport Services Province
- Onet Airport Services Paris
- Safety and Hospitality Management Company
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 2022, the percentages of women and men in these 2 groups, for our companies concerned, are as follows:
| COMPANIES | Percentage of women and men among executives | Percentage of male and female members of management bodies | |||
| Women | Men | Women | Men | ||
| ONET SERVICES | Incalculable* | Incalculable** | |||
| H.REINIER | Incalculable* | Incalculable** | |||
| Onet Technologies TI | Incalculable* | 0% | 100% | ||
| MAIN SECURITE | Incalculable* | Incalculable** | |||
*The gender gap among senior executives is incalculable, either because there are no senior executives at all, or because there is only one senior executive within the Company.
** The gender representation gap among members of management bodies is incalculable when there is no management body within the Company.