What are the material issues the company has identified?

In its 2019 Integrated Report Teleperformance identified a range of material issues, such as data security, employee engagement, diversity & inclusion, ethics & compliance, well-being at work. Among these, promoting employee development stands out as a key material issue for Teleperformance.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Teleperformance engages with:

Stakeholder Group	Method of engagement
Employees	·      Annual Employee Satisfaction Survey (E.Sat) ·      Regular “Chats with CEO” and focus groups ·      Continuous dialogue through Intranet ·      Coaching ·      Performance reviews
Clients	·      Client Satisfaction Surveys (K.Sat) ·      RFPs ·      Strategic Account Management ·      Events ·      Website
Final customers	·      Systematic Customer Satisfaction Surveys (C.Sat) ·      Omnichannel interactions
Shareholders	·      Continuous dialogue through investor meetings ·      Roadshows ·      General meetings ·      Financial reporting ·      Face-to-face ESG meetings with 41.5% of the capital
Communities	·      Regular voluntary work ·      Job fairs ·      Partnerships with public administrations and NGOs ·      Industry associations

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Teleperformance carried out a materiality analysis, involving more than 50 internal and external stakeholders in the consultation process.

What actions were taken by Teleperformance to promote employee development?

In its 2019 Integrated Report Teleperformance reports that it took the following actions for promoting employee development:

• Implementing a Cloud Based Talent Platform
• As part of its commitment to employee development and high-tech, high-touch solutions, Teleperformance has been piloting the implementation of a Cloud Based Talent Platform. 50,000 users from the Philippines, Mexico and Egypt used the platform in 2019 and its success has resulted in global deployment in 2020. The platform will not only act as a Learning Management System, but also become a full Talent Management platform. It will enable appraisals, goal setting, succession planning and enhance a real-time communication process to reach all employees.

• Applying the JUMP! Programme
• JUMP! is a development programme exclusively designed for Teleperformance to identify and prepare high-potential employees to take on leadership positions in the company. The programme prepares employees to become leaders: from agents to supervisors, from supervisors to coordinators and, finally, from coordinators to managers. JUMP! is a dual training programme offering both technical and behavioural training, as well as personal development planning.

• Launching Teleperformance University
• Teleperformance University is an executive programme comprised of two tracks. The first is focused on the Group’s high-tech, high-touch strategy and candidates must complete a mix of face-to-face courses in four of the Group’s best-in-class locations and e-learning training sessions. The second track requires the completion of a Six Sigma Green Belt project to apply what was learned in track 1 and drive real value back into the organisation. In 2020, 40 executives, from multiple countries and all functional areas of the Group, participated in the programme.

• Establishing Teleperformance Academy
• Teleperformance Academy is a facility exclusively designed for training initiatives consisting of buildings with bright classrooms and spaces with natural lighting, equipped with individual and modern tools to support the learning process.

• Creating Teleperformance e-Institute
• Teleperformance e-Institute provides e-learning training to all management staff (supervisors, platform managers, operations directors, etc.). In 2019, Teleperformance used three leading e-learning platforms accessible anytime and anywhere – e-Institute, Saba and Skillport.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 404-1 Average hours of training per year per employee

2) Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

 

Disclosure 404-1 Average hours of training per year per employee corresponds to:

• Sustainable Development Goal (SDG) 4: Quality Education
• Targets: 4.3, 4.4, 4.5
• Sustainable Development Goal (SDG) 5: Gender Equality
• Targets: 5.1
• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.2, 8.5
• Sustainable Development Goal (SDG) 10: Reduced Inequalities
• Targets: 10.3

Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs corresponds to:

• Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth
• Targets: 8.2, 8.5

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

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References:

1) This case study is based on published information by Teleperformance, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

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