Recruitment

TAQA Morocco’s Human Resources (HR) policy respects the following guiding principles:

• Fundamental rights and freedom to unionize;
• Legal compliance through strict application of the law;
• Social responsibility and corporate citizenship of the business.

To reflect the stated principles and shared values of TAQA MOROCCO, the company’s HR policy is organized around three major focus areas that place Human Resources at the center of management’s interests:

• Bringing out the value of everyone’s skills;
• Increasing the loyalty of collaborators;
• Optimizing individual and collective performance.

Vigilance in the area of recruitment:
In 2019, a succession management program was put in place in view of the anticipated departures leading up to 2025, in order to ensure the preparation and training of new recruits to meet the company’s needs, particularly for operations and maintenance.

 

2019

 

2018

 

2017

Recruitment Rate of new female employees

%

 

6.06

 

9.09

 

8.33

Recruitment Rate of new male employees

%

 

93.94

 

90.91

 

91.67

Recruitment Rate of new female employees under 30 years old

%

 

50.00

 

50.00

 

50.00

Recruitment Rate of new female between age 30-50

%

 

50.00

 

50.00

 

50.00

Recruitment Rate of new female employees over 50 years old

%

 

0.00

 

0.00

 

0.00

Recruitment Rate of new male employees under 30 years old

%

 

67.74

 

75.00

 

63.64

Recruitment Rate of new male between age 30-50

%

 

29.03

 

20.00

 

36.36

Recruitment Rate of new male employees over 50 years old

%

 

3.23

 

5.00

 

0.00

Compensation

Compensation at TAQA MOROCCO differs as between the two major categories of employees: statutory and non-statutory. In both cases, compensation consists of both fixed and variable elements.

Mandatory social coverage

All personnel benefit from the minimum mandatory social coverage provided by applicable law:

• Retirement: RCAR/ CNRA for statutory employees; CNSS for non-statutory employees;
• Mandatory medical insurance: CMIM;
• WA Insurance (Workplace Accident).

Complementary social coverage

Given the company’s concern for its employees, we also provide complementary social coverage:

• Retirement: CIMR for non-statutory employees;
• Complementary medical insurance:
• Private insurance;
• Death and disability insurance;
• Professional and private accident insurance: “Collective Individual Accident”;
• WAFA IMA Assistance.

Social initiatives and benefits

All TAQA Morocco personnel benefit from numerous social initiatives, namely:

• Aid Adha allocation;
• Electricity allocation;
• Gift certificates for school supplies;
• Achoura gift certificates;
• Reduced interest rates for housing;
• Services from the Council for Social Initiatives (French acronym COS);
• Pilgrimage allocation;
• Subsidies for cultural and sporting activities;
• Advance on salary.

 

2019

 

2018

 

2017

Payroll for category - executives

MAD

 

142,385,682.00

 

136,319,073.00

 

130,582,503.00

Payroll for category - non-executives

MAD

 

131,481,477.00

 

122,093,715.00

 

124,842,644.00

Career management

Evaluation system

As part of its business culture of valuing competence and performance, TAQA Morocco ensures that the performance of its collaborators is formally evaluated on a regular basis and that such evaluation is done for the purpose of:

• Measuring and evaluating the aptitudes, behavior, and results of the collaborator as relates to their position;
• Recognizing performance and rewarding it as a result;
• Determining training needs;
• Monitoring the collaborator’s progress and developing support plans to help them reach goals and ensure that their performance levels are consistent with the organization’s needs.

Career evolution

The career management and development policy within TAQA Morocco enables the company to manage the evolution of the importance of human capital within the business by supporting the evolution of its collaborators, whether in terms of their function (horizontal mobility) or their hierarchical progression (vertical mobility).

In that respect, an active career-management policy enables us to pursue two goals simultaneously:

• Giving the business functional flexibility with respect to the workforce it employs, which is consistent with new forms of work organization (pursuit of versatility, upgrading the average qualification level of employees);
• Meeting the expectations of individuals whose motivation derives more and more from non-financial factors relating to a need for recognition, which is based in part on the principle of promotion.

This policy therefore offers employees two types of promotion:

• Vertical promotion: evolution of work towards a higher level of responsibility;
• Horizontal promotion: change in profession or type of work while remaining at the same level of responsibility.

To that end, a Skills Framework adapted to the Plant’s business has been implemented. It constitutes the primary career-management tool.

 

2019

 

2018

 

2017

Percentage of total number of female employees who received a performance and career evolution review

%

 

0.00

 

5.88

 

0.00

Percentage of total number of male employees who received a performance and career evolution review

%

 

7.08

 

4.50

 

7.64

Training

As part of its skills-development human resources policy, TAQA Morocco has implemented a training policy suitable for meeting the internal needs of the different divisions and for giving employees career-advancement opportunities.

Under the policy, employees are invited to actively participate in training activities organized by the Company, with the requisite involvement and diligence.

The importance given to continuing education is part of TAQA Morocco’s long-term and indispensable opportunities to develop and capitalize on its expertise.

 

2019

 

2018

 

2017

Average number of training hours per year per employee

Hours

 

40.20

 

31.27

 

36.77

Number of female collaborators who were given training

Collaborators

 

4.00

 

3.00

 

3.00

Number of male collaborators who were given training

collaborateurs

 

361.00

 

291.00

 

250.00

Total number of training hours

Hours

 

19,459.00

 

14,390.00

 

16,987.00

Percentage of security personnel who received formal training in policies and procedures relating to human rights and their applicability to security

%

 

0.00

 

0.00

 

0.00

Share by business area

TAQA Morocco only has one business area. Below, see the share by executives and employees.

 

2019

 

2018

 

2017

Number of Executives

Executives

 

176.00

 

169.00

 

176.00

Number of employees

Employees

 

308.00

 

292.00

 

286.00

Share by CT (CDI/Contracts without defined end date, CDD/Contracts with defined end date, Interim/Temp…)

 

2019

 

2018

 

2017

Total number of male employees with Permanent contract

Employees

 

465.00

 

444.00

 

444.00

Total number of female employees with Permanent contract

Employees

 

17.00

 

15.00

 

16.00

Total number of male employees with Fixed-term contract

Employees

 

1.00

 

0.00

 

1.00

Total number of female employees with Fixed-term contract

Employees

 

1.00

 

2.00

 

1.00

Share by category (Management, Executives, Employees…)

 

2019

 

2018

 

2017

Total number of executives belonging to Senior Management

Executives

 

18.00

 

16.00

 

20.00

Total number of executives belonging to Middle Management

Executives

 

158.00

 

153.00

 

156.00

Total number of employees belonging to technical and office personnel

Employees

 

308.00

 

292.00

 

286.00

Overall share by gender

 

2019

 

2018

 

2017

Number of female staff

Collaborators

 

18.00

 

17.00

 

17.00

Number of male staff

Collaborators

 

466.00

 

444.00

 

445.00

Share by seniority

 

2019

 

2018

 

2017

Number of personnel whose seniority is less than 5 years

Collaborators

 

105.00

 

116.00

 

157.00

Number of personnel whose seniority is between 5and 15 years

Collaborators

 

156.00

 

123.00

 

75.00

Number of personnel whose seniority is above 15 years

Collaborators

 

223.00

 

222.00

 

230.00

Describe any employee incentive and ownership scheme, stating the date, the nature, the primary contract terms, and the sums allocated thereto for the last 3 years

TAQA Morocco gives annual incentive bonuses based on individual and collective performance. By way of reminder, TAQA Morocco made stock options available to its employees at the time of its 2013 capital increase, according to the option scheme below. Financing was made available to employees who expressed interest by the banks mentioned in the table for shares underwritten as order type I.


Number of resignations by fiscal year (by category)

 

2019

 

2018

 

2017

Number of voluntary resignations of Senior Management

Resignations

 

0.00

 

0.00

 

0.00

Number of voluntary resignations of Middle Management

Resignations

 

3.00

 

5.00

 

3.00

Number of voluntary resignations of technical and office personnel

Resignations

 

1.00

 

3.00

 

3.00

Number of recruits by fiscal year (by category)

 

2019

 

2018

 

2017

Number of recruits for Senior Management

Recruits

 

3.00

 

1.00

 

2.00

Number of recruits for Middle Management

Recruits

 

13.00

 

7.00

 

9.00

Number of recruits for technical and office personnel

Recruits

 

17.00

 

14.00

 

13.00