ADAPT TO CARRY OUT HUMAN RESOURCES MISSIONS
The health crisis did not stop the Rmn Grand Palais from continuing its actions: one sign of this was the 99/100 score obtained by it on the Gender Equality in the Workplace Index. This score was a recognition of all the actions carried out internally, notably those fol- lowing on the five general equality agreements signed. Based on this score and the actions also taken in the field of diversity, the Rmn Grand Palais is now well positioned to obtain a Diversity label in addition to its Gender Equality label. The policy on Employment and Career Management that fosters internal mobility is being pursued: 70 employ- ment vacancy or temporary assignment job offers have been published. 64 of these have been filled and 39 permanent employment contracts signed. The specific scheme put in place for the 117 employees concerned by the closure of the Grand Palais resulted in 62 employ- ees continuing their functions at the Temporary Grand Palais, the New Grand Palais or at the head office. 37 employees benefited from internal mobility. In addition, 15 departures were granted as part of a collective redun- dancy agreement or under the French early retirement scheme.
The Scientific Department has been transformed to be- come the "Production Department": its ambition is to promote cross-team collaboration among all participants in exhibition projects and develop diverse, innovative and robust programming. New communication methods, new ways of doing things and coordinating information channels had to be introduced on the museum sites to rapidly adapt to successive lockdowns and reopenings.
The Rmn Grand Palais managed to maintain its salary policy despite a difficult context. A new agreement on the salary review grid enabled one-third of employees to benefit from repositioning measures and set new hiring bases and minimum measures in the event of mobility. The annual salary negotiation led to an increase in the end-of-year gross bonus from 358 to 475 euros (for a full- time employee present from 1 January to 31 December).
Despite the tense flow type of working, the HR team rapidly adapted to government directives. Suspension of collective and individual classroom training in the Spring, postponement of the last quarter sessions or remote classes, expanded offers The training policy was re- vised and will continue to be revised in 2021 to progres- sively prepare for the resumption of normal activities.
Payroll services modified their validation processes: a contract with the Accounting Agency made it possible to pay out salaries and expenses to ensure payments were made without dematerialisation of the signatures. Even though the Rmn - Grand Palais could not benefit from the furlough scheme, all wages were maintained.
The dialogue with employee representatives was main- tained and representative bodies met either in face-to- face meetings or by video conference: 15 times for the social and economic committee to discuss social and economic structuring issues such as the setting up of the production department, the renovation work in pro- gress or the Score project; the CSSCT (Safety, Health and Working Conditions Committee) met 11 times and car- ried out 7 site visits for the purpose of implementing the Covid protection measures in the business recovery plan.
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