PSA has elaborated on its health and teleworking measures as the manufacturer looks to manage the coronavirus crisis.

“With the opportunity of the post-crisis paradigm change, we want to give more sense to our actions, to put the right energy in the right place at the right time, to use resources and time more responsibly,” said PSA director of human resources and Transformation of Groupe PSA, Xavier Chéreau.

“We are also anticipating, with the social partners, social and societal changes in line with our ambition to make the motivation and well-being of the Group’s employees a vector of performance for the company.”

In the context of the health crisis, the implementation of PSA’s principle of ‘protecting employees and protecting the company’ has led to the deployment of reinforced health measures in 100% of its industrial, tertiary, R&D and commercial sites worldwide.

The lessons learned from the general implementation of teleworking are helping to accelerate the transformation of the company’s operating methods in favour of greater agility.

PSA doubled its IT capacity in March, 2020. This has enabled the rapid development of remote working (38,000 simultaneous connections to the Group’s global IT system in April compared to an average of 18,000 in the previous months).

A precursor, the Group had already initiated the deployment of remote work. In 2019, nearly 18,000 employees regularly or occasionally adopted this mode of work (vs. 2,500 in 2016), representing 3m teleworking hours and nearly 500,000 commute savings.

“Given the positive experience and efficient measures already taken in the context of the Covid-19 crisis, PSA has decided to strengthen teleworking and to make it the benchmark for activities not directly related to production,” added a PSA statement.

“This principle applies as of now within the framework of the progressive and safe restart of its offices, as well as commercial and R&D activities associated with measures to support the partial activity.

The Group is seizing this crisis as an opportunity to transform itself and re-shape a new company with 3 levers of acceleration.”

  • Technological opportunities of digitalisation and collaborative distance working tools already in place, which continue to develop and are changing the way we work
  • Lessons learned from the experimentation of remote working before the crisis, and during the crisis with the generalised use of telework (large-scale test)
  • The post-crisis paradigm shift with the reinforced need to give sense to our actions by consuming energy, resources and time even more responsibly
  • In addition to distance working, the physical presence of employees in redesigned collaborative spaces will reinforce value-added interactions as well as collective energy.  This will result in an on-site presence of ‘one to one’ and a half days per week, on average.
  • This project offers the dual benefit of a better work-life balance for employees concerned by a reduction in the frequency and duration of home-to-work commutes. It will also enable Group employees to increase their choice of living location with greater freedom of individual mobility