RECRUITING WITH A VIEW TO THE FUTURE
In 2006, the Group recruited 7,310 individuals worldwide.

- Bringing in a new generation
Age distribution data show that employees tend to be older and have more seniority in Europe and the US, where the Group has a long-standing presence. The industrial subsidiaries are paying particular attention to bringing in a new generation, as the baby-boomers reach retirement age. Several countries have focused their efforts specifically on recruiting workers under 25 , particularly the UK, Germany, Austria, the Nordic countries and France, in the West, and also Latin American and Eastern European countries, as well as the emerging nations of Asia.
Such under-25 hires accounted for approximately one-third of total Group recruitments in 2006, in line with the trends of the past years.

* Data concerning the hiring of people under 25 are based on 83% of Group staff , excluding North America.

- Attracting top talent
Saint-Gobain seeks to attract top talent through public relations campaigns aimed at the student body and by building special relationships with universities and programs that teach the skills the Group needs.

- Consult our job offers and apply on line.

 
PROMOTING DIVERSITY
- Promoting greater gender balance
The proportion of women in total staff remained stable at 19.8%*, on a par with 2005, but it rose in the new businesses. Women accounted for 28% of non-blue-collar workers and 21% of recruitments. The Group is determined to achieve a better balance between men and women at the management level. The aim is to ensure, in recruitment and access to functions wielding responsibility, equal opportunity that is compatible with the nature of the work involved. Increasingly feminine leadership should promote a better awareness of different sensitivities, both in managing staff and in conducting relations with outside partners.

*Data concerning the proportion of women in mon-blue collar workers are based on 98% of total Group staff.

- Increasingly international teams
One of the Group's key strengths is its global dimension, since exchanges among countries and internationally diverse teams help boost competitiveness. The Group's first priority is to create local management in each country where it is based. Whether in Eastern Europe, Latin America or Asia, over 80% of executives are from the local country. Saint-Gobain also seeks to develop a multicultural flair among its managers, by giving them assignments outside their home country, especially at the outset of their careers.

OFFERING CAREER OPPORTUNITIES THAT PAVE THE WAY FOR REAL RESPONSIBILITY
Mobility between regions and functions is one of the essential building-blocks of Saint-Gobain's development. Through the varied experience offered within the Group, executives can prepare themselves step by step to taking on greater responsibility. In-house promotion is a dynamic actuality, because individuals' wishes are taken into account, particularly through annual performance evaluations that have been applied across the board. In addition, job offers are posted on the intranet and the criteria governing expatriate positions have been explained and are applied in all transparency.

TRAINING
In 2006, each employee received 25.5 hours of training on average*, for a total cost equivalent to 2.2% of payroll*.
The Group's training policy follows five key goals:
•  Enhancing Group competitiveness by bolstering technical skills and professional expertise
•  Developing innovation and sales and marketing skills
•  Preparing for and facilitating the Group's international development
•  Reinforcing leadership skills
•  Strengthening the Group's corporate culture and promoting the sharing of best practices

* Data concerning hours of training are based on 89% of total Group staff.