Régis Blugeon: “In the current context, the true proof of courage lies in the ability to maintain
As Group Director of Social Affairs and Human Resources Director of Saint-Gobain, what does signing the Diversity Charter and participating in a network of committed companies such as Les entreprises pour la Cité represent for you?
In a historically male-dominated sector such as construction, diversity remains a major challenge. In Europe, women still represent only 9% of the sector’s workforce. At Saint-Gobain France, this figure reaches 27.4% out of a total of 35,000 team members, who are employed across all of the group’s business areas, whether in industrial, commercial, or distribution activities.
Despite this progress, the company recognizes that further efforts are required. Signing the Diversity Charter represents a clear commitment to making further progress. This commitment responds to an ethical imperative and a sense of social responsibility, but also to an economic reality: the group’s markets and customers are characterized by great diversity.
With 35,000 team members in France, the group considers its human capital to be an asset that should reflect all dimensions of diversity: diversity of gender, origin, education, professional background, and generations.
Sustainable performance arises from the clash of ideas, discussion, and interaction between different perspectives. It is precisely this meeting of different cultures and histories that creates fertile ground for innovation. This dynamic also makes it possible to better understand customer expectations, attract talent, and cultivate a virtuous cycle within the company, strengthening its competitiveness and its ability to adapt to its markets.
The signing of the Diversity Charter is therefore part of a structural approach. The first signing took place in 2007. Its renewal today reflects both accountability and the conviction that this policy will contribute to strengthening the company’s overall performance.
Participation in this network of committed companies also provides an opportunity to share experiences and best practices. It allows organizations to learn from one another, exchange ideas, and make collective progress on these issues.
For Saint-Gobain, diversity ultimately becomes a long-term strategy. The real challenge lies not only in the initial commitment, but also in the consistency of actions and their lasting integration into the management culture. Making diversity a driver of progress requires time, perseverance, and a deep transformation of company practices.
What concrete progress has Saint-Gobain made in recent years regarding diversity and inclusion, and which HR levers remain essential to move further forward?
The year 2021 marked a significant milestone for Saint-Gobain in France, with the launch of the internal engagement program “Acting Sustainably,” built around four key pillars, including green mobility, support for the decarbonization of housing, and a central focus on diversity and inclusion.
This last pillar is based on internal governance composed of committed employees. To assess team perceptions on these issues, two surveys were conducted in 2022 and 2024. One of the key findings from these surveys is that, for one out of every two employees, diversity is now a tangible reality within the company. This result reinforces the group’s responsibility to continue and expand its efforts.
With this in mind, we have developed a network of ambassadors tasked with promoting a culture of inclusion. A total of 1,800 employees have been trained using the “Diversity Brick Box,” a training tool designed to raise awareness of inclusion issues. Forty employees have also been trained to facilitate these workshops internally.
At the same time, several practical guides were developed to clarify the group’s position and support teams on various topics: religion in the workplace, issues related to LGBTQ+ individuals, religious expression in general, combating sexism, and parenthood. These documents, created collaboratively, were widely distributed throughout the organization.
The company also strengthened its commitment by establishing partnerships with associations such as “Elles bougent,” “Crée ton avenir,” and “Les entreprises pour la Cité.”
These initiatives are beginning to produce tangible results. For example, regarding the inclusion of people with disabilities, the rate of employees concerned reached 4.8% in 2024 and is now progressing toward 5.8% within the group’s industrial activities.
In addition, certain subsidiaries implement local initiatives, such as days dedicated to gender equality in professions or awareness workshops, in order to integrate equality into daily management practices.
Does Saint-Gobain currently have employee engagement programs, and how does the Human Resources department support these engagement initiatives?
Saint-Gobain has developed several initiatives designed to encourage employee participation.
Among them is skills-based volunteering, which allows employees to dedicate up to two days per year, paid by the company and during working hours, to assignments with associations or foundations. These activities may cover a variety of fields, such as environmental protection, social issues, or initiatives related to diversity and inclusion.
At the same time, the company has structured an internal network of more than 200 specialist advisors to support employees with disabilities. These advisors play a key role by providing guidance, support, and practical solutions to facilitate the inclusion and day-to-day working lives of the employees concerned.
Beyond these formal mechanisms, several networks have been formed at a more informal level to promote diversity within the group. This is particularly true of the WIN network, which brings together women and men involved in diversity and gender equality issues.
Through these initiatives, Saint-Gobain upholds one conviction: diversity cannot be decreed; it must be built and facilitated.
What do you believe is the main challenge that HR professionals must overcome today in order to meet the challenges of tomorrow?
For industrial companies, one of the most significant challenges today is reconciling two requirements that are sometimes perceived as contradictory: the pursuit of performance and organizational transformation, while ensuring respect for individuals and teams. The key is to manage these changes not “against” employees, but “with” them.
In an industrial group such as Saint-Gobain, the coming years will be marked by profound changes, particularly those linked to technological developments such as artificial intelligence. Faced with these transformations, the company believes it is essential to create a working environment that allows everyone to express their individuality, find meaning in their professional commitment, and contribute sustainably to collective performance.
Future performance will depend on the ability to unite teams around a common project and vision, while respecting the diversity of backgrounds, aspirations, and individual differences. The company must remain a place of high standards and performance, but also become an environment that promotes personal development, fairness, and trust.
Finding the right balance between transformation, performance, and respect for individuals has now become one of the major challenges for organizations. The success of tomorrow’s businesses will largely depend on this ability to reconcile these dimensions.
In the current context (economic and social tensions, ecological transition, talent attractiveness), how can a company such as Saint-Gobain take concrete action, particularly through its HR policies, to strengthen social cohesion?
In the current context, the true proof of courage lies in the ability to maintain these convictions over time.
The success of ongoing transformations depends largely on the company’s capacity to adapt. But this adaptation can only take place on solid foundations: social cohesion, consistency in commitments, and stability of collective values.
Within the group, all employees express a strong need for fairness and equality in internal practices. The company therefore encourages spaces for dialogue, exchange, and even the confrontation of viewpoints. These discussions are an integral part of organizational life, but they are always framed by a shared perspective: that of pursuing a collective project based on responsibility and commitment.
Beyond discussions and external frameworks, our shared purpose, “Making the World a Better Home,” remains the foundation that brings teams together.
This ambition guides the group’s actions in the transition toward more sustainable and decarbonized construction, while at the same time strengthening employee engagement.
