3 questions for Claire Malinge
Three questions for :
Claire Malinge, Employment Manager for the avionics activities of Thales in Bordeaux
Do you have relationships with local schools and training institutes ?
We are part of a group that develops relationships with schools at a national level. But we also work with local ecosystems : universities, engineering schools and schools less known but that have a real added value on digital or innovation in the broad sense. We also have actions with colleges and high schools to cover a fairly wide panel.
We receive classes that come visit the campus, and employees present the jobs to show the diversity of all jobs, sectors and courses.
And we participate in the Week of the Industry.
Does the group have an action in favor of the feminisation of the teams ?
The group carries out actions in favor of diversity in the broad sense and this action is carried by the CEO at an international level with concrete commitments. By 2019, we should have 30% women in senior positions and 40% of new employees will be women. In 2016, in Bordeaux, we have already recruited 37% of women. Thales has chosen to join the “Elles bougent” association, whose networks and actions help to promote scientific careers for young girls from their middle years. This partnership is based on the active participation of women engineers in the group. By joining the networks of the godmothers of the association, they are committed to sharing the passion of their profession, to introduce young girls to the world of science by breaking down its barriers. In Bordeaux, there are fifteen godmothers from “Elles Bougent”. Three of them are currently working for us in the United States and Ireland, and it may be our future sales engineers and they would not come to us otherwise. Once they have traveled a great deal, Chateauroux no longer seems so far from Paris or other big cities.
The Thales campus in Bordeaux brings together teams from different sites, was this grouping a problem ?
Their arrival was spread over a period of 8 weeks from October to December 2016 to facilitate the move of each collaborator and their appropriation of places. Far from being a simple real estate project, this major transformation was an opportunity to strengthen the synergy and cohesion between these teams.