Implementation of the New Work Organisation (NOT)

After 15 months of teleworking, the InVivo group persists with the implementation of its New Work Organisation (NOT)

On 21 June, after 15 months of teleworking for all eligible employees of the group, InVivo will orchestrate a return to the site at the rate of one day per week for nearly 1,500 employees; before deploying its new work organisation where part-time face-to-face work will henceforth be the norm.

The objective of this NOT is to adapt to the consequences of the Covid-19 crisis and to anticipate future shocks with a more flexible, more resilient and more efficient organisation, which reconciles well-being at work and quality of life for employees.

A gradual reopening of the offices under the sign of vigilance

At the end of the first lockdown, the InVivo group wished to protect the health and safety of its employees and decided to maintain 100% teleworking for those whose work allowed it, while continuing the dialogue with its social partners with the aim of transforming its work organisation.

The agreement signed last November with the majority of the social partners is an unprecedented agreement that initiates a massive and multidimensional organisational transformation of the group, with a reduction in office space already ratified.

Symbolised by the generalisation of teleworking by 50 to 60%, this new organisation of work [NOT], which has been acclaimed by employees, will be implemented progressively and will be fully deployed by 1 October. During the summer, employees will return one day a week to gradually readjust to their work environment and transport, and to return to a professional routine that has been disrupted for many of them.

During this period, the InVivo group has decided to maintain the strict sanitary protocol in place, even if the government's instructions were to be relaxed.

"Our new work organisation has been designed to serve the performance of the group, but also and above all the well-being of our employees. It has been the subject of numerous discussions upstream, which we will continue with all the company's stakeholders from the beginning of July, to ensure any adjustments. This implementation is a major step that will lead us into a new form of collaboration." Sébastien Graff, InVivo HR Director.

An NOT to reconcile well-being at work and performance

With this new organisation, InVivo has sought to identify and define ways of enabling each of its employees to work (whether remotely, face-to-face or nomadically) efficiently, responsibly and in a way that respects their work/life balance.

In this sense, the group meets 4 essential and complementary objectives:

1. well-being at work and quality of life for employees
2. improving collective performance;
3. facilitating the use of digital technologies and innovation;
4. respect for the environment and employee health.

A pioneering agreement that initiates a major organisational transformation

The NOT agreement addresses the entire working day. It takes into account transport times, redefines the organisation of meetings and lunch breaks, and for the first time offers employees the possibility of going to work at staggered hours.

This agreement is intrinsically designed to be evolving. Some provisions are experimental, others are intended to be amended according to the results obtained. A monitoring committee and steering indicators have been set up, as well as new employee satisfaction surveys.

"We have entered a phase where our ability to change form, to adapt and to react quickly is our main asset. This new work organisation, the result of extensive discussions between our Board of Directors, our employees and social partners, who have been involved since the beginning of the crisis, is a key factor for us to succeed in strengthening the resilience of our group and guaranteeing good working conditions for our employees", says Thierry Blandinières, InVivo's CEO.

The key points of this flexible work organisation:

1. Teleworking for 50% to 60% of working time will become the norm. It will be introduced in 5 forms of organisation (distribution of teleworking time) according to the nature of the missions and the workload of each team.
2. The introduction of the Flex-office: workstations will no longer be allocated by name (with some exceptions).
3. Employees will be able to work staggered days in order to adapt their working hours to their personal constraints whenever possible.
4. The creation of the InVivo virtual office: a digital workspace providing secure access to all the information and tools needed to work as a team and from a distance will be made available.
5. The group reaffirms its commitment to the right to disconnect and therefore establishes contact times for employees.
6. In order to prevent employees from becoming isolated, several measures will be implemented: exchange time, rituals, group events, awareness-raising for managers, etc.
7. Support for remote management, in particular through dedicated, tailor-made training, is being implemented.