Human Capital

A wealth of diversity

Present in 35 countries, for many years Mersen has made the diversity of its teams’ origins, training, cultures and ways of thinking one of its quintessential strengths.

This very diversity is what drives collaboration between our teams and sparks our creativity so that we can better understand the needs of our customers around the world.

To preserve this diversity, our company culture inspires mutual respect and recognition of the intrinsic value of each individual, whatever their origin, and combats all forms of discrimination.

Human Resources strives to ensure equal opportunities at every level, while maintaining and strengthening the multi-disciplinary capabilities of teams.

As a signatory of the United Nations Global Compact, Mersen is committed to eliminating all forms of discrimination in employment and occupation around the world.

Success and close relationships through local management

While Mersen enjoys a strong company culture, it needs adapt to local cultures to be truly effective. This is why virtually all the Group’s sites are run by local managers.

This balance of respecting our principles and values and recognizing local realities is what lends substance to the Group’s human dimension.

mersen human capital diversity

Gender balance: ensuring equality in the workplace at all levels

The Group’s primary objective, the integration of an increasing number of women in all roles, including roles in production, has over many years led to several initiatives in recruitment, professional development, communication, raising the awareness of managers, compensation, maternity/paternity leave, organizational changes, adaptation of workstations, etc.

In 2018, Mersen set the target of employing 25% to 30% female managers&professionals by 2022. To this end, the Executive Committee is therefore closely monitoring the action plans initiated at Group level and in its two business segments.

Special attention is given to bottom-up feedback in order to better identify any problems encountered by women that hold them back in their professional development, and to better coordinate


CSR target Mersen
25% to 30% female Managers & Professionals by 2022.

Health and safety of all employees

Mersen’s number one priority is to protect the Health and Safety of the women and men who work for the Group.

Every effort is made at all its sites to raise awareness among the teams, identify and prevent potential risks and serious accidents, and above all, ensure all employees understand their responsibilities so that they play an active role in ensuring everyone’s safety.

csr safety mersen

The key factors of Mersen’s health and safety management system

  • Safety steering committees at all levels of the Group, from production sites to Executive Committee.
  • A systematic risk assessment and implementation of preventative measures.
  • Safety inspections and audits.
  • Health and safety training for every employee at every workstation.
  • The involvement of all employees to report and eliminate any danger.
  • Safety golden rules, and systematic and event rituals.
  • The distribution of a monthly publication on health and safety best practices.

Safety indicators and key figures

  • Safety inspections: 4,124 in 2018
  • FR1 2018 (frequency rate of lost-time accidents) : 1.5 (vs 1.6 in 2017)
  • SR 2018 (severity rate) : 71 (vs 64 in 2017)
  • FR2 2018 (frequancy rate of accidents with and without lost time) : 4.1 (vs 4.4 in 2017)
CSR target Mersen
Increase the number of safety inspections by 15% from 2018 levels by 2021
Attain a lost-time accident frequency rate (FR1) of less than or equal to 1.4 in 2021
Attain a lost-time accident severity rate (SR) of less than or equal to 60 in 2021

Skills development

Operating in complex and highly competitive sectors, Mersen owes its position as leader to its ability to adapt to technical and technological changes in its markets.

Talent management

Providing ongoing training to employees is central to the Group’s HR policy, which strives to retain and attract new talent.

  • A proactive policy for continuing professional development.
  • Supporting the professional development of employees in order to retain them and help them to continue to grow.
  • A deep transformation of the management culture.