Supporting employees to meet their individual needs

With more than 900 staff members changing division following the reorganisation in late 2024, BRGM was keen to help operational unit managers develop or strengthen their managerial skills. This comprehensive support programme took the form of group sessions (on management, communication, etc.), themed workshops (on chairing meetings, leveraging emotional intelligence, the art of giving feedback, etc.) and individual coaching on request, tailored to each person’s needs. “Thanks to this customised programme, based on peer-to-peer discussions, sharing of best practice and the study of practical cases, the 28 participants were able to identify their strengths and areas for improvement in order to better meet their teams' expectations,” explains Anne Gauthier. These sessions, which took place over several months, also helped to foster a sense of collective momentum among all the managers.

Recognition of “worker-carers”

This is an initiative that should help to further improve quality of life and working conditions (QLWC) at BRGM. In the social barometer survey carried out in 2024, 77% of employees reported that they were on the whole satisfied with working at BRGM. Two agreements signed in 2025 should further improve this, granting additional rights to those who need them. One of them introduces recognition of the status of “worker-carer”, which entitles the employee to measures designed to help them balance their personal and professional lives (flexible working hours, teleworking, authorised absences from work, donation of paid leave, etc.). Meanwhile, the agreement on QLWC has been updated to make life easier for prospective and new parents. It now provides support for couples undergoing medically-assisted in vitro fertilisation by allowing a spouse to take five days’ leave to accompany their partner. The rules on working from home have also been relaxed for new parents.

BRGM: an “Ambassador for inclusion”

Another key focus of BRGM's HR policy is its commitment to diversity and inclusion. In 2024, the organisation exceeded for the first time the 6% employment rate of people with disabilities. “This result is the outcome of a long-term policy that combines personalised, coordinated assistance (occupational physicians, social workers, managers), strong partnerships (Agefiph, Cap Emploi, etc.) and continuous awareness-raising,” emphasises Marie Belossat. For example, in 2025, a webinar was organised on the recognition of disabled worker status (RQTH), in order to encourage eligible employees, particularly those with a hidden disability, to apply for this status. In recognition of this proactive policy, in 2025, BRGM received the “Ambassador for Inclusion” award from the ADAPEI 45 association. In particular, BRGM supported this association's travelling photography exhibition “Differently competent”, which highlights the know-how of people with disabilities and was hosted by BRGM in April 2026, shortly after the signing of a new agreement for the period 2026–2028. The aim of this agreement is to strengthen non-discrimination in recruitment and break down stereotypes about disability, in order to maintain employment levels of workers with disabilities.