37 Aware that the transformationwe are engaged in is a profound one, we are paying particular attention to supporting our employees, notably through training andpersonal development. For example, for more than a year nowwe have been deploying initiatives to encourage a feedback culture and, in 2022, we are launching a managerial development programme that will involvemanagers and employees, because it is all of us together who will carry out the current and future transformations of our company. Transformation is also about becoming a more open, diverse and inclusive company. We have placed particular emphasis on promoting gender diversity, which is at the heart of the Human Project of our Business Plan. We have been very active on this issue. These include the introduction of an equal opportunities charter and amentoring programme, aswell as increasing the percentage of women in our management bodies. Because diversity and inclusion will shape the future of work, because they foster innovation and creativity and are true guarantees of performance, we will strengthen our initiatives on these major themes of Human Resources management. HUMAN PROJECT Throughout the health crisis, our main objective was to protect our employees and customers, while continuing to provide excellent service to our customers. oday, even if we are not completely finished with the pandemic, the end of the crisis is in sight and with it the entry into a different "post-Covid world", a newworld that requires us to adapt. In 2021, we have therefore rethought part of our Human Resources processes, with particular emphasis on paperless processes, and we have changed our remote working framework to broaden the number of people concerned and the number of days, in strict compliance with banking secrecy, our commitments to our customers and a very precise legal framework. Our objective is to support changes in working methods, to improve the quality of life at work and to contribute to reducing our carbon footprint by reducing our travel. The results of the engagement survey, which we carry out each year in September with all our teams, show the satisfaction and commitment of our employees. Indeed, for the year 2021, we note record results both in terms of participation rate and overall engagement index. Since the creation of this survey in 2016, employee perception and engagement has continued to improve during a period of intense transformation in our business. One of the major lessons of this year's results is the strengthening of pride in belonging, fuelled by a better understanding of the strategy and greater confidence on the part of employees in the directions taken by CFM Indosuez and the Group. Ariel Barugel Head of Human Resources Trans format i on i s a l so about becoming a more open , d i ve r s e and inc l us i ve company . We have p l ac ed par t i cu l ar empha s i s on promot ing gende r d i ve r s i t y , wh i ch i s at the hear t of the Human Pro j ec t of our Bus ine s s Pl an .
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