QVT: what do the agreements already signed contain?

What do the QVT agreements signed by French companies really say

Since the Rebsamen law (2015) and ANI on Quality of Life at Work (2013), businesses are invited to negotiate a QVT agreement unique. More than a hundred organizations have already taken the plunge: Manpower, MAIF, Saint Maclou, Saint Maclou, Thales, Air France, Caisse des Dépôts, Areva, La Poste... But what do these agreements really contain? What topics are priority? How do businesses define the QVT in their strategies?

La QVT Is at the same time a legal and managerial principle, which makes it a dense, sometimes complex field of reflection, but also rich in levers for transforming work. Chez Qualisocial, we reviewed 15 QVT agreements to understand what is actually being implemented on the ground. Eight main themes stand out, revealing priorities, blind spots and emerging trends in Quality of Life and Working Conditions (QVCT).

What QWL agreements reveal in business

Our analyses are based on 20 agreements signed with trade unions. We only selected those that included concrete commitments, beyond simple legal reminders.

The agreements studied mainly address:

• organization and content of work
• The sanity and the prevention of PSR
• The work/life balance
• skills development
• workplace relationships and management
• gender equality
• the environment and material working conditions
• the management and monitoring of QVT actions

1. Work environment: only 20% of agreements

Contrary to popular belief, improving the material comfort is not the most used lever. And it is consistent: comfort counts, but it is not the first factor in improving the well-being at work. QWL is based more on perception, work practices and the quality of professional relationships.

2. Gender equality: addressed in 27% of agreements

This figure is questionable. Professional equality, although at the heart of recent debates, remains poorly integrated into QWL agreements. The topics covered mainly concern equal pay, paternity leave or career development. An issue that is still subcontracted despite its strategic and societal importance.

3. Managerial dimension: present in 33% of agreements

One out of three agreements includes actions to support managers. However, nothing changes permanently without them: a QWL project only has an impact if management is trained, supported and involved. Mentoring, benevolent management training, managerial communities, sharing practices: these levers are still too little exploited.

4. Work organization: integrated into 40% of agreements

Among the measures observed:

• Testing new work organizations
• Development of Job sharing
• teleworking via coworking and collaborative spaces
• limiting the front office to 70% of the time to maintain the quality of the back office

These transformations show that QWL can become a real driver of organizational performance.

5. Workplace relationships: present in 53% of agreements

Work is still the first place to socialize after school. However, it is still underused to strengthen cohesion. The agreements mention:

• spaces dedicated to exchanges
• collaborative tools
• mediation mechanisms in case of conflict

Fostering the quality of relationships is one of the most effective pillars for improving mental health in the workplace.

6. QWL management: 67% of agreements provide for follow-up

A QWL action only makes sense if you measure its effects. Here, companies are setting up tools for management, monitoring, QWL indicators and regular evaluations. A logic inspired by Lean: we experiment, we measure, we adjust.

7. Occupational health and work content: cited in 87% of agreements

The prevention of sanity And psychosocial risks (RPS) occupies a central place:

• prevention plans
• QVT manager training
• psychological hotlines
• Harassment process
• occupational health observatories

The content of the work is also a major axis, reinforced by the labor law: annual interview on workload, recognition, work/personal life balance.

8. Life habits and work/life balance: 93% of agreements

It is the most frequent subject. The most cited measures:

• Right to disconnect
• generalization of teleworking
• crèches or company daycares
• paid carpooling
• zero interest loans
• Part-time end of career

These systems are often those perceived as the most concrete and visible for employees.

Are you preparing a QVT or QVCT agreement?

You want to structure your priorities, integrate the RPS prevention or secure your arbitrations? Qualisocial offers you a 2-hour expert diagnosis to frame your challenges and identify the levers most adapted to your reality on the ground.