EXEL industries - 2019 Universal Registration Document

Management report 3

Statement of Non-Financial Performance

individuals who work for set periods of time such as seasonal and temporary workers. A new indicator was formally adopted this year in order to understand the severity and frequency rates of workplace accidents a ff ecting temporary workers. The Group has established framework agreements inwhich action plan objectives for on-boarding temporaryworkers, training and other actions are posted; „ management: the EXEL Academy is a management course organized by the Group on management tools. Last year, the eighth graduating class included over a hundred new management employees of the Group learning the fundamentals of motivational management and self-knowledge, by practicing kindness and the 8 c values of the Group. These high-impact measures take place every two or three years. AGRIFAC worked on collaborative work through training using the DISC method, akin to personal development. SAMES KREMLIN set up several coaching and team accompaniment actions to develop collective intelligence. BERTHOUD implemented management- focused measures; „ due to the Group’s internationalization and the need to develop synergies, languages are also a major training topic. English is quite obviously becoming the Group-wide language for communication, and anymeetingwhere one of the participants does not understand French is conducted in English. But the Group also ensures that French is taught in the foreign companies. The foreign companies run many courses; „ technical skills are also the subject of numerous courses, in particular concerning products and know-how; „ computing is also addressed: ERPs, trade software, or o ffi ce pack; „ DDMRP-type methods for implementing new methods of production management require broad skills and knowledge. Several Group entities have adopted these methods, which require intensive training as well as the production of internal manuals for these in-house training classes. b c - Qualifying training and re-training: indispensable for making and keeping workers employable, and c keeping them abreast of technological advances A lifelong course of training is becoming more and more of a necessity. Several major measures were taken in technical fi elds to raise skill levels. In particular, TRICOFLEX provided long-term training for production operator professional quali fi cations; HARDI in Denmark provided extensive training sessions for workers, and BERTHOUD and HOZELOCK EXEL partnered to o ff er a number of joint sessions. The Group’s companies o ff ered nearly 46,000 c hours of training in all during the 2018 calendar year, for a trained workforce of over 1,600 c people and an investment of over €1.3 c million. This number of training hours sets a record since CSR indicators started being tracked and represent an average of 12.34 c hours per person. This excludes work time dedicated to customized in-house training on work stations and assistance to young people in training for their apprenticeships, internships, c etc.

c c - c Internal mobility: a way to develop skills and discover the Group The EXEL Industries group pays close attention to the development of its employees at its various subsidiaries. Interviews held at least yearly are arranged with management. These make it possible to focus on and take stock of employees’ plans and ambitions. The daily discussions between the Human Resources Departments of the various companies and oversight by the Group HR Department of a HR Committee for France and an HR Committee for International bring the HR professionals together to de fi ne the skills needed and the positions that need fi lling, so as to foster employees’ mobility and career growth. The website contains career pages that publicize job o ff ers in EXEL Industries and promote inter-company careers within the Group. The Exechos magazine, produced at Group level in 8 languages, is sent to all employees at their homes. The Group’s press releases are distributedwithin the companies. AGreen Business report is included in each release. This magazine introduces and explains the Group’s cultural resources to all its employees beyond the con fi nes of their own entity. a c - c Absenteeism The absenteeism rate is an indicator followed very closely by the EXEL Industries group and a strong marker of the climate within the Company. For several years the objective has been to be under 3%. This is a very ambitious objective given the long-term social trend in France and internationally towards higher rates of absenteeism. Absenteeism in fiscal 2019 remains remarkably low at 2.96%. It remains below the 3% threshold we set as our objective. The stability of this rate despite the reorganizations in the Group is due to voluntary actions by each entity which are steered at Group level and tracked monthly. Note on absenteeism: Absenteeism is calculated on the basis of short absences (up to 3 ƭ months). The absenteeism rate is calculated as the actual work days of absence in relation to the number of days theoretically worked. We exclude industrial accidents or occupational illnesses, maternity, paternity and parental leave, unpaid leave, family-related leave, long-term illness, ƭ etc. This method provides an insight into the employee climate in the Group. Although absenteeism remains low, this topic continues to be one of the four areas of work selected by the Group. To improve wellbeing at work and to reduce the costs of absenteeism, concrete actions have been implemented in the Group’s companies: „ return to work interviews are held for employees who were absent for over a week; „ improving communication (in the department, at the Management level, at the social partners level and with employees on speci fi c health themes, remaining in contact with the sick employee); „ attendance bonus at HOZELOCK EXEL and VERMOREL; „ free vaccinations are available at HOLMER. 3.4.4.1.3 Ensure workplace health, safety & wellbeing

EXEL Industries Group I 2019 Universal Registration Document 32