Amundi - Corporate Social Responsibility Report 2016

Economic, social and environmental information Make individual and collective development central to our responsibility as an employer

Age structure of headcount The table below shows the age structure of the Group’s workforce as of 31 December 2014, 2015 and 2016 (data in physical headcount in the Total column):

2014

2015

2016

Total

Distribution by age and gender

Men Women

Men Women

Men Women

2014

2015

2016

Under 30

56.6% 43.4% 55.5% 44.5% 58.6% 41.4% 182 56.1% 43.9% 55.7% 44.3% 56.3% 43.7% 1,040 52.8% 47.2% 54.7% 45.3% 54.5% 45.5% 1,118 54.2% 45.8% 53.4% 46.6% 54.2% 45.8% 631 61.8% 38.2% 56.5% 43.5% 58.0% 42.0% 68

191

191 965

30-39 40-49 50-60

1,040 1,148

1,215

676

727

Above 60

69

69

TOTAL

3,039

3,124

3,167

The average age of Amundi employees in 2016 was 43.1.

Headcount distribution by gender The table below shows the distribution of employees by gender as of 31 December 2014, 2015 and 2016:

Employees by Gender (FTE)

31/12/2014

31/12/2015

31/12/2016

Women

1,332.4 1,655.3 2,987.7

1,361.1 1,707.7 3,068.8

1,364.9 1,743.8 3,108.7

Men

TOTAL

The distribution between women and men has remained stable over the last few years. In 2016 the Company comprised 43.9% women and 56.1% men.

TRAINING

In 2016, Amundi rolled out a digital training and information-sharing platform named Philéas. This platform is accessible to all Amundi employees in France and abroad. Philéas’ initial purpose is training. The available contents cover the fields of administration, languages, knowledge of the Company and management (professional interviews). The product will evolve and will gradually cover business line needs. Secondarily, Philéas’ aims to enable business line experts to contribute to the sharing of knowledge within the Company through the creation of specific content that may respond to internal (development of the skills of Amundi teams) or external (training of partner networks) needs. In 2016, as in 2015, the training effort dealt with increasing managerial skills and helping with changes occurring in jobs, particularly those stemming from changes in regulations. Amundi continued its efforts to provide managerial support to new managers with the aim of arming them with the basis of management practices (guidance, employee development, manager’s HR role and psychosocial risk prevention in particular). A specific campaign was conducted for the management circle (over 150 individuals) to establish the practice and culture of providing feedback. This campaign will continue in 2017 in order to train all managers within the Company.

Professional training is intended to support the Amundi’s development and respond to current and future challenges. Training helps employees adapt their skills and maintain and develop their core expertise. It relies on three priorities: developing skills, supporting managers in their HR responsibilities and providing educational expertise to the business lines and the teams. Through these training and support measures, Amundi seeks: p to ensure that employees can progress within the Group and occupy positions that make the most of their experience and match both their personal objectives and those of the Company; p to ensure the long-term employability of its employees. Policy is defined annually based on the Company’s development needs and the business lines’ financial, technological and regulatory changes. To support in-company transfers, which help employees’ development, employability and motivation, Amundi provides individual monitoring and training support. Significant resources are allocated to support employees who change business line or whose line is being reorganised.

24 AMUNDI - 2016 Corporate social responsability report