Amundi - Corporate Social Responsibility Report 2016

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

PSYCHOSOCIAL RISK PREVENTION POLICY

p in 2016, the Human Resources Department distributed two guides among employees regarding maternity and parenting issues (steps to be taken, preparing for leave and return from maternity or adoption leave, accommodations and specific measures taken at Amundi before and after the birth); p the collective bargaining agreements in effect within Amundi provide a certain number of measures designed to promote balance between professional life and family life (sick child leave, breastfeeding leave as standard, etc.); p childcare solutions have been set up with the assistance of the Works Council of the Amundi SEU by means of reserved places in a childcare centre network. Similarly, the constraints associated with work-life balance are reduced by the possibility of the allocation of Chèques Emploi Services Universels (home help services money vouchers). The Works Council also facilitates better work-life balance through the provision of sports halls for Amundi employees; p the Human Resources Department has prepared a practical guide to better inform employees regarding the measures implemented within the Company to help balance professional life with caring for a family member. This guide also details the services offered by the RESPONSAGE platform to which all Amundi employees now have access. It covers the legal measures that accompany the status of caregiver and provides a list of the various organisations and non-profits that work in the field; p an agreement on the donation of leave days was signed in 2015 and is part of the social and solidarity policy of the Company; p the Company has set up a concierge service in its Paris headquarters offering a range of services intended to facilitate employees’ daily lives through the performance of tasks normally undertaken by the beneficiaries of these services (dry cleaning, shoe repair, administrative formalities, etc.); p the working hours agreement involves three main provisions: the monitoring of compliance with daily rest periods; regulation of the use of remote connection tools outside of business hours by granting the right to shared and mutual disconnection between the employee and the Company and the obligation to discuss during annual assessments for managers on a number of working days-type contract, the monitoring of work load, with the aim of improving work-life balance; p the implementation of a telecommuting pilot programme to experiment with this new way of organising work. Certain Amundi employees were already eligible to work remotely, particularly pregnant women beginning in the fifth month of their pregnancy in accordance with the gender equality agreement in effect on the signature date of this document, disabled workers in accordance with the Group agreement regarding the employment of disabled individuals in effect on the day of the signature of this document, and employees with a relevant medical report subject to the implementation of partial or full telecommuting;

Amundi’s policy on the prevention of PSR and on quality of life in the workplace is one of ongoing improvement and integration into HR policies. It is notable for its interdisciplinary approach – relying on managers, the Human Resources Department, occupational medicine, and employee representatives (IRP) (1) . Specific governance of psychosocial risks in the workplace begins with quarterly meetings of a joint interdisciplinary committee to read the various indicators and monthly meetings of a management committee specifically for HR monitoring of at-risk employees. In 2016, programs begun in previous years were continued, including the following: p the maintenance of a “listening space” for employees experiencing difficulties; p improved monitoring of long absences with better coordination with the occupational health department in order to promote pre- return to work visits to anticipate any potential reorganisation of workstations needed to ensure an optimal return to work; p a clarification process in the event of mobility constraints following the elimination of a position during a reorganisation; p the launch of a working group to define the assistance to be provided to employees in the event of sub-par performance. Just as in the case of mobility constraints, this should lead to the clarification of the stages and the roles of each of the participants in 2017. In 2016, as part of the raising awareness aspect of PSR prevention, a series of five lectures was offered to employees. These lectures each brought together one hundred or so participants on subjects related to quality of life, interpersonal relations and the digital realm and its impacts. For several years now, Amundi, as a socially responsible company, has sought to establish measures intended to improve quality of life in the workplace and to promote its employees’ work-life balance. The various tools and measures set up and with a role in this two-fold objective are presented below: p exceeding the legal requirements, the Company takes action through: p the organisation of work (meetings that comply with the team’s working hours, defined planning ahead of time, etc.), p the establishment of measures that facilitate the life of parents (sick child leave, concierge services, maternity and parenting guides, etc.), p a policy supporting the social endeavours of the Works Council (access to childcare centres, childcare costs, etc.), p vigilance regarding professional equality (hiring, training, mobility, compensation, etc.), QUALITY OF LIFE IN THE WORKPLACE

p and raising awareness among managers;

(1) Employee representative bodies.

28 AMUNDI - 2016 Corporate social responsability report