Eurazeo / 2018 Registration document

EURAZEO’S CORPORATE SOCIAL RESPONSIBILITY Non-Financial Performance Statement

Attractivity and employability 2.2.2.5

Description of the potential areas of risk or opportunities

OBJECTIVES

RISK FACTORS

RISK ASSESSMENT METHODS Study of the number of available positions • Analysis of measures for assessing performance, • training and sharing value creation

Non-identification of needs in terms of skills and • talents Inability to retain and attract talents • Unadapted or insufficient recruitment and training • policies

Have the necessary talents for growth

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RISK MANAGEMENT Pre-acquisition labor due diligences: analysis of vacant positions and loyalty building schemes • Annual monitoring of specific indicators • Encouragement for companies to share value creation or company profits with employees •

OBJECTIVES

OPPORTUNITY FACTORS

The set-up of a recruitment and integration policy leading to training and career • development schemes is essential to building employee loyalty

Ensure that employee skills contribute to the Company’s performance over the long term

EXAMPLE OF INITIATIVE In partnership with a French business school (ESC), the Grape Hospitality group set up a VAE (Validation of Acquired Experience) system to • enable certain employees to obtain the PGE (Programme Grande École) master’s degree or the Bachelor Activity Manager business management degree. The aim of this program is to enable 20 Group employees to adapt to changes in their business environment and develop their employability.

Policy applied at Eurazeo level Each employee’s individual development is essential to collective success. Eurazeo employees are associated with the Company’s development and their participation in professional training is encouraged. Eurazeo ensures that its employees receive fair compensation and share in value creation and that working hours and paid holidays comply with the law. Since mid-2017, the HR Department has chosen to organize a cycle with four major phases: organizational reviews: HR needs over 3 years are defined in line • with the Company’s strategy. This enabled Eurazeo to set up at the beginning of the cycle an HR action plan comprising recruitments, mobility projects and training; annual individual employee performance reviews: know-how and • social skills are assessed during this phase. This assessment comprises a self-evaluation, 360° feedback and an annual manager-employee interview; wage reviews; • semi-annual reviews: a formal manager-employee interview is • organized at the end of the first half-year to review the achievement of objectives or activate an individual share plan (e.g.: training, mobility, recruitment, etc.). This process applies to all Eurazeo permanent employees.

The compensation policy in respect of the members of the Eurazeo Executive Board is consistent with the AFEP-MEDEF recommendations (see Section 3.2.1.2, page 165). The fixed and variable compensation of all employees is reviewed annually, and analyzed in relation to a review of compensation in the markets where Eurazeo operates. Employees are also eligible for collective compensation in the form of incentive bonuses. Eurazeo firmly believes in allowing employees to benefit from growth in the Company’s earnings, and encourages the sharing of value creation, notably by granting free shares and/or stock options within its team and among its investments. 2020 CSR strategy criteria are also taken into account for the calculation of the variable compensation of all Eurazeo Executive Board members and will be extended to the Executive Committee in 2019. With regard to training, Eurazeo seeks to offer its employees the chance to unlock their potential and meet their requirements and expectations in terms of development. Training courses are selected in relation to investment projects underway and/or job-related issues. Furthermore, Eurazeo seeks to satisfy the individual training needs of its teams. Once a need is identified, the employee is offered a training course at the earliest opportunity. Due diligence procedures for portfolio companies Eurazeo incorporates appeal and talent retention aspects into acquisition due diligences as described in Section 2.1.1.1. Post-acquisition action plans are monitored over several years, as described in Section 2.1.1.2. This issue is also an integral part of Eurazeo's CSR strategy with the objective of ensuing that 100% of companies share value creation or company profits with their employees.

Eurazeo

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2018 Registration Document