GROUPAMA / 2019 Universal Registration Document

4 CORPORATE SOCIAL RESPONSIBILITY (CSR) Declaration of Extra-financial Performance

Social issues and associated risks 4.2.2.2 Human resourcesmanagementis one of the pillars of our model. In this area, five risks  (1) were identified in this exercise, each correspondingto an issue of our responsibleemployerpolicy, three of which appear to be the most significant: Issue of employability (a) The risk of inadequacyof skills with changes in the business lines. This is a significantrisk today due in particularto the digitalisationof business lines, changes in working methods, and regulatory developments – in particular on products and advice – which are increasinglynumerous.This is also the issue of the attractivenessof our companies,which will need to capturemore digital profiles and certain outside skills. Business lines are under intense stress due to the internal and external scarcity of skills, such as data scientists and experts on business insurance or professionals(in cyber-risk, for example). In mass markets, there is also an increasingneed for skills related to new mobility (auto) or claims management skills; the Claims Manager profession is substantially shifting towards more advice and proactiveness for the customer. New customer journeys are being developedin propertydamageand motor insurance,and the notion of “enhanced” Manager is taking shape. In addition, new risks ( e.g. cyber-risk) and new services are developing to support the customer (compensationin kind, direct agreement,support for victims of bodilyinjury, etc.). The Groupanticipatesthese changesby pursuingan HR policy that fully incorporates the training and skills matching aspects, for example: ongoing development of an SWP  (2) policy updated in the ● companies; agreementon professionaltraining (triennial review of the Group ● agreement); reviews of Directors (and succession plans) and staff; ● compliancewith the requirementto hold Annual and Professional ● Reviews (EAEP andEP); community training kits on targeted topics (professionals, ● GDPR  (3) , etc.); training of managers and salespeople (on products, new tools, ● regulations, etc., especially in life insurance) (context of implementation of IDD  (4) ); development of new practical tools, such as Univ’Gan, an ● application making training more accessible both in substance and form; and creation of programmes to develop cross-functionalskills such ● as Project Expert(PEPS).

A mapping of current and future key skills of business lines undergoing major transformation (DOSI, claims management, accountants) is in progress, and a dynamic skills management platform will be opened to allow employees to play a role in their career path byrequestingthe necessary support. Performance indicator ● Rate of trained employees (rate of access to training = number of trained employees/totalnumber of employees): 100.7% (95.1% in 2018). This rate is greater than 100% because the calculation method includes individualswho left the Companyas of 31 December2019 and is divided by the number of employees as of 31 December 2019. Additional indicators ● Number of trained employees: +3.4%/2018; training hours: +6.9%/2018;expenditure:+3.2%/2018;share of e-learning:15.9% (9% in 2018). Issue of “working well together” (b) The risk of a deteriorating industrial climate is intrinsic to industrial dialogue.While tensionsmay arise dependingon the topics (salary negotiations, retirement, working conditions/qualityof life at work, working hours, etc.),the social approach and the mechanismsput in place within theGroup make it possible to limit these risks. Increasedvigilance is needed in cases of site restructuring(such as the move to the Nanterre Campus and the Bordeaux site consolidationproject) or as part of a transformativecorporate plan (example of the deploymentof the EDC  (5) , adaptationsin progress at Gan Assurances, Amaline, etc.). The Group has developed a multi-level organisation of industrial dialogue: at the level of each company, with an organisation adapted to the regional level, the size and the business of the Company, at the level of the UES or the UDSG  (6) , which make it possible to address topics common to multiple companies,and at the Group level, where the Industrial Dialogue Commission allows measures applicable to all employees to be negotiated.Each level has its own industrialdialoguebodiesand timetable. Also note: the establishment of a psychological support system for the ● Group and within the companies: confidential listening unit (“CELA”), assistancefor caregivers,establishmentof psychosocial risk (PSR) prevention plans in all the companies, and wide distributionof e-learningmoduleson qualityof life at work; the development of collaborative/participatory actions and ● consultation of employees (participation in the development of strategies, tests, improvements to spaces, etc.), who are a source of creativity, agility, and motivation; the extensive possibilities of teleworking (as of the end of 2019, 3,208 employees chose one of the offered methods); the development of the quality of integration of newcomers, etc.

See summary tables of risks in the appendix. (1) Strategic workforce planning, SWP. (2) General Data Protection Regulation. (3) IDD, see point 4.2.2.3. (4) Digital Collaborative Space. (5) UES and UDSG correspond to Groupama employer groups. (6)

74 Universal Registration Document 2019 - GROUPAMA ASSURANCES MUTUELLES