UNIVERSAL REGISTRATION DOCUMENT 2023

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

possible to deal with issues common to multiple Group companies, and at Group level, where the industrial dialogue commission makes it possible to negotiate basic measures applicable to all employees. Each level has its own industrial dialogue bodies and timetable. Social protection is at the heart of industrial dialogue (such as 100% health in collective agreements and a global approach to compensation). Other noteworthy initiatives include the “Céla” , the Group and in ‑ company counselling and psychological support system programme, support for caregivers, development of social events and venues, and development of collaborative/ participatory initiatives and employee consultation (participation in the development of strategies, tests, refurbishment of premises, “CSR” challenges, etc.). Other examples include improving access to teleworking and all aspects of QWL, such as transport and improving the quality of integration for new arrivals. 2023 focus on the issue of “working well together” (4) There are a number of initiatives to promote the dynamics of workgroups in the context of workspaces (flex office) and the hybrid environment associated with the spread of teleworking. Teleworking agreements were renewed, as was the case for GMA, which is now firmly anchored in its organisational structure (two days a week in most of the Group’s companies). Supporting Managers through hybrid management training and developing collaborative/ participatory actions have been core change management initiatives. ❯ The 2022 QLW agreement marks the Group’s commitment to quality of working life. This is a major focus of the Group’s social policy, with a network of QLW coordinators and initiatives throughout the year, in particular the organisation of working groups on themes relating to the prevention of psychosocial risks and the promotion of quality of life at work, to allow peers to exchange best practices. ❯ An evolving platform to promote quality of life at work has been set up, providing access to resources in this area (diagnostic assessments, Articles written by clinical psychologists) and replays of webinars as part of the “Céla” group and in ‑ company psychological support system, social assistance, support for caregivers, etc. In addition, through Qualisocial, the Group organises 12 webinars a year, mainly for all employees and occasionally for Managers, on subjects relating to psychosocial risks and promoting quality of life at work, led by state ‑ certified psychologists. ❯

(b) The risk of a deteriorating social climate This is intrinsic to the dialogue between the workforce and management. While tensions may arise depending on the topics (pay bargaining, retirement, working conditions/quality of life at work, working hours, etc.), the social approach and the mechanisms put in place within the Group make it possible to limit these risks. The risk may be more acute in connection with a transforming business plan (such as the deployment of new DCS and business tools and the adaptations in progress at Gan Assurances and certain regional mutuals). Greater vigilance is required when sites are being restructured (such as moves to the Nanterre and Mérignac campuses). In addition, in a post ‑ health crisis context, which is reflected in a record level of absenteeism from work in France (particularly among young people and Managers), the mental health and well ‑ being of employees are a core concern of the Group’s companies. Risk control levers The Group has developed an organisation for industrial dialogue at several levels: for each company, with an organisation adapted to the regional level, the size and the activity of the Company, at UES level or UDSG level, which makes it (1) (2) (3) Number of trained employees in France: +8.8% (26,604 people trained during the fiscal year); hours of training: +14% (more than 1 million hours); spending: +18%/2022 (more than €51 million); share of e ‑ learning: 13% (11% in 2022). The number of employees trained continued to grow this year. The spending increase can also be attributed to the inflationary environment (transport, hotels, and meals and higher teaching costs with an increase in the payroll). Managers by tracking the achievement of objectives throughout the year and regular skill upgrades. This HR dynamic will continue in 2024 with the development of new projects, such as the creation of new communities and Manager workshops. Performance indicator (Group) Rate of trained employees (rate of access to training = number of trained employees/total number of employees): 103% (97.6% in 2022). The number of employees trained, already at a high level, continues to rise. The calculation method includes trainees who left the Company by 31 December 2023 and is divided by the number of employees on 31 December 2023. Number of employees trained in the DEFP scope, including international subsidiaries: 30,218. Additional indicators (France)

(1) (2) (3) (4)

Digital Collaborative Space. Consortium of Groupama employers. Consortium of Groupama employers. Psychological support, legal assistance, etc.

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Universal Registration Document 2023 GROUPAMA ASSURANCES MUTUELLES