Groupama // Universal Registration Document 2022

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OVERVIEW OF THE GROUP Human Resources

Pillar 3: Making Groupama a leading brand The objective of this pillar is to promote the Groupama brand throughout our territories and to make it a true strategic financial asset. Convinced of the predominance of evidence over words, the Group emphasises its concrete engagement on the ground, which includes networks of elected representatives and employees. For example, among our prevention actions, more than 85,000 people were trained in the “Gestes qui Sauvent” (first ‑ aid gestures) as of the end of 2022 with Group ‑ wide deployment. The aim is to maintain this pace over the long term and to train 80,000 people per year. Internationally, the creation of a communication platform bringing together all of the international subsidiaries also illustrates this dynamic aimed at making Groupama a leading brand. The continuous improvement of our industrial model should allow the Group to control its operating costs while offering better service quality to our customers. This means greater commercial efficiency with the optimisation of our distribution networks and greater operational efficiency with the digitalisation and simplification of processes as well as the creation of synergies and increased interoperability between the Group’s entities. Pillar 4: Developing our industrial model to make it more efficient Pillar 5: Mobilising talent to serve our customers and Group’s transformation To ensure that the strategic plan’s implementation is a collective success, mobilising the Group’s lifeblood to benefit all is essential. Every day, our energy and talent contribute to strengthening our efficiency in serving our customers. The gradual rollout of community training and the launch of Group

campaigns around the employer brand and short ‑ staffed sectors allow each entity to capitalise on the power of the collective.

1.4.4

OUR PERFORMANCE PODIUMS

The five podiums correspond to the Group’s precise, quantified business objectives for the next three years (2022 ‑ 2024). They guide short ‑ term arbitrage operations and a common course: on the markets to be developed as a priority (professional and corporate market, agricultural market), on the business lines to be intensified (life and health insurance), and on our ambitions in terms of customer loyalty and profitability. As such, in terms of profitability, the Group has set the goal of achieving economic operating income of €1 billion over the 2022 ‑ 2024 period.

OUR MUTUAL INSURANCE DYNAMIC

1.4.5

The mutual insurance dynamic supports all these objectives by reaffirming the essential role of our network of 27,000 elected representatives, who are present throughout the country and embody our local roots and the value of mutual aid on a daily basis in our 2,600 local mutuals. Initiated by the mutual Insurance Advisory Board (described in section 3.1.5) following the Group’s re ‑ mutualisation in 2018, the mutual insurance dynamic mobilises the community of elected representatives in the service of the corporate purpose and transforms this energy into a differentiating force for the Group.

1.5 HUMAN RESOURCES

1.5.1 SOCIAL POLICY

The Group Human Resources Department manages and coordinates corporate policies and is at the head of the HR functional reporting line in accordance with the established distribution of responsibilities between the Group HR Department and the Company ‑ level HR Departments. Each company manages its Human Resources and its social policy as locally as possible, in line with the policy principles and the overall strategy defined for the Group. Since the health crisis, the Group/company cohesion has been strengthened, thanks to ongoing coordination between the HR Directors who are members of the HR Operational Committee and between those in the Paris area especially. This makes it possible to provide harmonised and equitable responses to all employees so that they can work in complete safety and under the best possible conditions, remotely or on site, individually or collaboratively.

To meet its strategic ambitions, improve its performance, and therefore meet the expectations of its members and customers, Groupama invests in people. The principles of the Human Resources policy are shaped by the Group’s corporate purpose, based on social responsibility and made possible by the lasting commitment – confirmed at a record level (81%) by the 2021 edition of the internal opinion poll – of its 31,106 employees. As at 31 December 2022, the regional mutuals, Groupama Assurances Mutuelles (GMA), and its subsidiaries had 29,037 employees.

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Universal Registration Document 2022 - GROUPAMA ASSURANCES MUTUELLES