Groupama // Universal Registration Document 2022

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

4.2.2.3 Social issues and associated risks In terms of employer responsibility, the objectives during the health crisis in 2020 and continued until the beginning of 2022 were first and foremost to preserve the health of employees, maintain team cohesion, and ensure the continuity of the business. Human resources management – responsible management as indicated in one of the two foundations of our CSR strategy – is one of the pillars of our model. In this area, four risks were identified, each corresponding to an issue of our responsible employer policy, three of which appear to be the most significant: This is a significant risk today due in particular to the growing digitalisation of business lines, changes in working methods, and regulatory developments – in particular on products and advice – which are increasingly numerous. This also concerns the issue of the attractiveness of our companies, which will need to capture more digital profiles and certain outside skills. Business lines are traditionally 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). On mass markets, there are also: (1) a growing need across all business lines due to heightened competition on the labour market; ❯ a need for skills in designing products and services related to new mobilities or claims management: the claims Manager profession is substantially shifting towards more advice and proactiveness for the customer. New customer journeys are being developed in property damage and 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 (compensation in kind, direct agreement, support for victims of bodily injury, etc.). ❯ (a) The risk of inadequacy of skills with changes in the business lines Risk control levers The commitment to employability and the training were maintained during this fiscal year, which is a key issue for the sustainable development of the Company:

2022 focus on the issue of employability As such, the Group GPEC’s strategy is the driving force behind the GPECs of the companies. It is also a tool for coordinating industrial dialogue through the annual meeting of the committee for monitoring the agreement, which brings together the industrial partners. Signing of the three ‑ year agreement on GPEC and training applicable on 3 March 2021 to develop a common policy within the Group’s companies. ❯ Renewal of the Group inter ‑ company mobility agreement on 18 October 2021. ❯ It establishes common rules at least for all transfers of employees between the Group’s companies, with a view to promoting the development of voluntary and individual employee mobility between companies, enabling them to be involved in their professional development and the Group to support its strategic projects and to adapt to/anticipate changes in the sector. Further development of the quality of the integration of newcomers. ❯ policy of significant investment in training: development of an SWP policy, updated in the companies and now a Group SWP (since 2021) within the framework of the negotiation of a Group ‑ level agreement setting up an annual monitoring committee and a three ‑ yearly update of a GPEC report including the professional training policy; ❯ (2) substantive actions: review of Managers (and succession plan) and staff; compliance with holding annual interviews (EAE and EP); training of Managers and sales staff (products, new tools, regulations, etc., particularly in life insurance) (context of the implementation of the IDD ); concentration of specialised centres of expertise; ❯ (3) development of programmes: Project Expert (to develop project management skills); community training kits on targeted topics (professionals, GDPR , etc.); Skills programme integrated into the Profile project and Talentsoft platform for dynamic skills management open to employees; ❯ (4) innovations in training methods to continue and improve the impact of training, particularly in periods of teleworking; ❯ communication campaigns on the employer brand to strengthen our appeal, publicise jobs, particularly those in short supply, and recruit. ❯

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

See summary tables of risks in the appendix. Strategic workforce planning, SWP. Insurance Distribution Directive (European regulation). General Data Protection Regulation.

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Universal Registration Document 2022 - GROUPAMA ASSURANCES MUTUELLES