Groupama // Universal Registration Document 2022

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

(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 and maintain a good social climate. The risk may be more acute in connection with a formative corporate plan (deployment of the DCS , flex office, etc.). Increased vigilance will be needed where sites are restructured (such as the phased relocation to the Nanterre Campus since 2017 and its new steps initiated in 2021 and continued in 2022, as well as the consolidation of the Bordeaux/Mérignac sites). Risk control levers Policies and actions have been implemented for several years: (1) a highly structured organisation of the dialogue between the workforce and management, regular relations between management and staff representatives, negotiation of collective bargaining agreements each year, and holding of committee meetings to monitor agreements; ❯ decentralisation for a good adherence to needs; an organisation of industrial dialogue at several levels: at the level of each company, with an organisation adapted to the regional level, the size and the activity of the Company, at the level of the UES or the UDSG level, which makes it possible to deal with issues common to several companies in the Group, 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; ❯ (2) numerous actions on the support and quality of the social foundation: the review in 2021 of the Group agreement on diversity and equal opportunities and the review in 2022 of the Group agreement on quality of life at work, a Group and ❯ Performance indicator Rate of trained employees (rate of access to training = number of trained employees/total number of employees): 97.6% (96.8% in 2021). The rate of employees trained, already at a high level in 2021, continued to grow. The calculation method includes individuals who left the Company as of 31 December 2022 and is divided by the number of employees as of 31 December 2022. Additional indicators Number of trained employees: +1.6%; training hours: +33.5%; expenditure: +29.9%/2021; share of e ‑ learning: 11% (15.9% in 2021). The number of employees trained continued to grow this year. The increase in expenditure is linked to the resumption of face ‑ to ‑ face training; the share of e ‑ learning is down slightly, as this training method has become part of the usual training resources used.

2022 focus on the issue of “working well together” Following on from the many initiatives taken during the health crisis aimed at continuing to get on well together in working groups, the establishment of new workspaces (flex office), and the widespread use of teleworking (two days a week in most of the Group’s companies) were at the heart of change management initiatives and the development of collaborative/ participative actions and employee consultation (participation in the development of strategies, tests, layouts of premises, etc.), and development of common events and spaces. ❯ The renewal of the quality of life at work (QLW) agreement in April 2022 reiterates the Group’s commitment to QLW and makes it a major focus of its social policy with the coordination of a network of QLW representatives at least during three annual meetings, and initiatives throughout the year (targeted awareness campaign, communication during themed weeks, etc.). A support kit was sent to the companies to enable better understanding and communication about this agreement and its challenges (QLW guide for employees, QLW guide for Managers, etc.). Rollout of a programme of 12 webinars a year, covering topics relating to the prevention of psychosocial risks and the promotion of quality of life at work, led by specialised psychologists. ❯ Provision in 2022 of a Care4People resource space aimed at involving employees in their quality of life at work by giving access to resources (self ‑ assessment, Articles, videos, webinars) as well as psychologists and therapists as part of the internal Céla system (psychological support, social support, legal assistance for family caregivers, crisis management, and mediation). ❯ internal psychological support system for the companies, and the Céla listening unit (reinforced in 2021 in connection with the health crisis, then in 2022 with the implementation of monthly webinars on topics relating to the prevention of psychosocial risks and the promotion of quality of life at work, and the rollout of the Care4People platform, allowing each employee to have free access to resources enabling the promotion of quality of life at work – see below), a system to help people with disabilities, measures to better link work and personal life, help for caregivers, consideration of the right to disconnect, development of collaborative/ participative actions and consultation of employees (such as the Group Opinion Survey); extended possibility of teleworking; development of the quality of the integration of newcomers as indicated above; (3) comprehensive support for employees and Managers in the new situation created by the health crisis in order to reconcile health protection with the risk of isolation associated with teleworking. Despite the Covid crisis, our programmes and events were maintained during the period. The challenge was to continue, “working well together”. ❯

(1) (2) (3)

Digital Collaborative Space. UES and UDSG correspond to Groupama employer groups. Psychological support, legal assistance, etc.

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Universal Registration Document 2022 - GROUPAMA ASSURANCES MUTUELLES