Hermès // 2022 UNIVERSAL REGISTRATION DOCUMENT

CORPORATE GOVERNANCE ORGANISATION OF THE SUPERVISORY BOARD

Nationalities, experience and expertise Objectives:

Implementation procedures and results obtained: As at 31December 2022: retain a variety of skills and experience that can cover each of the seven areas of expertise and experience(see §3.4.5.2) corresponding to the Hermès Group’s major operational challenges and the main issues that the Supervisory Board and its committees are required to monitor as part of their duties: s business management/operational management of companies/Director of large companies, ӳ finance/internal control/risks, ӳ human resources/CSR, ӳ international/Asia, ӳ legal/ethics/compliance/governance, ӳ IT/cybersecurity/artificial intelligence/digital, ӳ knowledge of the history and culture of Maison Hermès (added in 2022) ӳ maintain a composition that takes into account the specific nature of the Maison Hermès with members: s all French‑speaking, culture of the Maison Hermès being very French, ӳ benefiting from experience or belonging to a family group (collective rather than individual ambition), ӳ having a good knowledge of the history and culture of the Maison Hermès, ӳ without experience in the luxury goods sector (given potential conflicts of interest). ӳ the proportion of Board members competent in each of the seven areas of expertise and experience (see §3.4.5.2) corresponded to the Hermès Group’s major operational challenges and the main issues that the Supervisory Board and its committees are required to monitor as part of their duties; s the composition takes into account the specific nature of the Maison Hermès: s all members were French‑speaking, ӳ a majority of members are direct descendants of MrÉmile‑Maurice Hermès and belong to the Hermès family, and bring to the Board their knowledge of the history and culture of Maison Hermès, ӳ no member had experience in the luxury goods sector; ӳ two Board members were dual nationals. s

3

NUMBER OF MEMBERS AND REPRESENTATION OF WOMEN AND MEN ON THE SUPERVISORY BOARD

3.4.3.3

31/12

2020

2021

2022

Members appointed by the General Meeting

12

12

12

Employee representative members appointed by the Group Works Council

2

2

2

1

Women

50%

50%

50%

1

Men

50%

50%

50%

Only Board members appointed by the General Meeting are included in the calculation of these percentages (Article L.225‑79‑2, II of the French Commercial Code (Code de commerce)), not employee representatives. (1)

n/a: not applicable.

SUCCESSION PLAN FOR THE CHAIRMAN OF THE SUPERVISORY BOARD

3.4.4

A succession plan for the Chairman of the Supervisory Board was drawn up in 2018. This succession plan, which has been set down in writing since 2019, covers: temporary interim succession (temporary absence of the Chairman, e.g. due to illness or accident); s unplanned succession (permanent impairment, death or resignation of the Chairman in the short or medium term); s

normal succession (medium and long term). s

The succession plan for the Chairman of the Supervisory Board was co‑signed by MsDominique Senequier then placed in two sealed envelopes, one of which was handed to the Chairwoman of the CAG‑CSR Committee and the other to the legal department. Every year, the CAG‑CSR Committee conducts an annual review of this plan. In early 2023, it noted that it remained unchanged and maintained its assessment that this plan is of good quality and appropriate.

2022 UNIVERSAL REGISTRATION DOCUMENT HERMÈS INTERNATIONAL

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