Hermès // 2022 UNIVERSAL REGISTRATION DOCUMENT

CORPORATE SOCIAL RESPONSIBILITY AND NON ટ FINANCIAL PERFORMANCE PEOPLE: TEAMS

2.2 PEOPLE: TEAMS

Hermès’ sustainable development is based on the fulfilment and well‑being of its teams, as part of a corporate project that has placed people at the heart of its values since 1837. More broadly, Hermès nurtures the richness of its human capital and contributes to major societal challenges through proactive initiatives in the areas of ethics, diversity, equality among its employees, consideration of disability and, more generally, respect for human rights.

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Introduction Hermès sets very high standards in terms of working conditions and these are essential to enable employees to thrive, to give meaning to their actions and to help them constantly evolve by renewing knowledge and practices throughout their career. Beyond the fundamental issues of health and safety at work, this also involves putting in place the best management practices and working environments conducive to the well‑being of each and every person on the manufacturing sites, in the stores and offices, to “create beauty in beauty”, as Mr Jean‑Louis Dumas used to say. Harmonious labour relations in France are based on the Group agreement on renewing social dialogue, renewed in 2021 and regularly conducted at both local and central levels. They are also rolled out in all other regions with a humanist mindset that often goes beyond legal obligations.

Hermès' economic successes are regularly shared in different forms and the contribution made by employees to the House’s development, whatever their role, is acknowledged through various profit‑sharing mechanisms in order to involve them in the corporate project over the long term. The inclusion in 2019 of a CSR criterion in the variable compensation of the Executive Chairmen makes it possible to assess on an annual basis the achievement of the three indices comprising it, including a criterion relating to gender equality (see § 3.8.1.2.4 and 3.8.2.1.2). The level of achievement is assessed by the CAG‑CSR Committee. In a context of sustained growth in the workforce, it is increasingly important to create links between employees and maintain the House’s culture; this is the reason behind the networking operations that were strengthened in 2022. Diversity, equity and inclusion are also key factors in the Group’s success. Given the variety of métiers , the profiles of its employees and the various geographical locations, these subjects are treated as Hermès' fundamentals. They therefore need to be addressed daily, and the Group’s ambitions relating to diversity and inclusion issues were strengthened in 2022.

In 2022, the Group made progress on important societal issues, with the aim of making a long‑term difference through steady improvements with a significant impact. Among these, the selected elements below are particularly illustrative of the year for this section: finalisation of the rollout of a global maternity policy with compensation maintained, and gradual implementation of a Group paternity policy (launched in France in 2022); s launch of prevention programmes in mental health and strengthening of prevention programmes relating to psychosocial risks; s rollout of the e‑learning module on harassment to all managers in France before extending it worldwide; s 850 managers were trained in inclusion thanks to the Alterego programme, and 27 Diversity & Inclusion ambassadors covering 100% of the global workforce; s launch of the On the Wings of Hermès philanthropic programme involving more than 182 employees; s exceptional bonus of €4,000 in respect of 2022 for eligible employees throughout the Group (following a bonus of €3,000 for 2021); s top 3 for two Humpact France Awards (employment in France & employment of people with disabilities), inclusion in the Financial Times ranking of diversity leaders s

2022 UNIVERSAL REGISTRATION DOCUMENT HERMÈS INTERNATIONAL

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