Hermès // 2022 UNIVERSAL REGISTRATION DOCUMENT

CORPORATE SOCIAL RESPONSIBILITY AND NON ટ FINANCIAL PERFORMANCE PEOPLE: TEAMS

2.2.2.1.6 Absenteeism In France, the absenteeism rate was 4.02% in 2022 (4.17% in 2021 and 9.58% in 2020). The Group absenteeism rate stood at 3.37% in 2022 (3.26% in 2021 and 6.45% in 2020). It restates the cumulative number of hours of absence for the following reasons over a period less than or equal to 90 consecutive days: illness or occupational illness; absence as a result of a workplace or commuting accidents; and unjustified or unauthorised absences. Changes in absenteeism are systematically monitored and analysed, for all entities, in order to identify causes and propose action plans. The latter supplement the initiatives focusing on an improvement of working conditions, development of versatility or manager training regarding the management of absenteeism. Measures adopted include communication, awareness‑raising and prevention actions (vaccinations, presence of a doctor on site, etc.), but also control, in order to increase the accountability of employees and managers. Moreover, based on the demographics of certain sites, specific actions have been implemented in order to support parenthood under the best possible conditions. A dedicated plan at HMS (Hermès Leather Goods & Saddlery),“All present in health” made return‑from‑leave interviews systematic in order to be able to clearly identify the working conditions and the needs of the employee for their recovery and well‑being. The employee can thus return to work under the best possible conditions. In addition to multi‑skills, which can give more meaning to each person’s work while varying the working postures, options in terms of individual development may be offered with assignments or secondments. Support for change is also planned. The “All Present” days held in all HMS divisions are an opportunity to conduct anonymous surveys to assess the needs of employees (craftspeople and management teams). Specific coaching is offered to Hermès International employees to support their return to work after a long illness. SHARING THE CORPORATE PROJECT AND ITS VALUES At Hermès, employees are very committed to the collective project and are the basis of its success. In order to give meaning to each person’s contribution, the purpose of internal communication campaigns is to share the vision widely and rally people around the issues. As the Group develops and grows, they also have the role of transmitting and bringing to life the culture and values, encouraging working together harmoniously and fostering the creation of links. In 2022, the resumption of many rituals suspended during the health crisis has revitalised the collective group and enriched the employee experience in a singular and fulfilling way. 2.2.2.2

Preventing and combating sexist behaviour and harassment, whether moral or sexual, are among the Group’s priority issues. Any employee who believes that he or she is a victim or is a witness to such a situation is invited to inform their manager or a human resources manager as soon as possible or to report it through the H‑Alert! professional whistleblowing system, which guarantees the confidentiality of exchanges. Group rules provide for mechanisms that make it possible to examine and deal with any situation, with complete neutrality and impartiality (for example, the establishment of an internal joint commission of inquiry with a representative of management and a representative of the SEC). In the French entities, 50 pairs of “Harassment and sexist behaviour” referents, representing management and the SECs, were appointed and followed a day's training. The objective of this training is to enable them to understand the legal framework as well as the concepts of moral harassment, sexual harassment, sexual assault and sexist acts. This training also makes it possible to identify at‑risk behaviours, to encourage the implementation of preventative measures and to react in the event of an alert by knowing how to show empathy and remain neutral. This training was also an opportunity to remind people of the existence of the H‑Alert! whistleblowing system. In order to facilitate the implementation of this system, each entity is invited to appoint and train additional pairs of contacts. To support them in their role, an internal investigation procedure has been drawn up. It describes the different stages of an investigation, the precautions to be taken and the role of the various stakeholders. This procedure, which was subject to prior information and consultation with the SECs, guarantees fair and impartial treatment in all companies in France. In order to prevent reprehensible behaviour, an e‑learning module “Understanding in order to prevent sexist behaviour and situations of harassment”, dealing with the subjects of moral and sexual harassment, sexist behaviour and sexual assault, was designed and rolled out on a mandatory basis for all managers in France. In particular, it presents the solutions offered by Hermès and specifies the role expected of managers in terms of setting an example, detecting weak signals and regulating them. At the end of 2022, 60% of managers in France had completed this module, i.e. more than 1,200 people. This awareness‑raising programme, which is also mandatory for employee representatives, is open to all employees. This module is being rolled out internationally. Based on this approach, some entities have decided to supplement it by developing other means of raising awareness. For example, HCP has rolled out collective workshops across all divisions in France for Management Committees, managers and employees to raise awareness and identify weak signals.

2

2022 UNIVERSAL REGISTRATION DOCUMENT HERMÈS INTERNATIONAL

79