Hermès // CSR Extract 2023

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CORPORATE SOCIAL RESPONSIBILITY AND NON ‑ FINANCIAL PERFORMANCE COMMUNITIES: STAKEHOLDERS AND TRANSPARENCY

Sections in the universal registration document

TNFD recommendation

Correspondence with Hermès’ strategy

§ 2.1 and § 2.4.3

Disclose the locations of assets and/or activities in the organisation’s direct operations and, if possible, the upstream and downstream value chain(s) that meet the priority location criteria Management of nature‑related risk and impacts Organisational processes to identify, assess and prioritise nature‑related dependencies, impacts, risks and opportunities in its direct operations The organisation’s processes to identify, assess and prioritise nature‑related dependencies, impacts, risks and opportunities in its upstream and downstream value chain(s) Organisational processes to manage nature‑related dependencies, impacts, risks and opportunities Processes for identifying, assessing and managing nature‑related risks are integrated into the organisation’s overall risk management Measurement tools and targets Measurement tools and targets used to assess and manage material nature‑related dependencies, impacts, risks and opportunities. Measures used by the organisation to assess and manage dependencies and impacts on nature

Hermès publishes supply chain briefs for its suppliers, which also take into account biodiversity issues as well as the mapping of its production sites.

The Group’s risk management process is based on the preparation of risk mapping as well as the use of additional tools to define the level of priority to be associated with the risks identified and the actions to be implemented to mitigate them. In addition, steps 1 and 2 of the SBTN approach have made it possible to assess the materiality of the issues and establish the conditions for prioritisation. Risk management for value chains is included in the Group process. It is thus based on the preparation of risk mapping, and supplemented by steps 1 and 2 of the SBTN approach, which have made it possible to assess the materiality of the issues and establish the conditions for prioritisation. The risk maps are regularly updated and the action plans are monitored directly by the Group’s various entities under the supervision of the audit and risk management department. The risk maps are consolidated annually into a Group‑wide risk mapping, including for risks related to biodiversity such as reduced ecosystem integrity.

§ 2.4.3 and § 4.3

§ 2.4.3 and § 4.3

§ 4.3

§ 4.3

Hermès uses specific metrics to assess and manage nature‑related risks and opportunities, in line with its risk management strategy and process.

§ 2.4.3, § 2.5 and § 4.3

In 2021, Hermès measured its footprint using the Global Biodiversity Score tool developed by CDC Biodiversité (a subsidiary of Caisse des Dépôts), implemented with the support of WWF France and based on field, financial and theoretical data from 2019. An update is underway for the leather activity. This biodiversity footprint measurement approach is part of Target 15 of the Kunming‑Montreal Agreement. Launch of the SBTN approach during the financial year. Hermès sets targets that are both specific on biodiversity but also related to its industrial performance (water, waste, pollution) and the responsibility of these sectors (certification). These objectives are reviewed at least annually to ensure performance.

§ 2.4.3

Targets & objectives used by the organisation to manage nature‑related relationships of dependency, impacts, risks and opportunities, as well as its performance in relation to these

§ 2.4.2, § 2.4.3 and § 2.5

2023 UNIVERSAL REGISTRATION DOCUMENT HERMÈS INTERNATIONAL EXTRACT FROM 2023 UNIVERSAL REGISTRATION DOCUMENT HERMÈS INTERNATIONAL

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