Hermès // CSR Extract 2023

CORPORATE GOVERNANCE ADMINISTRATIVE AND MANAGEMENT BODIES

The Group has also made commitments to promote the professional integration and employment of people with disabilities (see in chapter 2 “Corporate social responsibility and non‑financial performance”, § 2.2.3.6). In 2021, 13 women from different backgrounds in the House took the initiative to create Hécate, a network of Hermès women, whose ambition is to enable each woman to be a driving force in her own development at Hermès. Hécate aims to be active in three areas: networking, inspiration and development. Since its creation, Hécate has brought together more than 100 women, who have begun to structure the network and reflect on themes as varied as parenthood,

careers and vulnerabilities. The network continued its work in 2023 to promote inclusion and diversity at all levels of the organisation. The Group has put in place an “Alterego” training programme which focuses on integration and diversity management. This training is attended by all Management Committee members and the Group’s local managers. It takes the form of a one‑day programme, which alternates between a theory‑based and a more hands‑on approach, for preventing and identifying all forms of discrimination (direct, indirect or even involuntary) and reaffirming the Group’s zero tolerance with regard to this type of practice. 3.3.5.2 plan. In early 2024, it noted that it remained unchanged and maintained its assessment that this plan is understandable, of good quality and sufficiently protective to ensure business continuity. TALENT REVIEW An annual Talent Review process was rolled out throughout the Group in 2020, with the following objectives: take stock of our leadership talents to ensure succession within Hermès; s improve anticipation of succession plans; s engage a stronger dynamic in the development of talents. s This Talent Review covers the succession of the members of the Executive Committee and of the members of the Operations Committee. The Talent Review and succession plans for the Executive Management and the Chairman of the Supervisory Board are presented to the CAG‑CSR Committee every year.

3.3.5 SUCCESSION PLAN FOR SENIOR EXECUTIVES

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It should be noted that the existence of two Executive Chairmen, one of which is a legal entity, guards against the Executive Management falling vacant unexpectedly.

3.3.5.1 The succession plan for the Chairman of the Supervisory Board is presented in § 3.4.4. SUCCESSION PLAN FOR EXECUTIVE MANAGEMENT A succession plan was established in 2016 for the Executive Management. This succession plan, which has been set down in writing since 2019, covers: temporary interim succession (temporary absence of an Executive Chairman, e.g. due to illness or accident); s unplanned succession (permanent impairment, death or resignation of an Executive Chairman in the short or medium term). s

Every year, the CAG‑CSR Committee conducts an annual review of this

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

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