NEOPOST_REGISTRATION_DOCUMENT_2017

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Corporate social responsibility

Social, societal and environmental information

Other categories of training The soft skills offer targets behavioral, human, and coping skills and promote creativity and innovation in a context of transformation. They are an advantage for evolving in a changing world. They accounted for 20,706.18 hours of the total number of training hours in 2017, mostly externally, and were offered by 70% of entities. For example, Neopost Canada and Neopost Nv offered their employees the DISC personality assessment tool, Neopost France training sessions in management and change management (in the form of Lego games), and Neopost Australia offered training sessions on the following topics: development of negotiation skills, communication, teamwork, time management, motivation, critical thinking, conflict resolution, and emotional intelligence. In addition, Neopost Services trained certain employees in communication and leadership and in the development of personal charisma and self-confidence, and NTL offered E-learning sessions in well-being at work and time management. In terms of hard skills (evolution and transformation of businesses), the Group also ensures that its employees have regular access to regulatory monitoring for the management of different risks. To strengthen technical and business skills, in most Group subsidiaries, each manager defines a training plan for the employees on his or her team. The topics covered are very diverse and meet the needs of the entities, but IT training sessions and language and team management courses are offered by a large majority of them. For example, Neopost BV offered foreign language courses and training sessions dedicated to the sale and use of machines. NHK-NSHK offered 72 hours of French lessons to its teams, Neopost Japan trained some of its teams in ISO certification, and Temando in Australia offered software training. In France, NISA-NTSA offered English courses and sessions in graphical interface design and marketing, and NSA offered training in internal audits and Company law. In the United States, the Women’s Alliance offered sessions on Finance and business sense, for example. Lastly, bridges between business lines are also being developed as part of the diversification of the Group’s activities. In addition, specific training sessions on internal business practices mainly concern current and future products and solutions, internal processes and the sharing of the best practices of the Group. As regards processes and project management, GMC has offered sessions mainly in the form of E-learning. To adapt to changes in the mail solutions market, and to develop technicians’ skills, Neopost AG introduced a training monitoring tool to estimate the training budget for a three-year period. This three-year training plan aims to have 75% of “hybrid” technicians, capable of working on several product ranges.

In addition, 61% of the entities offered training related to health and safety at work. The number of hours dedicated to training was 7,767.50 hours in 2017, up 71.72% on 2016. Of these, 4,771 were devoted to well-being at work. In addition, for certain entities, employee training is promoted and offered on an ongoing basis, as it is at Neopost USA, Neopost Ltd, and GMC, which have implemented comprehensive e-learning training programs that are available to all of their employees with content adapted to the specificities of each business. Development of skills and talent and access  to mobility The development of skills and talents is a core priority for the Group, and it has set up training courses to support the development of employees and identify their future skills needs. Most entities have locally developed training plans to ensure the development and updating of various skills. In 2017, 90% of the workforce included in the CSR scope had an annual evaluation interview. These interviews are designed to assess employees’ progress towards achieving their prior year’s targets, set goals for the following year, evaluate employee satisfaction, and also assess their specific training and development needs, particularly in terms of career development in France or abroad. Accordingly, training sessions are regularly offered to employees to develop their business skills and their ability to adapt within an organization in mid-transformation. In addition, employees receive regular feedback on their work in a more informal way. In order to promote internal mobility and promotion, the human resources departments of the various Group entities regularly distribute career opportunities not only within their entity but also to other Group entities or internationally by simultaneously developing bridges between business lines. Neopost USA has launched several initiatives, including: an internal training course available to all employees. NeoU • is a “university” offering employees 24/7 access to several types of training courses; the Career Center: on Intranet, employees can view and • apply for available jobs, with priority given to in-house hiring. Neopost France, Neopost Ltd and GMC Software Technology have set up an induction program for new hires and mentoring with a manager. In these entities a team of employees was specifically trained to welcome and train new employees and teach them how to use Neopost software tools. Neopost Canada developed a program to encourage its employees to build on their initial studies and acquire new skills.

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REGISTRATION DOCUMENT 2017 / NEOPOST