PSA_GROUP_REGISTRATION_DOCUMENT_2017

DECLARATION ON EXTRA-FINANCIAL PERFORMANCE Human Resources: Enabler of Performance

Developing human capital 2.4.3

Groupe PSA aims to offer the best opportunities for development and employability to all its employees and intends to build talent. The success of the Push to Pass plan is due to the management of talent at each level of the organisation. The aim is to allow each individual to express their talent on an individual and collective basis. The human resources ambition is summed up in the slogan: “pool energies and unleash talent to ensure the success of the company”. The talent development programmes aim to constantly encourage initiative and creativity and to reward performance based on concrete results. The human resources policy is based on Groupe PSA values. These values are based on fundamental values and aspirational values. The first are the basis of the Group’s resilience and the second provide new agility to enable rapid implementation of the strategy. Team spirit „ Respect „ CROSS-FUNCTIONAL OVERSIGHT 2.4.3.1. OF THE GROUP’S JOB FAMILIES AND BUSINESS LINES The job family and profession strategy developed by Groupe PSA is central to the Group’s human resources development policy to manage talent and skills, today and tomorrow. This skills management at global level is based on 20 job families and 102 business lines throughout all of the Group’s organisations. Each of the Group’s 20 job families creates the forward-looking vision of the business lines by anticipating strategic changes and identifying the skills that the business line will need in the future. This approach is used to prepare transitions and draw up compelling skills development programmes and training plans. It provides employees with guidelines to help them navigate their career and professional paths. It also provides recognition by experts, who are responsible for maintaining the highest level of expertise in their field. DETECTING AND DEVELOPING 2.4.3.2. TALENT DPEF.10 Contributing directly to the Company’s strategy, the talent management implemented by Groupe PSA aims to diversify profiles and experiences, identify talent more extensively within the organisation, assign young talent to key positions, protect expertise and know-how, promote and develop local skills, globalise corporate function, set targets and reward performance. At global level, the Group performs the Talent Review every year as a proactive exercise to manage individuals’ careers, and to identify and develop talent to serve the corporate strategy. The aim of the review is to examine all employees and come up with growth scenarios and career projections that are explicitly linked to replacement plans. Dialogue is consolidated in a bottom-up Drive „ Dare „ Agility „ Demand „

cascading structure in order to introduce talent all the way up to the highest level. Priority is given to identifying emerging talent, high potential employees, identifying successors for key or critical positions, developing diversity by increasing the percentage of women and using local talent for key positions. Individual and collective assessment and career support schemes are implemented worldwide: 360° Assessment Center, a development programme exclusively aimed at high-potential managers and backed up by mentoring, coaching or collaboration initiatives on top of the Leadership Academy offering. PROFESSIONAL TRAINING DPEF.10 2.4.3.3. Launched to support employees as the Group’s dynamic changes, PSA University is a powerful lever for performance and the development of human capital within the Group. The purpose of PSA University is to pass on expertise and know-how to all the women and men working for Groupe PSA worldwide. The University is committed to developing the employability of employees and contributing to cultural change, both of which are essential to ensuring success. PSA University is structured into four academies: Research & Development Academy, Industrial Academy, Sales & Marketing Academy and Corporate Academy. These academies work to implement job families guidelines and achieve the business lines’ targets by offering adequate learning opportunities and organising the rollout of these opportunities based on the priorities of the relevant business lines. Becoming a “self-learning” organisation: a technological and cultural wager To support change, PSA University seeks to transform the Group into a “learning organisation” and give employees ownership of their own development. As part of the ongoing update of knowledge and skills, employees have access to new educational resources, in particular through digital training. To promote the digital culture within the Group, PSA University has developed a programme called “Do you speak digital”. It is based on digital “passports” and “trips”, “Happy digital conferences” and workshops on social networks. The training offering changes regularly thanks to thematic modules or gamification to develop new ways of gaining skills and to integrate more countries. The aim is that 25% of training hours will be dedicated to digital learning in 2019. A new Management Culture to serve the Group’s strategic challenges The Leadership Academy, which is affiliated to the PSA University, runs programmes that are specially designed for managers. The “Leadership In Action” programme, which works on leadership concepts and is based on collective intelligence, was designed to help managers become motivating leaders for their teams who can keep up with the cultural changes under way by adopting new values and behaviours. This programme was also deployed in Latin America and Asia.

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GROUPE PSA - 2017 REGISTRATION DOCUMENT