PSA_GROUP_REGISTRATION_DOCUMENT_2017

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

NUMBER OF TRAINING HOURS BY REGION DPEF.11 (at 31 December)

Total hours of training (in thousands of hours)

Average hours of training per employee*

Rest of Europe

Rest of the world

Rest of Europe

Rest of the world

France

Total

France

PCD Automotive Division

1,128

335

181

1,644

19.5 20.4 16.0 12.0 18.9

19.6

22.1

of which PSA Automobiles SA 1,072

0

0 1,072

Faurecia

155

521

1,242

1,918

17.8 17.9

28.3

Other Businesses

1

2

0

3

8.6

TOTAL

1,284

858 1,423 3,565

18.4 27.3

Employees present (excluding reclassification leave and job retention leave for seniors). *

AVERAGE HOURS OF TRAINING PER EMPLOYEE BY SOCIO-PROFESSIONAL CATEGORY AND GENDER DPEF.11 (at 31 December) – Number of training hours based on present employees* on fixed-term contracts and permanent contracts

TOTAL (all occupational categories taken together)

Operators and Administrative Employees

Technicians and Supervisors

Managers

Women Men Total PCD Automotive Division 20.4 22.2 21.9 18.3 20.5 20.0 24.8 22.2 22.7 20.8 21.8 21.6 of which PSA Automobiles SA 22.4 26.9 26.2 17.7 22.0 21.3 27.2 22.3 23.2 22.9 24.8 24.5 Faurecia 18.0 18.5 18.3 26.3 26.5 26.4 34.0 31.1 31.8 21.7 22.5 22.2 Other Businesses 0.7 0.2 0.5 5.4 8.3 6.3 5.7 3.1 4.2 5.2 3.3 4.2 AVERAGE 18.5 20.2 19.8 21.5 22.5 22.3 29.4 26.5 27.1 21.2 22.1 21.8 Employees present (excluding reclassification leave and job retention leave for seniors). * Total Women Men Total Women Men Total Women Men

Each employee received an average of 21.4 hours of training in 2017. More than 3.5 million hours of training were delivered throughout the Group, representing an investment of €146 million. MANAGING PERFORMANCE AND 2.4.3.4. DEVELOPMENT The annual appraisal is a fundamental management strategy for assessing team performance and development. The annual appraisal was updated to characterise individual performance more globally and take better account of professional development. In 2017, 83% of employees worldwide undertook an annual appraisal. COMPENSATION POLICY 2.4.3.5. Groupe PSA’s compensation policy aims to be coherent, competitive and fair in relation to the reference markets of the different countries in which it operates. It therefore meets the requirements set out in the Group’s new “HR commitment” launched from September 2017: My advantages. The aim is to communicate the different human resources services offered to all employees in all countries in a way that is more modern and visual. These services include compensation, social benefits, health, personal development and work environment. The aim is to design a global compensation policy that comprises a variety of components and brings together wage costs and recognition of individual and collective performance. The compensation policy has three main objectives: recognise performance, support professional changes and promote

professional equality based on equal opportunities and fair treatment for all. As evidence of the capacity of employee representatives to balance between cost control, competitivity and recognition, salary agreements were concluded in France on 21 February 2017, and in most of the countries where the Group operates. Variable collective compensation forms part of the global compensation offered by Groupe PSA to its employees. Variable compensation policies apply to all categories of employees and aims to compensate collective performance and make employees more involved in the creation of value within the company. The variable collective compensation schemes may be specific to certain countries, as is the case in France with discretionary and non-discretionary profit-sharing plans. In other countries, the Group has introduced a collective local performance incentive (CLPI). In 2017, the CLPI was extended to new countries: Argentina, Chile, Mexico, China, Russia and Ukraine. Its calculation formula was improved to allow an increase in thresholds based on the economic results of the Group and in each country. This fixed and variable compensation is supplemented by a variable individual policy. The Group’s desire to promote meritocracy was reflected by extending bonus schemes. In 2017, the Group extended the variable compensation schemes to all executive managers globally. This made it possible to motivate employees around individual and collective targets that contribute to the Company’s performance. In 2017, around 19,800 Group employees were eligible to receive bonuses. Employee savings schemes Employee saving schemes enable employees in several countries to invest in the Group’s shares or in various vehicles (shares, bonds, monetary) with a varied risk/return ratio based on the vehicles.

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GROUPE PSA - 2017 REGISTRATION DOCUMENT