QUADIENT - 2019 Universal Registration Document

5 NON-FINANCIAL PERFORMANCE STATEMENT Social, societal and environmental information

5.1.3

ENGAGE WITH EMPLOYEES AND LOCAL COMMUNITIES

Quadient firmly believes that its employees are the key to Quadient is committed to supporting its employees in success. Their talents, ideas and actions shape the future changing its business by providing the means and of the Company's business on a daily basis. This is opportunity to grow and help fulfil the Company’s especially important as part of the Company's strategy. Quadient cares about the well-being of its transformation. To sustain its operations around the world employees and is committed to improving working and get ready to grasp the opportunities generated by its conditions, enhancing their professional skills, promoting strategy, Quadient conducts a review each year the diversity & inclusive culture, ensuring health & safety at conditions needed for a reciprocal, lasting and loyal work for all and encouraging them to support local commitment between the Company and its employees. communities.

Give all employees the opportunity and the means for personal development and to contribute to the Company's success

Employees are essential to Quadient's success and are the main driver of its performance. In order to recruit and retain the best talents in its key business areas, the Company aims to provide employees with an attractive work environment that encourages them to take initiatives and work together to fulfil its mission: achieving sustainable growth for Quadient's internal and external stakeholders.

Developing talents and skills is central to Quadient’s human resources policy, with a particular challenge in terms of the transmission, transfer and acquisition of key or rare skills, specifically in the digital sector, which is highly competitive and constantly changing.

Objectives

Initiatives

2019 Results

804 people joined the Company under permanent and • fixed-term contracts during the 2019 financial year. As of January 31, 2020, 96.3 % of staff have a • permanent contract. Employees on temporary contracts accounted for 2 % • of the Company’s total workforce. Employee Net Promoter Score moved from 2 to 3 in • 2019. The staff turnover rate (a) is 12.6 % . • The absenteeism rate was 4.8 % in 2019 (versus 3.8 % • in 2018). Each year, the company has a pay-increase campaign. • Wages and payroll charges represent 465.8 million • euros. 85.6 % of employees attended at least one training • course in 2019. 4,640 employees trained and 21.55 hours of training • on average per Full Time Equivalent (FTE). Budget of 3.05 million euros allocated to staff training. • 114,350 hours of training including 31.7 % on digital • 39 % e-learning hours. • 4,246 hours delivered on the LinkedIn Learning • platform. 86 % of staff had an annual appraisal interview. •

Attract talents and increase employee commitment

Recruitment of new staff

Retention of staff

Increase staff commitment

Pay and recognition

Build effective learning programs to enhance skills and capabilities of employees

Training plans

Focus on digital training

Provide opportunities and empower employees to grow in their career

Annual appraisal interviews

Internal mobility 121 employees benefited from internal promotion. • Arithmetic average of the number of employees who left and the number of new hires, divided by the initial number of (a) employees at the start of the period.

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UNIVERSAL REGISTRATION DOCUMENT 2019