Accident risk

prevention: the heart

of our health and

safety approach

As with any human activity, the industrial environment has its own

personal, environmental and property risk signature. Fully aware

of this challenge, every part of our Group is committed to accident

risk prevention policies and practices that are regularly optimised

to give all employees the reassurance that their working conditions

meet the highest levels of health and safety.

A deeply-rooted culture

At Groupe Roullier, health and

safety is a lot more than simply an

issue of regulatory compliance.

We see it as a powerful lever for

improving working conditions and

exercising effective control over

non-f inancial risks. Revised in 2022

and supported by the Chairman

of the Management Board, our

policy is built around three central

principles:

• Scrupulous application of the

rules with leadership by example

• Availability to work on projects

that anticipate the need for risk

management

• Discussion around experience

sharing, frontline feedback and

recommendations

The nature of the Group business

model requires individual

subsidiaries to interpret and apply

the fundamentals of this policy

within their own businesses,

adapting it to their specif ic needs

and maturity�

Encouraging everyone to take

ownership of safety

The Group health and safety risk

prevention policy is built around

proactive attitudes� Its ultimate

ambition is to ensure that these

attitudes are taken up right across

the Group, from manufacturing and

sales to administration, and applied

on a daily basis by all employees�

To facilitate this dynamic process,

an Accident Risk Prevention team

within the Risk Management

Department provides coordination,

advice and leadership for a network

of around f ifty subsidiary company

accident prevention off icers tasked

with ensuring team involvement in

achieving safety targets.

This team encourages experience

sharing, and supports accident risk

prevention off icers with technical

consultations, project pre-launch

consultations, and issues of cross-

functional management, compliance

and/or crisis management.

The ultimate aim here is to ensure

Lever 1

“We hold regular

meetings to

maximise interactive

communication

between our

department and the

accident risk prevention

of f icers. In 2024, we

want to step up the

distribution of reference

sheets and best

practices, and increase

the two-way f low of

information between

accident risk prevention

of f icers by encouraging

them to meet at the very

least quarterly.”

that health and safety standards

and expectations of the Group are

fully and seamlessly integral to all

processes�

Internal benchmarks for early

updating

The management and mitigation

of risks that threaten personal,

environmental and property safety

are based on a coordinated and

monitored internal benchmarking

system. These benchmarks are

effective and powerful drivers of

Group health and safety policy. All

are scheduled to be updated in

2024 to encourage and incentivise

every subsidiary company and site

to elevate their commitment to a

new level. Among the new features

expected to be introduced is the

concept of ‘accidents with potentially

high levels of severity’. This def inition

applies to events which, on the basis

that they have not caused

a particularly severe impact, may

not be analysed in suff icient detail to

successfully address the root causes,

thereby risking a recurrence with a

much more serious outcome. The

changes now being planned will open

the door for new measures to be

introduced in order to avoid this risk.

72/100

Average Group DAP

(Personal Injury) benchmark score

Occupational accident

frequency rate (TF1)

Occupational accident

severity rate

2021 2021 2022 2022 2023 2023

9.40 0.45

9.37

0.39

6.70

0.38

Target for 2025: 81/100

average internal personal injury

benchmark score for manufacturing

subsidiaries�

“All our subsidiaries and

sites have the resources

they need to meet the

expectations set out in

our updated benchmark

standards. Many of the

adjustments to be made

will be organisational

and behavioural. By

further improving network

leadership, we expect that

all entities will be able to

achieve their targets.”

Julie Lecler,

Prevention - Risk

Management Deputy

Director

Non-Financial Performance Statement 2023 28