Groupe Roullier

33 32 2021 Non-Financial Reporting Statement Groupe Roullier 2021 Non-Financial Reporting Statement Groupe Roullier #1 HELPING OUR EMPLOYEES THROUGH UPSKILLING COMMITTED TOGETHER FOR OUR PEOPLE COMMITTED TOGETHER FOR OUR PEOPLE Changes in the economy raise many questions about maintaining and developing the skills of employees in ways that will help them become more resilient in the jobs market. The economic, technological and ecological world we all live in is now bringing about a number of profound changes that are driving the emergence of completely new types of job, but the majority of today’s working population are either unaware, or at best only partially aware, of these changes in the world of work and those yet to come 1 . The global pandemic has only accelerated this trend and the emergence of issues around the way work is organised and the professional aspirations of employees, at the same time as reconfirming the essential nature of certain industrial and agricultural jobs, which have gained a renewed sense of purpose. 1 BVA Group 2018 - Employability Observatory Promoting employability through training and internal mobility At Groupe Roullier, career management is based on the ‘learning’ principle, which defines our ability to structure and combine resources and skills in ways that allow us to rely on the potential of each individual to ensure the resilience of our business. Training is an essential component of career management, helping to ensure that individuals achieve, develop and enhance their potential through the work assigned to them. Closely integrated into the Human Resources strategies of Group companies, the majority of this support is supplied through bespoke learning packages specific to our business sectors, products, expertise, and the new skills essential for the future development of all our businesses. We pay particularly close attention to the provision of training and mobility opportunities for employees working non-standard hours (part-time, reduced working hours, etc.) or returning to the company after a long-term absence. Training for managers is also a priority, since it makes a very valuable contribution to talent development generally, but also to the workplace quality of life experienced by the employees they have responsibility for. So in 2021, a dedicated programme was introduced at holding company level to provide training for 38 managers and directors over a series of in-depth 5-day sessions. Session content focused on the fundamentals of management, from leadership and transition management to managing the pace of motivation, providing feedback, project team coordination and conflict management. In addition to training, our Internal Mobility Policy also makes an active contribution to the development of our ‘learning’ programme. This policy draws on the rich variety and diversity of the employment opportunities open to our employees. More than 35 internal transfers were carried out in France in 2021, with the support of HR teams and managers to facilitate the employee’s career path and takeover. Contributing to the professional integration of young people Attracting talented young people and giving them the support they need to grow professionally inside the company through skills development is a mission integral to our DNA, and is supported and facilitated by all our HR departments. Our founder, Daniel Roullier, was only 23 years of age when he created the Group, and has passed on his ambition, perseverance and entrepreneurial passion to the employees who succeeded him and now embody our corporate culture. With 27% of our workforce aged under 30 in 2021 (of whom 26% were under 25), the special attention we pay to the professional integration of young people is a daily reality reinforced and extended by the many programmes we have set up to encourage young work/study trainees and interns to join our subsidiaries in France and abroad. To help in this process, we develop and maintain close relationships with student communities to raise the profile and diversity of our career opportunities, and encourage students into the world of work. 93% of the workforce is employed under permanent contracts 27% of our employees are under 30, of whom 26% are under 25 82% of employees completed at least one training course during the year, which equates to an average of 17 training hours per employee 402 of our employees are work/study trainees and interns SUSTAINABLE DEVELOPMENT GOALS CHALLENGES