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Risk management procedures |
Health and safety
Given the complexity and increasing constraints imposed on worksites, the major identified risks are related to:
- – moving objects (equipment, vehicles);
- – falling objects;
- – working at height;
- – electrical equipment;
- – handheld mechanical tools;
- – traffic risks;
- – health crises (epidemics or pandemics).
Possible consequences:
- – Deterioration in health and safety conditions for employees and subcontractors
- – Longer lead times due to work stoppages and business operating losses
- – Damage to the Group’s reputation
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Health and safety
Given the complexity and increasing constraints imposed on worksites, the major identified risks are related to:
- – moving objects (equipment, vehicles);
- – falling objects;
- – working at height;
- – electrical equipment;
- – handheld mechanical tools;
- – traffic risks;
- – health crises (epidemics or pandemics).
Possible consequences:
- – Deterioration in health and safety conditions for employees and subcontractors
- – Longer lead times due to work stoppages and business operating losses
- – Damage to the Group’s reputation
Risk management procedures
- – Analysing risks as far upstream as possible and at the start of operations
- – Supplying appropriate personal protective equipment.
- – Implementing prevention and operating procedures deriving from the evaluation of risks (markers, guardrails, stairways, etc.)
- – Performing dedicated audits and obtaining certifications (OHSAS, ISO 45001)
- – Organising training and awareness-raising events
- – Implementing reporting tools, in particular digital tools
- – Creating partnerships with outside organisations such as France’s Institute for an Industrial Safety Culture (ICSI)
- – Including dedicated clauses in contracts with subcontractors
- – Implementing remote working solutions for employees whose physical presence is not required
- – Adhering to public health guidelines implemented by local authorities, such as the guide put out by the French Professional Agency for Risk Prevention in Building and
Civil Engineering (OPPBTP)
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Security
- – The local geopolitical context is linked to the economic, social and political issues present in the region, influencing the security conditions of employees and subcontractors.
Possible consequences:
- – Deterioration in security conditions for employees.
- – Threat to business continuity with potential contractual consequences.
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Security
- – The local geopolitical context is linked to the economic, social and political issues present in the region, influencing the security conditions of employees and subcontractors.
Possible consequences:
- – Deterioration in security conditions for employees.
- – Threat to business continuity with potential contractual consequences.
Risk management procedures
- – Constant surveillance of geopolitical and security-related issues and dissemination of information about evolving risks to Group companies and projects.
- – Providing drivers in high-risk areas.
- – Specific recommendations for protection of people and property.
- – Awareness programmes for travelling employees and expatriates.
- – Audits and special protection plans.
- – Crisis management measures.
- – Dialogue with customers about terms of partial or full shutdown of activity.
- – Detailed analysis during VINCI risk committee meetings before acceptance of contracts in countries at risk.
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2.4.3 Attracting and retaining talent
It is essential for the Group to be able to attract and retain talent. Worksite activity changes very quickly, and companies that have specialised skills and expertise have a competitive advantage in responding to calls for tender.
| Risk identification |
Risk management procedures |
- – Unattractive Group businesses; little awareness of the employer brand associated with Group companies.
- – Lack of inducement and professional advancement
Possible consequences:
- –Difficulty in retaining qualified employees trained in the Group’s specific business lines.
- – Difficulty in responding to project needs
- – Project delays or cancellations.
- – Damage to the Group’s reputation in the event of deficient work quality due to a lack of proper skills.
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- – Unattractive Group businesses; little awareness of the employer brand associated with Group companies.
- – Lack of inducement and professional advancement
Possible consequences:
- –Difficulty in retaining qualified employees trained in the Group’s specific business lines.
- – Difficulty in responding to project needs
- – Project delays or cancellations.
- – Damage to the Group’s reputation in the event of deficient work quality due to a lack of proper skills.
Risk management procedures
- – Improvement of the skills of Group employees according to a human capital development cycle (training and development objectives in the annual performance review)
- – Implementing a training programme for every employee.
- – Developing programmes that foster internal job mobility.
- – Forging local partnerships with economic, social, institutional, academic and non-profit entities.
- – Developing the skills of locally recruited employees, especially those hired under programmes to help people integrate the workforce.
- – Promoting diversity among employees by combating discrimination in Group companies.
- – Employee profit-sharing (Group level).
- – Encouraging community outreach among Group employees.
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2.5 Environmental risks
Group companies might be subject to risks related to the environmental conditions in the projects and regions where they operate, in particular risks related to climate change and the potential contamination of natural environments.
These risks are analysed during the tendering phase with respect to the human, technical, financial and legal issues they generate. Solutions are devised and scaled with the development teams so as to take these issues into account as far upstream as possible. VINCI analyses the situation so as to determine how best to protect the environment in the region concerned. If necessary, VINCI supplements this analysis through consultation with local stakeholders and regularly re-evaluates the risks depending on how business activities evolve. VINCI then implements the technical and organisational solutions it can to reduce these risks. Insurance companies are also involved in the analysis, in order to adapt their policies to the project’s residual risks.
How these risks are taken into consideration changes over the course of a project’s life, including during the infrastructure asset’s operating phase.
the cost of reconstruction following major weather events may be partly covered by insurance companies. Environmental risks go beyond economic aspects and extend to VINCI’s image and reputation, as operations can suffer long-term consequences if a risk event occurs. Taking a longer-term view, regulatory changes related to ecological transition can constitute a risk factor (see paragraph 2.2.2, “Legal and regulatory compliance”, page 162).
The environmental risks related to the Group’s activities and their potential consequences on the environment are detailed at greater length in the non-financial performance statement, presented in chapter E, “Workforce-related, social and environmental information”, pages 203 to 233.
2.5.1 Physical risks related to climate change
Climate change has made extreme climate events more frequent and more severe, making environmental risks more significant for the Group’s activities. These risks include:
- “storms”, a general term that includes weather events causing high winds and precipitation (rain, snow and hail);
- wide variations in temperature (heat or cold waves);
- flooding, from rivers overflowing their banks, run-off from heavy precipitation, or rising sea levels, which can cause landslides and exacerbate erosion,
- rockslides or other ground movements, such as the expansion and contraction of clay, which can affect buildings and infrastructure.
