2022 Universal Registration Document

Key Data

Risk identification 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);
  • consumption of alcohol and illicit substances.

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

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);
  • consumption of alcohol and illicit substances.

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)
  • Raising awareness among employees about the dangers of consuming alcohol and illicit substances and testing at worksites

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

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
  • Detailed analysis during VINCI Risk Committee meetings before acceptance of contracts in moderate- or high-risk countries
  • Implementation of solutions to protect individuals and property, adapted to the local context in moderate- or high-risk areas (staff drivers, site access protection, security services, etc.)
  • Awareness programmes for travelling employees and expatriates and monitoring of employees’ foreign travel via a dedicated platform
  • Audits and special protection plans
  • Discussions with customers regarding the terms for partial or total shutdown of operations in the event of weakened security
  • Crisis management measures

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
  • 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 join the labour force
  •  Promoting diversity among employees by combating discrimination in Group companies
  • Employee profit-sharing (Group level)
  • Encouraging community outreach among Group employees

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, the environmental transition and the mixed market signals it generates can also constitute a risk factor (see paragraph 2.2.2, “Legal and regulatory compliance”, page 176).

Beyond financial aspects, the environmental issues relating to the Group’s activities and their impact on the environment are analysed according to the principle of “double materiality” and detailed at greater length on the basis of their time horizon (short-, medium- or long-term) in paragraph 4.4, “Duty of vigilance with regard to the environment”, of chapter E, “Workforce-related, social and environmental information”, pages 272 to 281.