2024 Universal Registration Document

General and financial elements

1.4.2 Health, safety and security of employees and subcontractors

Health and safety

Employees of VINCI companies and subcontracting companies are required to work on the often complex projects and operations that the Group carries out. This can have an impact on their health, safety, hygiene and quality of life in the workplace. The health and safety coordinators of the Group’s business lines have identified several major risks.

In case of accident or near miss, the affected company’s business can be slowed considerably, and appropriate corrective measures must be implemented before it can be restarted.

Security

Given the large number of countries where the Group operates, some activities may be affected by social or political instability manifested in various forms (terrorism, armed conflict, embargo, seizure of bank accounts or equipment, etc.), as well as malicious acts such as vandalism and theft on construction sites, or more serious criminal acts such as physical attacks or kidnapping. VINCI is constantly monitoring and evaluating the international geopolitical situation so as to adapt safety measures to the evolving risk environment. Crisis management procedures complement this evaluation process.

Risk identification Risk management procedures
Risk identification

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 or loads;
  • working at height;
  • electrical equipment;
  • handheld mechanical tools;
  • road traffic;
  • 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
  • Increased absenteeism, turnover, strikes, etc.
  • 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, protection 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
Risk identification

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 of terrorist attacks (destruction of property, kidnapping of employees, etc.)

Risk management procedures
  • Constant surveillance of geopolitical and security-related issues and dissemination of information about evolving risks to the management teams of the Group companies concerned and of their projects
  • Factoring the specific security measures required to protect individuals and ensure that projects run smoothly into overall cost estimates
  • Detailed analysis presented at 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
1.4.3 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
Risk identification
  • Lack of attractiveness of the Group’s businesses; little awareness of the employer brand associated with Group companies
  • Lack of inducement and professional advancement
  • Heightened competition among employers

Possible consequences:

  • Difficulty in retaining qualified employees trained in the Group’s specific business lines
  • Difficulty in responding to project needs
  • Difficulty in carrying out projects in line with the Group’s quality standards due to a lack of competent staff
  • 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 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
  • Employer brand enhancement, outreach initiatives in schools
1.5 Environmental risks

In light of the growing challenges related to climate change and heightened pressures from society and regulators to adopt more sustainable practices, VINCI has identified three major environmental risk categories: risks related to the impacts of climate change on its business activities, transition risks due to the advent of more stringent regulations, and the risk of increased energy costs as a result.

In addition, a detailed assessment of impacts, risks and opportunities (IROs) related to environmental issues was carried out in preparation of the Group’s Sustainability report, following the double materiality principle (see section 2, “Environmental performance”, of chapter E, pages 196 to 235). This approach, which identifies and assesses the potential risks and impacts of VINCI’s activities without taking account of the risk management measures in place, differs from the analysis presented in this chapter, which assesses the residual risks that may be faced by the Group.