2024 Universal Registration Document

The EWC has established supra-legal working groups with select committees to jointly develop positions on the issues identified as agreed by management and the employee representatives. Five select committee meetings were held in 2024. The first major issue identified was sustainable employability, which covers a number of aspects relating to VINCI’s career paths and employee experience, from onboarding and training to career development, skills management, mobility, changes in roles, knowledge transfer, end-of-career planning, and more. The aim is to produce a shared document on this topic by 2025.

To ensure that EWC members are properly informed and trained on CSR issues and to involve them in implementing CSR measures taken by the Group, a CSR Committee was created in 2018. This committee meets at least twice a year to discuss issues relating to safety, the Group’s environmental ambition and its social responsibility. In 2024, these meetings addressed issues relating to VINCI’s environmental ambition, in particular through the Environment Awards, as well as the concrete progress made in this area over the last few years.

Three-day training sessions are available every year for EWC members. In 2024, training topics included the role, responsibilities and operation of the EWC, Belgian trade union law, and European trade unions and European employment regulations. As every year, during each of these training sessions, the Group also held a hybrid meeting to share ideas and discuss issues relating to VINCI Manifesto commitments. In 2024, this meeting focused on the CSRD and its implementation by VINCI, as well as key environmental data, the deployment of VINCI’s social protection framework, and the Group’s approach to artificial intelligence.

Metrics and targets

• Number of employees worldwide serving as employee representatives: 9,444, of which 79% in France (versus 9,672, of which 79% in France in 2023)
• Number of collective agreements signed worldwide in 2024: 1,875, of which the following relating to:
  • Remuneration and social protection: 1,015 in 2024 (859 in 2023)
  • Flexible work arrangements: 229 in 2024 (224 in 2023)
  • Trade union rights: 224 in 2024 (771 in 2023)
  • Inclusion and diversity: 181 in 2024 (121 in 2023)

Coverage of collective negotiations and social dialogue

France is the only country in which the Group operates that accounts for over 10% of the total workforce:

• Percentage of the workforce in France covered by employee representatives: 97.3%
• Percentage of the workforce in France covered by collective agreements: 98.3%

In 2024, employee absences due to strikes totalled 11,090 days worldwide, of which 6,209 days in France, out of a total of 66 million days worked in the year (compared with 22,608 days and 17,304 days respectively, out of 67 million days worked in 2023).

3.1.3 Management of impacts, risks and opportunities

Governance and common elements of Group policies for its employees

VINCI’s governance of its social policy is organised around several bodies, reflecting the Group’s decentralised model:

• At Group level, the Human Resources Department defines the key strategies for human resources, including working conditions, health and safety, social dialogue, equal opportunities, remuneration and training. The actions taken and their results are reviewed on a regular basis by the Executive Committee, whose members include VINCI’s Vice-President for Human Resources, and by the Board of Directors.
• Based on these guidelines, the human resources departments in the business lines in turn devise policies adapted to their activities and the scope concerned. The HR Board brings together all these departments, including at Group level. It serves as a forum for exchanges and discussions to coordinate the application of policies within VINCI.
• Working closely on the ground, the Pivot Clubs and internal collaboration platforms facilitate discussion and help disseminate and monitor measures with the companies. Deployed across the Group by geographical area and tailored to specific roles or priority issues, the clubs help strengthen levels of expertise, develop synergies and enable successful initiatives to potentially be scaled up. Depending on the topics covered, networks of employee volunteers may be set up alongside these channels.
• Lastly, the bodies that oversee social dialogue are also consulted and informed in connection with the development of human resources policies and for major reorganisations or acquisitions that are likely to have employment impacts.

The actions implemented are monitored at the relevant level of the organisation through indicators. Significant actions resulting from the application of Group guidelines are monitored, with indicators created at the level of the Group and the HR Board.