2025 Universal Registration Document

General and financial elements

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

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
  • Higher absenteeism and turnover rates, strikes, etc.
  • 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 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
  • Higher absenteeism and turnover rates, strikes, etc.
  • Damage to the Group’s reputation

Risk management procedures
  • Risk analysis as far upstream as possible and at the start of operations
  • Supply of appropriate personal protective equipment
  • Prevention, protection and operating procedures deriving from the evaluation of risks (markers, guardrails, stairways, etc.)
  • Specific audits and certifications (OHSAS, ISO 45001)
  • Training programmes and awareness initiatives
  • Use of reporting tools, in particular digital tools
  • Partnerships with outside organisations such as France’s Institute for an Industrial Safety Culture (Icsi)
  • Dedicated clauses in contracts with subcontractors
  • Implementation of remote working solutions for employees whose physical presence is not required
  • Adherence 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)
  • Ongoing awareness campaigns for employees about the dangers of consuming alcohol and illicit substances, with 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
  • Risk of terrorist attacks (destruction of property, kidnapping of employees, etc.)

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 analyses prepared for VINCI Risk Committee meetings convened to consider the 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. Business operations evolve rapidly, and companies that have specialised skills and expertise have a competitive advantage in responding to calls for tender.

Attracting and retaining talent
Risk identification Risk management procedures
  • 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
  • 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
  • Upskilling initiatives for Group employees as part of a human capital development cycle (training and development objectives in the annual performance review)
  • Training programmes for all employees
  • Programmes for employees to facilitate intercompany transfers
  • Local partnerships with economic, social, institutional, academic and non-profit entities
  • Upskilling initiatives for locally recruited employees, especially those hired under programmes to help people join the labour force
  • Actions to promote team diversity and prevent discrimination at Group companies
  • Programmes to share the benefits of the Group’s performance with employees
  • Actions to promote employee participation in community outreach projects
  • 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 has been carried out in preparation of the Group’s sustainability report, following the double materiality principle (see section 2, “Environmental performance”, of chapter E, pages 199 to 245). The approach applied for sustainability reporting, which identifies and assesses the potential risks and gross 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.

1.5.1 Physical risks related to climate change

Climate change has made extreme weather events more frequent and more severe, making environmental risks more significant for the Group’s activities. VINCI’s worksites are more specifically exposed to the following climate risks:

  • “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, drought);
  • 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.