At Group level, this issue is covered by a working group that was set up in 2023 and brings together human resources directors from across the various business lines. Overseen by this working group, the Group launched an initiative in 2024 to collect data on employees’ individual pay levels and partnered with Fair Wage Network to carry out an initial analysis and identify potential gaps. The Group repeated this process in 2025 and developed its own visualisation tool to support a more in-depth analysis of the pay-related data collected, benchmarking it against reference databases, including the Fair Wage Network base. Pay-related data was collected for nearly 157,000 employees working in more than 1,000 Group companies across seven countries (France, Spain, Germany, United Kingdom, Portugal, Brazil and Morocco), enabling a more targeted analysis and improving the reliability of the initial assessment. This initial scope therefore covers more than 50% of the Group’s workforce.
According to this analysis, 100% of employees are paid the minimum wage or higher, while more than 99% receive remuneration that is at least equal to the living wage based on Fair Wage Network data. This work will continue next year, with a gradual increase in the scope.
VINCI’s social protection framework, which became effective across the Group on 1 January 2025, is based on four guarantees covering two key areas:
The implementation of this framework is being coordinated by the human resources departments of both the business lines and the Group. The European Works Council (EWC) is provided with updates on the progress made with this programme. Communications actions are carried out to inform employees about their rights and how the arrangements work. These materials are distributed within the business lines and also through the Group’s intranet and other internal communication channels, ensuring that the information is widely shared.
Outside of this framework, Group companies still have independence in terms of social insurance and healthcare costs. They retain control over their levels of contributions and cover. The cover offered depends on the social protection systems in place in each country. On this basis, each company adapts its cover in line with existing state provisions, local markets and employee expectations.
In general, the operational entities are responsible for work-life balance aspects, ensuring close alignment with realities on the ground. These issues are covered during annual appraisals and set out in the remote working and quality of life in the workplace agreements signed within the Group (65 in 2025 in France).
Various Group-level actions are also developed. For instance, the parental benefits section of VINCI’s social protection framework aims to ensure a better work-life balance for employees when a new child arrives. VINCI has also developed and deployed a module on the right to disconnect for all employees, enabling them to better understand this right and the best practices for respecting it. The Up! training platform also helps raise awareness around this issue by offering dedicated content on how to achieve work-life balance, including videos and e-learning modules.
Alongside this, a wide range of mental health initiatives are developed by entities across the Group, helping to strengthen work-life balance for their employees. For example, in 2025, VINCI Construction dedicated its Safety Days to mental health, continuing to build on its commitment in this area. The short film “Are you OK?”, illustrating the risks associated with fatigue and loneliness, was widely shared with employees in nearly 100 countries and won several awards. In addition, various conferences were organised by Group entities with specialist mental health prevention partners, including Holivia and Eutelmed.
In a challenging economic environment, with operations that inherently cannot be delocalised, VINCI’s senior managers and human resources directors are committed to effectively managing any negative impacts and potential redundancies in particular. For economic reasons, some Group companies may be compelled to redeploy employees internally and implement redundancy plans. For staff on major projects, Group companies manage large-scale redundancy and redeployment arrangements.
VINCI’s senior managers and human resources directors take steps to optimise social and economic solidarity, primarily by way of mobility and redeployment programmes made possible through the strong local presence of Group companies. The teams from VINCI Insertion Emploi (ViE) are also present to facilitate career changes within Group companies, especially in the event of voluntary departure plans. They listen to employees and provide guidance and support to help them build a new career path. ViE performs a key role as a mediator and is actively involved in social dialogue within the Group. When it acquires a company, the Group works to maintain existing teams and therefore the valuable skills and expertise they offer through the newly acquired company, to develop business, share tools and enhance the Group’s networking capacity.
Lastly, VINCI’s European Works Council (EWC) is provided with information during its plenary meeting concerning the outlook for employment and any workforce adaptation measures that could result from this, as well as the main potential employment consequences of company acquisitions or disposals. The Bureau of VINCI’s EWC is also provided with information each quarter. The EWC is automatically consulted when acquisitions or disposals of companies exceed certain workforce or revenue thresholds or when the Group develops a new strategy with major impacts on employment and organisational aspects (see paragraph 3.1.2, “Processes for interacting with Group employees and their representatives, page 249).
