In 2025, the Group tested its consolidated reporting on around 10 indicators with a pilot scope of four business lines in France and one international division, representing approximately 30% of the Group’s total purchases and 90% of VINCI’s spending on purchases in France. This reporting is currently being refined to ensure its reliability for some of these indicators and will gradually be extended to cover the Group’s other business lines and divisions with a view to being published in a future sustainability report. To date, the following indicators are available for this scope for 2025 (see section 5, “Methodology note”, page 294):
The other indicators include the consolidated monitoring of the distribution of the All-round Performance Charter for Purchasing Partners, the responsible procurement governance framework, supplier assessments and the integration of ESG criteria in the tendering phase, as well as audits and the monitoring of progress plans. Alongside this work to harmonise the key indicators to be tracked, which is particularly ambitious due to VINCI’s decentralised organisation, each business line and division is tasked with monitoring its own indicators on a daily basis to ensure the effectiveness of the policies and actions put in place and assess the progress made.
Sustainability issues are addressed through ongoing interactions with the Group’s suppliers and covered in regular exchanges between purchasers from the business lines, divisions and operational entities and suppliers, subcontractors, service providers and temporary employment agencies.
A structured framework ensures that these exchanges systematically occur throughout the procurement process, starting with supplier selection through calls for tenders and presentations, and continuing across the contractual relationship. This includes regular meetings several times a year to address sustainability issues, specific assessments and on-site audits, in addition to monitoring the implementation of progress plans.
In addition to these exchanges, which are part of the day-to-day activities of Group purchasers, who are increasingly aware of and trained on sustainability issues, a comprehensive support system can be put in place with the purchasing teams in the business lines organising sustainability awareness sessions for suppliers and their staff. For example, in line with this same focus on prioritising and adapting, the suppliers identified as the biggest contributors to VINCI Energies’ carbon footprint in France (Scope 3) have been provided with specific support in this area.
On an operational level, at the sites controlled by Group companies, the teams are directly in contact with workers from the subcontractors and service providers deployed on site. These workers, therefore, have direct access to the Group’s employees and the channels put in place to raise concerns. Depending on the situations, they may also take part in health and safety briefings and other initiatives. These close links between the teams and indirect workers on site enable their points of view to be effectively taken into consideration.
At Group level, VINCI also carries out a number of human rights assessments at its worksites, as well as responsible subcontracting audits and social audits of its suppliers at risk. In this context, each assessment and audit includes anonymous interviews with employees of subcontractors, service providers and suppliers. During these interviews, the assessors focus in particular on the most vulnerable categories of workers (e.g. foreign workers, low-skilled workers, migrant workers, etc.). The insights and perspectives shared by the workers interviewed are taken into account by the assessors in their findings.
If issues are identified, the assessors follow up on the corrective actions taken to address them.
The VINCI Group has implemented a whistleblowing reporting and processing procedure, VINCI Integrity. Any individual can use the platform to safely and anonymously report incidents or behaviour involving the VINCI Group, as well as its subcontractors and suppliers, anywhere in the world. Negative incidents can be reported through VINCI Integrity, which is open to all workers from across the value chain.
In addition to the whistleblowing system at Group level, VINCI’s decentralised and multi-local organisation and the nature of its activities lead the Group to encourage the implementation of local procedures for reporting concerns. The Group’s view is that whistleblowing systems are more effective when they are local, since the company, project or worksite is then better positioned to proactively handle reports, including those by temporary workers, indirect staff, end users or local residents, implement appropriate corrective and remediation measures, identify any weak areas in the organisation and reinforce its preventive measures.
Detailed information concerning the channels available to workers from across the value chain to raise concerns and the whistleblowing reporting and processing procedure can be found in the presentation of the Group’s whistleblowing system in paragraph 4.2.3, “Identification and detection of risks”, page 284, as well as in chapter F, “Duty of vigilance plan”, under “Engaging employees in everyday prevention through reporting and alert procedures” in paragraph 2.5, “Actions taken to foster a safety culture shared by all”, page 299, and under “Whistleblowing systems for raising concerns” in paragraph 3.2, “Mapping of the Group’s major human rights risks”, page 306.
