2025 Universal Registration Document

General and financial elements

Risk mitigation approaches and action plans 
Risk mitigation approaches and action plans 
Issue VINCI’s response Action plans Key performance indicators
Climate change (see E.2.2) Climate change (see E.2.2)

VINCI’s response
  • Reduce direct greenhouse gas emissions (Scopes 1 and 2) by 40% from 2018 levels by 2030
  • Reduce indirect emissions (Scope 3) by 20% from 2019 levels by 2030, by taking action across the value chain for the Group’s businesses
  • Adapt infrastructure and activities to improve their climate resilience
 Climate change (see E.2.2)

Action plans
  • Replace internal combustion engine-powered vehicles with hybrid or electric vehicles
  • Modernise site machinery as well as operating vehicle and truck fleets
  • Optimise energy for industrial activities and buildings
  • Improve the energy mix (electricity from renewable sources, biofuels, etc.)
  • Decarbonise materials (low-carbon concrete)
  • Decarbonise motorways
  • Reduce emissions from airport users
  • Provide low-carbon solutions to our customers: electric vehicle charging infrastructure, or EVCI (motorways), electrification of equipment (airports), low-carbon power generation infrastructure, etc.
  • Assess sites’ vulnerability to climate risks
  • Use climate risk mapping tools
  • Adapt infrastructure: sea walls, bridges, etc.
  • Engage in carbon offsetting projects
 Climate change (see E.2.2)

Key performance indicators
  • Percentage of electric and hybrid vehicles
  • Energy consumption by source (biofuels, renewables, etc.)
  • Greenhouse gas emissions (Scopes 1, 2 and 3 in tCO2 e)
  • Monitoring progress against emissions reduction targets

  • –

    Number of charge points installed on the French motorway network
  • Rollout of LED lighting
  • Renewable energy production
  • Quotas and carbon credits
  • Revenue from activities related to building renovation and energy efficiency and infrastructure electrification (EU Taxonomy)
  • Revenue from activities related to climate change adaptation (EU Taxonomy)
  • Percentage of high-risk assets having developed an adaptation plan by 2026
Pollution (see E.2.4) Pollution (see E.2.4)

VINCI’s response
  • Deploy environmental management plans and training initiatives to prevent environmental incidents
  • Carry out actions to prevent noise and light pollution
 Pollution (see E.2.4)

Action plans
  • Implement environmental management plans specific to each business line
  • Reduce noise and vibration around worksites (using acoustic measures, adjusting operating hours, etc.)
 Pollution (see E.2.4)

Key performance indicators
  • Percentage of business activities covered by an environmental management plan (percentage of ISO 14001- and ISO 45001-certified revenue)
  • Number of hours of completed training devoted to the environment
  • Number of environmental accidents
Water (see E.2.5) Water (see E.2.5)

VINCI’s response

Optimise water consumption, especially in areas of water stress

 Water (see E.2.5)

Action plans
  • Measure water withdrawals and detect leaks
  • Adapt infrastructure to reduce its water requirements (predictive watering systems, flow regulators, etc.)
  • Create closed-loop water recycling systems (water collection and reuse, etc.)
  • Use smart meters and remote leak detection tools
  • Replace tap water with seawater in concrete production
  • Provide and implement water-efficient technologies internally
 Water (see E.2.5)

Key performance indicators

Volume of water withdrawals (cubic metres)
Biodiversity (see E.2.6) Biodiversity (see E.2.6)

VINCI’s response
  • Aim to achieve no net loss of biodiversity
  • Apply the avoid, reduce, compensate (ARC) hierarchy
 Biodiversity (see E.2.6)

Action plans
  • Improve knowledge (through internal awareness-raising, partnerships, research, etc.)
  • Develop land recycling
  • Reduce pressure on natural habitats at concessions, quarries and worksites
  • Guarantee the traceability of wood purchases
  • Use mapping tools to identify sites close to biodiversity-sensitive areas (ResiLens)
  • Develop alternatives to plant protection products (concessions)
  • Engage in projects to offset impacts (concessions, quarries, etc.)
  • Provide ecological engineering solutions to customers (Equo Vivo®) to restore ecological continuity, rehabilitate land, etc.
  • Provide urban development solutions to customers, such as creating urban cool islands (Revilo® range)
 Biodiversity (see E.2.6)

Key performance indicators
  • Percentage of land take by VINCI Immobilier
  • Percentage of revenue from land recycling operations
  • Percentage of certified-origin wood (FSC/PEFC)
  • Percentage reduction in the use of plant protection products (concessions)
  • Percentage of sites in biodiversity-sensitive areas
  • Percentage of quarries that have set up a local committee for consultation and monitoring
  • Percentage of quarries that have formed partnerships with local naturalists
  • Number of wildlife crossings and length in kilometres of fenced sections (VINCI Autoroutes)
  • Volume of data on flora and fauna sent by VINCI Construction quarries
Circular economy (see E.2.3) Circular economy (see E.2.3)

VINCI’s response
  • Build using fewer resources
  • Rethink procurement and prefer recycled materials over primary raw materials
  • Reduce waste at the source
  • Recover waste
 Circular economy (see E.2.3)

Action plans
  • Use bio-sourced materialsreuse solutions
  • Reduce consumption of virgin resources
  • Develop
  • Improve waste sorting and recovery
  • Build concession user awareness of waste management to reduce waste from operations
  • Produce recycled materials
  • Create new waste recovery systems
  • Implement responsible procurement policies in business lines (supplier questionnaires, etc.)
 Circular economy (see E.2.3)

Key performance indicators
  • Weight of resources used (concrete, steel, bitumen, wood)
  • Weight and percentage of resources reused/recycled
  • Percentage of low-carbon concrete used
  • Percentage of recycled material produced out of total aggregate production
  • Weight of recovered versus eliminated inert waste, hazardous waste, non-hazardous waste, and soil
  • Number of worksite waste recycling facilities at VINCI Construction
4.3.2 Policies and procedures to prevent and mitigate risks among suppliers

A formal Group procurement policy was published in 2024 that sets out the essential principles to be applied by employees and purchasing partners: suppliers, service providers and subcontractors (see paragraph 3.2.2, “Management of impacts, risks and opportunities”, of the sustainability report, page 269). This initiative is described in section 5, “Duty of vigilance in procurement,” page 323. Sourcing innovative solutions to protect the environment, fight climate change and bring about the energy transition is an integral part of the Group’s responsible procurement strategy. At the end of October 2021, an introductory course on responsible procurement was made available to all employees as an e-learning module to help them absorb the policy’s content. At 31 December 2025, more than 8,000 employees had completed it. A more advanced course for Group purchasing roles, initially developed in 2021, was updated in 2024 and continues to be delivered across the Group. More details on the Group’s responsible procurement training are provided in paragraph 3.2.2.1, “Human rights and health and safety issues for purchasing and subcontracting”, of the sustainability report, page 269.

To ensure an effective responsible procurement approach, the most relevant social and environmental issues were first identified and analysed for each purchasing category. A risk mapping methodology was thus developed and is now in use throughout the Group. As described in paragraph 3.2.2.1, “Human rights and health and safety issues for purchasing and subcontracting”, of the sustainability report, page 269, this mapping process helped identify the main social and environmental risk factors for over 100 strategic purchasing categories. Types of purchases found to be associated with a particularly high degree of social and environmental risk and criticality for certain divisions include subcontracting for rebar installation, waste collection and treatment services, and cable supplies.