SOLOCAL_Registration Document_2017

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CORPORATE SOCIAL RESPONSIBILITY 3.2 Social responsibility

PagesJaunes working hours & leave: in addition to the 25 days of l statutory paid leave, employees benefit, according to their status, from days related to the splitting of their holidays, days related to “bridging the gap” on long weekends, days off for family events (birth, marriage or PACS, relocation), days of RTT, seniority leave, days of hourly compensation depending on the status; time saving account: a France Group agreement introduced a l Time Saving Account. Subject to one year’s service, it allows employees to accumulate their entitlement to paid leave or to benefit from immediate or deferred compensation in return for periods of leave or rest not taken; Senior part-timers: in order to support the end of career of its l employees, the Group has set up a senior part-TIME system, via a Group agreement. It allows employees age 56 and over to benefit from a reduction in working hours five years before their retirement date at full rate, with increased compensation. Supplementary pension contributions are covered by the employer; individual retirement balance sheet: we make available to all l Group employees a retirement portal which allows them to estimate their pension rights and to carry out reliable and personalized simulations to manage their retirement. They can also consult all the information relating to the functioning of pension plans and discover how to use the systems set up within the Group to optimise their future retirement. teleworking: As part of its committed policy to improve the l quality of life in the workplace, PagesJaunes has implemented, through a collective bargaining agreement, a work organisation opportunity allowing the employee to organise part of their professional activity from home. This teleworking programme is open to employees of the Company under certain conditions defined in the agreement. Since 2012, Human Resources has been carrying out the individual social report which aims to provide employees with greater transparency on all the elements that constitute their compensation (direct and indirect compensation: fixed salary, variable compensation, various bonuses, wage savings plan, social security, paid leave, and other potential employment benefits: company restaurant, meal vouchers, company concierge services, etc.). Presented as an online portal, this report is now extended to all Group subsidiaries in France. In 2017, the report was consulted at least once by 64% of employees concerned.

The challenge is to build a win/win relationship between the Company and its employees. Also, the arrival of new professions and the acceleration of skills development give a particular responsibility to the training. It must take into account and anticipate both internal and environmental changes. Among these changes, digital has a prominent place within SoLocal Group. The Company’s training plan is focused around three priorities: agility in the face of accelerated movements in organisations, 1. methods and tools: it is essential to regularly re-examine the skills acquired and to develop in order to stay ahead of the changes observed in the market, especially in project management; digital, which requires that we be continuously adaptable; 2. the employability of the Company’s employees, which must be 3. preserved and developed in a context of rapid skills development within and outside the Group. These priorities are presented in a complete training package, the SoLocal Group Academy, divided into three main courses: the Management Academy, for managers of all levels to revisit l their practices regularly and play their full role in supporting change; the Digital Academy, which should enable all Group employees l to have a digital culture adapted to their needs; the Business Academy, to adapt business and cross-functional l skills to changes in the Company. Ultimately, SoLocal Group Academy targets all categories of training: professional, technical, behavioural… Its action is reinforced by the provision of various resources (e-learning modules, videos) via the “Academy” e-learning platform, open to the sales teams and customer relations. ZOOM ON TRAINING After having trained more than half of the Group’s employees in Digital in 2015, the Digital Academy was enriched in 2016 and 2017, giving access to various digital training modules to more than 4,000 employees. The proposed offer is regularly evolving to remain in line with expectations, in a context of strong and constant changes in the business lines. The Digital Academy today offers about fifteen classroom and e-learning modules, including a certificate course. In 2017, 142 candidates passed this certification, bringing the number to 437 certified since the creation of the curriculum in 2013. In 2017, we supported 170 managers to face the context of significant change that the Company has experienced in recent years, including: the initial management course (six days of training carried out in l 2017, 3 additional days will be carried out in 2018), expanded to about 30 new managers; a course entitled “Placing the human factor at the heart of l performance”, deployed to technical management (feedback), all of the managers in the Customer Service and Solutions department, then managers of transversal functions (141 trained managers).

EMPLOYEE TRAINING AND DEVELOPMENT

3.2.1.3

Training programmes The rise in skills of employees is an essential element for the Group, which strives to encourage training for its employees. Among the various possible training options, the Group encourages certification and diploma training to enable its employees to enrich their experience and enhance their employability, in line with the spirit of the recent reform on vocational training.

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2017 Registration Document SOLOCAL