HERMÈS - 2018 Registration document

Corporate social responsibility

People: savoir-faire

CHALLENGE: INTEGRATING SUSTAINABLE DEVELOPMENT IN OUR SAVOIR-FAIRE

2.2.4

2.2.3.3 Results In December 2018, Hermès was awarded the title of Glassdoor Best Place to Work 2019 , a strong recognition of our status as an employer that is attentive to the fulfilment of its teams. Glassdoor is a recruitment platform that is considered to be the “Google of recruitment”. It aggre- gates the job offers of certain job boards and companies’ career sites. Created to share authentic employee experience, Glassdoor collects the opinions of current and former employees on companies, and the opi- nions of candidates on job interviews. Delighted with this rating, Hermès proudly intends to continue to encourage its employees to cultivate their passion for their métier and their common interest in a fervent team spirit.

Integrating sustainable development in our savoir-faire in all our métiers and all our subsidiaries by raising awareness and involving our employees. Policy Our sustainable development strategy rests on raising the awareness of our employees. The adoption of the best practices within their area of responsibility involves the dissemination of a sustainable development culture, best practices, and specific training. 2.2.4.1 Transmission of the Group’s sustainable development strategy The sustainable development strategy is set by the sustainable develop- ment department and relayed by a network of over 200 ambassadors worldwide: the EHS network, dedicated committees, ambassadors in stores, etc. In 2018, this network was still being structured. The Sustainable Development Committee was strengthened this year by the participa- tion of the senior management of Hermès Commercial and Hermès Soie & Textiles. The (expanded) Operations Committee took part in a 1-day learning expedition in a BCorp based in the Niort area. This stimulating immersion was a source of inspiration for participants and opened new avenues for discussions in their respective activities. Moreover, the métiers and subsidiaries continued to play an active role, with the creation of specific Sustainable Development Committees at Hermès Leather Goods & Saddlery, in the construction department, and at HSG (General Services, France). The Group’s strategy is explained in each of the general modules of the Ex-Libris University’s in-house training courses (Mosaïque, IFH, Happy culture). In 2018, 2,500 employees discovered the House’s sustainable development ambitions through Forum H. Numerous events in France and abroad provided the opportunity to share the Group’s ambitions and news: the store Windows seminar (150 people in Europe, the Americas and Asia), the Internal Control seminar (70 people), the Hermès Women seminar in Thailand and the United States (30 participants and the 5 th Asia seminar in Tokyo (70 people). This annual meeting in Asia is a special moment in which the participating countries (China, Hong Kong, Taiwan, Korea, Singapore, Japan, United States, and Europe) share their achievements and their roadmap for the year ahead. These roadmaps include projects throughout the year relating to commitments for employee well-being (warm-up exercises, food, etc.) and training (including sustainable development issues), saving energy (lighting, etc.), consumables (paper, cups, bottles, etc.), sponsorships (support to local associations) and biodiversity (participation in local actions for the preservation of the environment). In France, the métiers , such as leather, also share their action plans, which include, among other things, optimised use of materials and energy consumption. In addition, the sustainable development department produced a series of four educational films accessible to all employees via the Intranet, focused on sustainable development at Hermès. 2.2.4.2 Measures implemented and results

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RECRUITMENT BY SECTOR

Sales 38%

Production 46%

Support 16%

The Group’s human resources department oversees talent develop- ment programmes based on the specific nature of our activities (arti- sans, merchants, managers, etc.). Be they for recruitment, training, or personal development (see below), action plans are put in place to enable employees to flourish within the group and give the best of themselves. Each employee is evaluated every year. In France, for example, the HR department oversees the conducting of two interviews: annual reviews (which include assessments of performance and the work environment, skills analysis, objectives for the following year, and a discussion of compensation) and career interviews, to discuss medium-term prospects with employees (professional assessment, professional project, skills development plan, training). In addition to a culture that is open to discussions between employees and their linemanagement, in 2018, Hermès establishedmore syste- matic feedback initiatives for «pilot» métiers, with the assistance of a consultant who is an expert on the subject and with the use of survey tools in web mode. These experiences had high levels of participation and will be gradually extended to other Group entities. The (confiden- tial) results of these analyses led to targeted consultations and the launch of improvement projects among the teams.

2018 REGISTRATION DOCUMENT HERMÈS INTERNATIONAL

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