HERMÈS - 2018 Registration document

Corporate social responsibility

People: teams

PEOPLE: TEAMS

2.3

Introduction The family business model that has been driving Hermès for six genera- tions places people at the heart of its work. The Group strives to create the right conditions for responsible manage- ment and to foster the fulfilment of employees. Management is trained in best practices for team development and aimed at increasingly pro- moting accountability, providing meaning and autonomy. To create beautiful objects, Hermès is convinced that a beautiful working environment is essential. In order to adapt the workplace to changes in cooperation patterns, which have become more horizontal and rely on proximity, theGroup prefers production units andworkshops on a human scale. Special attention is paid to their architecture and ergonomics. The same care is given to the stores and offices. Health and safety at work are a priority. In addition to long-standing initiatives in this area, specific actions are implemented to foster well- being at work. In an effort to protect the physical and mental health of its employees, the Group has launched a structuring and empowering approach in these areas and aims to strengthen the quality of working life. Harmonious social relationships are strengthened by the Group’s agree- ment on social dialogue and the exercise of union rights, which is regu- larly coordinated at the local level and centrally. New agreements aimed at improving the quality of working life and taking diversity into consi- deration (disabilities, senior citizens, etc.) are regularly signed and/or renewed. Sharing the company’s strategy, involvingemployees in the lifeof Hermès across all its dimensions and living environments, and communicating results bring a unique tone to our Internal Communication, reflecting the House’s creativity and vitality. In 2018, a new global intranet – HermèSphère – was rolled out. A digital workplace provides information several times a day, together with access for everyone to its collaborative tools. Hermès’ economic success is regularly shared in various forms. The aim is to acknowledge the contribution made by employees to the House’s development, regardless of their role, in order to share the benefits of our growth and involve them in our projects over the long term. Hermès pursues a strategy with integrity, where ethical compliance and proper business conduct ensure responsible and sustainable performance. The ethical charter, code of business conduct (available at https://finance.hermes.com) and anti-corruption code of conduct, together with its alert system, set out the framework that employees must comply with. In addition, an Ethics Committee has been set up to receive and process alerts, and to provide advice and recommendations on the Group’s ethics culture. These ambitions are presented in section 3.2 Ethics and compliance.

CHALLENGE: THE WELL-BEING AND FULFILMENT OF EMPLOYEES

2.3.1

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Creating conditions that foster thewell-being and fulfilment of employees in their daily activities, at work and over the long term.

2.3.1.1 Policy TheGroup‘s policy is to integratehealth, safety andwell-being challenges in its operational strategy as a priority, in particular for its manufacturing activities. Social dialogue is a priority and is organised in each country according to local laws and regulations. In addition, faithful to its family tradition, the House involves all employees in the Group’s long-term growth through generous programmes. 2.3.1.2.1 Improving conditions for well-being at the workplace: health, safety and working environment The Group Human Resources Department has launched a Health and Well-Being initiative that relies on a reviewand internal survey conducted amongst all employees on a multi-year basis. In 2018, eight sites were involved in this approach, representing over 2,900 employees, who par- ticipated actively with a response rate of 82%. Following this diagnostic phase, the sites were invited to create an Observatory on health and well-being in the workplace in order to implement corrective actions in response to the improvements identified and expected by employees. The Group’s diverse métiers require the integration of health, safety and working environment challenges in various ways. The Group is highly demanding concerning the working conditions of its employees. The policy applied by the management of the Group’s métiers and subsidiaries aims to enable each person to work in an environment that not only preserves their health and safety, but is pleasant to work in, whether in the production sites, stores or offices. At leather production sites, for example, especially close attention is paid to lighting, noise, the seats that the craftsmen and women use (chairs and adjustable workbenches) and areas for common use. In stores, rest areas for employee use (rest areas, locker rooms, etc.) are given special treatment, including where there are building constraints. Certain distribution subsidiaries lease flats next to stores to give employees dedicated rest areas for use while at work. 2.3.1.2 Measure implemented and results

2018 REGISTRATION DOCUMENT HERMÈS INTERNATIONAL

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