Societe Generale : 2024 Responsible Employer report

RESPONSIBLE EMPLOYER

2023 Report

BEING A RESPONSIBLE EMPLOYER

Anne-SophieChauveau-Galas

Group Chief Human Resources

Officer

Ensuring quality of life at work, equity, inclusion

and professional development is essential if we want to encourage employee engagement and improve the Group's performance.

Being a responsible employer is one of the pillars

of the Group's CSR strategy. The Responsible Employer strategy involves three goals broken down into six commitments, which are presented in this Responsible Employer Report.

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TABLE OF CONTENTS

PART 1

EMPOWERING ALL CURRENT AND FUTURE EMPLOYEES TO REACH THEIR FULL POTENTIAL AT THE GROUP

Commitment #1 - Offering the best employability prospects to attract

and retain our talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Commitment #2 - Offering personalised career opportunities that

meet future challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

PART 2

OFFERING A FULFILLING AND PRODUCTIVE WORK ENVIRONMENT ADAPTED TO THE NEEDS OF

EMPLOYEES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Commitment #3 - Creating a culture of equity, inclusion and respect

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

Commitment #4 - Ensuring a quality of life at work that respects

people and work-lifebalance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32

PART 3

PROMOTING EMPLOYEES' ENGAGEMENT AND THEIR

POWER TO MAKE AN IMPACT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41

Commitment #5 - Strengthening engagement and the Culture

of Communication to work together to maintain

the Group's competitiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42

Commitment #6 - Contributing individually and collectively to actions with a positive impact

PART 4

A COMMON SOCIAL FOUNDATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49

Performance and Compensation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50

Social Dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58

Supporting our Employees During Transformations . . . . . . . . . . . . . . . . . . . . . .61

Extra-FinancialRatings and Distinctions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62

CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63

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PART 1

EMPOWERING ALL CURRENT AND FUTURE EMPLOYEES TO REACH THEIR FULL POTENTIAL AT THE GROUP

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COMMITMENT #1

OFFERING THE BEST EMPLOYABILITY PROSPECTS TO ATTRACT AND RETAIN OUR TALENT

KEY FIGURES IN 2023

NEARLY	91%	5.9 MILLIONS	OVER 11,400
20,000	OF EMPLOYEES	VISITS	STUDENTS
NEW HIRES *	have permanent	to the Careerswebsite	welcomed
	contracts

BREAKDOWN OF GROUP EMPLOYEES IN 2023

	74,717	20,402
3,447	CENTRAL
WESTERN	AND EAST ASIA
AMERICA	EUROPE
	13,898	14,358
	AFRICA AND	ASIA AND OCEANIA
	THE MIDDLE EAST

*14,595 new hires on permanent contracts and 5,268 on fixed-term contracts in 2023

ADAPTING THE GROUP'S HIRING STRATEGY TO THE NEW CHALLENGES

Societe Generale is adapting its hiring methods and incorporating new technologies and digital tools, like user-friendly online tests accessible on mobile devices and a process to align applicants' CVs with offers.

The Group is also diversifying its hiring channels through social media and specialised community websites like Welcome to the Jungle to promote new professions and better meet the aspirations of applicants.

The careers.societegenerale.com hiring site is regularly updated and modernised and lists jobs available at Societe Generale in France and abroad. In 2023, almost

1.1 million applications were submitted to the Careers site(16% more than in 2022), with approximately 5.9 million visits (81% more than in 2022).

IN 2023

About

1.1 millions applications have been posted on the Careers website

+16% vs. 2022

About

5.9 millions visits

+81% vs. 2022

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STRENGTHENING APPEAL

AND THE RETENTION OF YOUNG PEOPLE

PROMOTING SOCIETE GENERALE AND ITS VARIETY

OF PROFESSIONS IN ORDER TO SUPPORT YOUNG PEOPLE IN CRAFTING THEIR CAREER PLANS

For example, Societe Generale:

• Has privileged relations with select higher education institutions in 98 of the Group's entities. Privileged relations are maintained with nearly 70 schools and higher education institutions (including 34 partnerships)
  in France and around 400 activities are held every year (school forums, expert conferences, CV workshops, subject- specific round tables, hackathons, teaching courses, masterclasses, tutored projects, case studies, participation in juries and committees to adapt teaching courses at schools to the needs of companies, etc.);
• Organises interventions on digital topics (blockchain, digital currency, responsible digital) and CSR (e-accessibility, diversity in teams);
• Leads a community of 250 school ambassadors, all Group employees, who are committed to discussing the company's values, culture, professions and working conditions with students, particularly in school forums.
• Funds teaching programmes and research by way of five chairs, representing a total annual investment of €755,000;
• Offers a catalogue of videos illustrating
  the breadth of professions available and our employees' diverse career paths.

ENCOURAGING MORE DIVERSIFIED HIRING OF JUNIOR EMPLOYEES

In France, various initiatives have been implemented:

• Meet Match & Learn forum, a 100% digital multi-school event combining conferences and a hiring forum that aims to increase our appeal among students of all backgrounds (around 60% of registrants come from non-partner schools);
• Financial participation in two
  "Equal opportunity" programmes set up at Sciences Po and Université Paris-Dauphine, whose objective is
  to guarantee opportunities for access to academic excellence for deserving high school students from rural areas or priority neighbourhoods, and reviewing those programmes' results;
• Events in around 100 non-partner schools to diversify employee profiles and meet the needs of the tomorrow;
• Events with institutions to promote digital professions among female high school students and encourage them to enrol in digital schools and engineer and expert training;
• Collaboration between Societe Generale's
  French network and Association Française des Banques, École supérieure de la banque and Agence pour l'Education par le Sport. In 2023, more than 10 work-studyparticipants were hired for agency positions;

• The job (e)-dating series in partnership with the 1jeune1solution government initiative: Societe Generale maintained its commitment to young people's future careers by holding around a dozen in-person hiring events throughout 2023. During these job (e)-dating sessions, students were able to talk to recruiters about the positions available within the Group and its client companies. Some of the applications resulted in job offers.

In the United Kingdom, Societe Generale launched the Young Influencers Programme to improve job opportunities for minority groups in the financial services sector.

In Brazil, the bank offers training and employment opportunities to young people from marginalised communities through the Societe Generale Institute for Youth

in Brazil.

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LISTENING TO JUNIOR EMPLOYEES TO KEEP IMPROVING THEIR EXPERIENCE

Happy Trainees Score:

72,6/100

91.1% of students RECOMMEND Societe Generale Group;

Each year, Societe Generale invites

its interns, work-study students in France and international volunteers abroad to complete the ChooseMyCompany Happy Trainees survey. This independent, anonymous survey allows students

to evaluate their experience within the Group. In 2023, for the fourth straight year, Societe Generale earned the Happy Trainee label by ChooseMyCompany, which rewards companies that welcome, support and manage their interns, work-study participants and international volunteers.

Societe Generale improved its Universum ranking in 2023:

+4 spots

among business/commerce students; 22nd overall

+5 spots

among engineering students; 40th overall

+1 spot

among IT students; 15th overall

83.9% SAY they have opportunities to learn and develop their skills;

82.5% ACKNOWLEDGE that they benefited from an integration that enabled them to quickly gain self-sufficiency;

80.3% of students WOULD LIKE to be hired by the Group.

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PROMOTING

NEW EMPLOYEE INTEGRATION

IDENTIFYING AND SUPPORTING THE TALENTS

In 2023, the Group continued to strengthen its approach to managing Key Positions and developing high-potential employees by:

• Reviewing the succession plans for Group

Key Positions (Top 250) and other Key

Positions (BU/SU);

• Continuing to promote diversity through

actions including two programmes aimed

at developing and accelerating women's

careers (see Gender Equality section);

• Continuing to support the development

of talent, including experts, through

various leadership programmes and

personal development tools like 360°

(a diagnostic method that allows employees

to get feedback from their manager,

their colleagues or any other person they

interact with), coaching, development

In order to establish a relationship of trust over time and nurture a sense of belonging, the Group implements an integration approach for new employees that includes:

• a message welcoming them to the Group;
• access to an internal common area, where they can get to know the Group's culture, values, strategy and activities, specifically about the Group's conduct and compliance;

• various tools such as start-up kits, welcome booklets, guides for managers, tailored
  to the entities and the specificities of the business.
• in the French network, a pre-onboarding mobile app that is accessible prior to integration and until the end of their probation period (learning about the Group, our values and our commitments including CSR, the core businesses of the Network, etc.).

OF TOMORROW

The aim of the Talent Management policy, which is common to all the Group's business lines and geographical areas and is structured around the Leadership Model, is to identify, develop, and retain employees with high leadership potential. The policy aims to ensure management succession in the short, medium and long term in Top 250 and Key Positions.

centres and mentoring;

• Launching a new leadership development

programme aimed at professionals who

are starting out in their careers in order

to identify future leaders and invest earlier in

developing their potential;

• Ensuring that a common approach

is uniformly implemented across

the businesses and regions through

support for HR and the coordination

of the community of talent managers.

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COMMITMENT #2

OFFERING PERSONALISED CAREER OPPORTUNITIES THAT MEET FUTURE CHALLENGES

KEY FIGURES IN 2023

OVER 107,000 EMPLOYEES

had a personalised development plan

34HRSOF TRAINING

per person per year

55%OF TRAINING COURSES

are digital

51%OF POSITIONS

filled internally

13% OF PERMANENT EMPLOYEES

change jobs each year

AVERAGE 10.2 YEARS' SENIORITY

in the group

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ENSURING A ROBUST JOB

AND SKILLS MANAGEMENT SYSTEM

ADAPTING HR POLICIES TO THE SKILLS NEEDS OF THE BUSINESS LINES AND THE GROUP'S STRATEGIC CHALLENGES

To prevent the risks of not having the right skills in the medium and long term, the Group has initiated a qualitative and quantitative

Strategic Workforce Planning (SWP) process at the global level. This process aims to identify the impacts of the strategy

of the businesses and the changes in their economic, technological and regulatory environments on jobs, employees and skills and to inform policies on hiring, internal mobility and training. It gives employees access to resources to develop their employability.

This approach consists of three stages:

1. defining a qualitative and quantitative target concerning the skills that the Group must acquire in the medium to long term to implement its strategy;
2. preparing a diagnosis and mapping of the skills available to the Group;
3. identifying the gap between the current situation and the target in order
   to implement the levers (training, internal transfers, recruitment, etc.) and action plans to bridge this gap. This is done annually to update the action plans.

Deployed in all of the Group's key businesses, it has covered almost all business lines since 2022, and helps to implement an effective strategy for the acquisition of new skills and the appropriate development of existing skills in the Group. In France, this approach is governed by an employer-employee agreement signed in 2013 and renewed

in 2016 and 2019.

This approach is iterative and contributes to a global HR vision. Responsibility for the process is shared between the HR department and business line management. In France,

it is also the subject of constant dialogue with the Employee Representative Bodies, with the role of the Professions Observatory being strengthened in 2019.

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