Each year, the Board of Directors determines Edenred's business orientations, taking into account matters associated with climate change and sustainable development in general. The Head of CSR and Sustainability reports on her activities to the Board of Directors each year, and works with the Compensation, Appointments and CSR Committee, made up of three members of the Board of Directors, and with the Audit and Risks Committee, made up of four members of the Board of Directors. Strategy, management of policies implemented to manage CSR impacts, risks and opportunities (IROs), and monitoring performance metrics related to climate, inclusion, diversity, and respect for human rights are under the responsibility of the Human Resources (HR), the Corporate Social Responsibility (CSR) Department as well as the Chief Executive Officer. The CSR strategy is developed in collaboration with representatives of all internal stakeholders and led by the Group CSR Department, whose Director is a member of the Extended Group Executive Committee or "E-GEC". This department is placed under the responsibility of the Vice President, Human Resources & Corporate Social Responsibility, who is a member of the Executive Committee. The CSR strategy and its implementation are discussed and approved at Executive Committee meetings. They are then presented to the Compensation, Appointments and CSR Committee, and lastly to the Board of Directors. [...] The CSR strategy is rolled out by networks of local and business/regional correspondents, comprising more than 100 employees. There are several different networks, categorized by theme or department (human resources, risk & compliance, IT security, personal data protection, customer satisfaction). These networks are responsible for the deployment of environmental, social and governance policies as well as leading local action plans. Roadmaps are developed in collaboration with local entities with a double ambition: implement the Group's objectives to each subsidiary and meet local needs. To ensure optimal network management, the Group's CSR Department organizes monthly meetings with key CSR correspondents, meaning global business line correspondents and correspondents in the main countries and regions. The purpose of these meetings is to provide ongoing training, report on CSR strategy and project progress, share best practices from local experience, and coordinate the achievement of key CSR objectives. Performance reviews at both country and regional levels, which focus on the Group's CSR objectives, are organized every six months for both managers and CSR correspondents. Three of these performance criteria have a direct impact on the long-term variable compensation of employees with an executive role. These key metrics are managed by the HR and CSR Executive Vice-President, and approved by the Executive Committee, which presents them to the Compensation, Appointments and CSR Committee and then to Board of Directors."
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